1. PowerPoint Presentation to Accompany Management Third Canadian Edition John R. Schermerhorn, Jr. Barry Wright Prepared by: Jim LoPresti University of Colorado, Boulder Revised by: Dr. Shavin Malhotra Ryerson University, Toronto, Ontario

2. Management 2e - Chapter 162 Chapter 16: Control Processes and Systems

3.  16.1 Explain why and how managers exert control.  16.2 Describe the steps in the control process.  16.2 Identify and describe common control systems and techniques. Chapter 16 Learning Objectives Management 3e - Chapter 163

4.  Controlling The process of measuring performance and taking action to ensure desired results. Has a positive and necessary role in the management process. Ensures that the right things happen, in the right way, at the right time. Organizational learning and after-action review. Why and How Managers Control Management 3e - Chapter 164

5. Figure 16.1 The role of controlling in the management process. Management 3e - Chapter 165

6.  Feedforward controls Employed before a work activity begins. Ensures that: Objectives are clear. Proper directions are established. Right resources are available. Focuses on quality of resources. Management 3e - Chapter 166 Why and How Managers Control

7.  Concurrent controls Focus on what happens during work process. Monitor ongoing operations to make sure they are being done according to plan. Can reduce waste in unacceptable finished products or services. Management 3e - Chapter 167 Why and How Managers Control

8.  Feedback controls Take place after work is completed. Focus on quality of end results. Provide useful information for improving future operations. Management 3e - Chapter 168 Why and How Managers Control

9. Figure 16.2 The role of feedforward, concurrent, and feedback controls in organizations. Management 3e - Chapter 169

10.  Internal and external control Internal control or Self-control Allows motivated individuals and groups to exercise self-discipline in fulfilling job expectations. External control Occurs through personal supervision and the use of formal administrative systems. Management 3e - Chapter 1610 Why and How Managers Control

11. Bureaucratic control influences behaviour through authority, policies, procedures, job descriptions, budgets, and day-to- day supervision Clan control influences behaviour through norms and expectations set by the organizational culture. Market control influences behaviour through market competition. Management 3e - Chapter 1611 Why and How Managers Control

12.  Steps in the control process: Step 1 — establish objectives and standards. Step 2 — measure actual performance. Step 3 — compare results with objectives and standards. Step 4 — take corrective action as needed. Steps in the Control Process Management 3e - Chapter 1612

13. Figure 16.3 Four steps in the control process. Management 3e - Chapter 1613

14.  Step 1 — establishing objectives and standards Output standards Measure performance results in terms of quantity, quality, cost, or time. Input standards Measure effort in terms of amount of work expended in task performance. Management 3e - Chapter 1614 Steps in the Control Process

15.  Step 2 — measuring actual performance Goal is accurate measurement of actual performance results and/or performance efforts. Must identify significant differences between actual results and original plan. Effective control requires measurement. Management 3e - Chapter 1615 Steps in the Control Process

16.  Step 3 — comparing results with objectives and standards Need for action reflects the difference between desired performance and actual performance Comparison methods: Historical comparison Relative comparison Engineering comparison Management 3e - Chapter 1616 Steps in the Control Process

17.  Step 4 — taking corrective action Taking action when a discrepancy exists between desired and actual performance. Management by exception Giving attention to situations showing the greatest need for action. Types of exceptions Problem situation Opportunity situation Management 3e - Chapter 1617 Steps in the Control Process

18.  Employee discipline systems Discipline is the act of influencing behaviour through reprimand. Discipline that is applied fairly, consistently, and systematically provides useful control. Control Tools and Techniques Management 3e - Chapter 1618

19.  Employee discipline systems Progressive discipline ties reprimands to the severity and frequency of the employee’s infractions. Progressive discipline seeks to achieve compliance with the least extreme reprimand possible. Management 3e - Chapter 1619 Control Tools and Techniques

20.  To be effective, reprimands should Be immediate. Be directed toward actions, not personality. Be consistently applied. Be informative. Occur in a supportive setting. Support realistic rules. Management 3e - Chapter 1620 Control Tools and Techniques

21.  Project Management Overall planning, supervision, and control of projects. Projects – unique one-time events that occur within a defined time period Gantt chart – graphic display of scheduled tasks required to complete a project CPM/PERT – combination of the critical path method and program evaluation and review technique Management 3e - Chapter 1621 Control Tools and Techniques

22. Figure 16.4 Simplified Gantt chart for a new cell phone Management 3e - Chapter 1622

23. Figure 16.5 Sample CPM/PERT Management 3e - Chapter 1623

24.  Economic Value Added a performance measure of economic value created in respect to profits being higher than the cost of capital  Market Value Added a performance measure of stock market value relative to the cost of capital Management 3e - Chapter 1624 Control Tools and Techniques

25.  Basic Financial Ratios Liquidity The ability to generate cash to pay bills. Leverage The ability to earn more in returns than the cost of debt. Asset management The ability to use resources efficiently and operate at minimum cost. Profitability The ability to earn revenues greater than costs. Management 3e - Chapter 1625 Control Tools and Techniques

26.  Balanced Scorecard  Factors used to develop scorecard goals and measures: Financial performance Customer Satisfaction Internal process improvement Innovation and learning Management 3e - Chapter 1626 Control Tools and Techniques

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