CONTROL A process of monitoring and correcting subordinates performance to achieve organizational goals.
Control process Setting performance standards This includes goals and objectives established during the planning process. Measuring actual performance This entails continuous monitoring and gathering of data for actual performance.
Control Process cont... Evaluation of deviations The comparison of actual performance against the set standards. Taking corrective action This may mean changes in one or more activities or standards already set.
Significance of control Leads to standardised actions Helps prevent malpractice It evaluates top management efficiency in planning Ensures effective use of authority delegated to subordinates Ensures maximum utilization of resources Some people cannot be trusted hence a constant check on them may be necessary
Types of control Pre-action control before an activity takes place. It ensures the elimination of activities that may create discrepancies and prevent problems before they occur guarantees resources availability minimises production stoppages and associated costs.
Types of control cont... Steering This takes place while work is in progress. Personal observations and policies are used to identify deviations
Types of control cont... Post action control after activities have been completed, it is result oriented. Reasons for deviations are established and used for solving future problems. It provides managers with meaningful information on how effective their planning effort was. Can be used as a basis for reward and performance appraisal.
Types of control cont... Screening Monitors the progress of certain activities and approvals have to be made before executing the next phase..
Types of control cont... Excessive control can act as a barrier to effective performance, retard motivation and inhibit creativity. Inadequate control wastes resources
Factors determining the type of control system Size of an organization Smaller organizations rely more on informal controls while larger organizations normally adopt formal systems with more direct supervision. Degree of decentralisation The more decentralised the organization is, the greater the need for control. Importance of activity Where an error would be costly to the organization, greater control is needed. Organizational position Top level managers have greater need for multiple control..
DECISION MAKING This is an act of choice where a conclusion is formed about what must and what must not be done in a given situation.
Decision making process Identify the problem Collect relevant information Develop alternatives Evaluate alternatives Select and implement the best alternative
Types of decisions Programmed regularly made and have predictable results. depend highly on procedures, rules and policies to guide the user. These decisions are made under certainty Condition.
Semi-programmed A combination of moderately unusual and partially known problems and solutions. These are gradually modified to make continuous improvements. These decisions are made under doubtful condition.
Non-programmed These are new and non-recurring decisions with unpredictable results The process is not logical since it involves defining unusual and ambiguous problems which are in turn affected by limited information and changes that come in different times These decisions are made under risk conditions
causes of poor decision making The manager’s leadership style Managers failing to devote enough effort to complete every stage in the decision making process Series of management success Limited resources Management rigidity..