1. MAKING SURE GOALS ARE ACHIEVED
CONTROL
MAKING SURE GOALS ARE ACHIEVED

2. 1. SET STANDARDS STATE GOALS IN MEASURABLE PERFORMANCE
STANDARDS COME FROM
GOALS
GOVERNMENT
CUSTOMER
HISTORICAL

3. 2. MEASURE ACTUAL PERFORMANCE
WHAT
WHERE
WHEN
HOW

4. WHAT, WHERE, WHEN CRITICAL, STRATEGIC CONTROL POINTS
IMPORTANT OPERATIONS, TASKS, OUTCOMES
WHEN PROBLEMS “SMALL,” CAN FIX
SEASONAL, CYCLICAL

5. HOW TO MEASURE
TOOLS
JUDGMENT
OBSERVATION

6. 3. COMPARE ACTUAL TO STANDARD
SIGNIFICANT DEVIATION
ACCEPTABLE PERF., BEHAVIOR
EXCEPTION PRINCIPLE
WATCH TRENDS

7. SIGNIFICANT DEVIATION
BUDGET IS 10,000 UNITS/MONTH
VARIANCE = 400 +, -
POLICY
ACCEPTABLE LIMITS

8. EXCEPTION PRINCIPLE *
___________________________________
* * *

9. TRENDS
___________________________________ *
* *

10. 4. CORRECTIVE ACTION
NEGATIVE DEVIATION
POSITIVE DEVIATION

11. +, - DEVIATION BUDGET IS 10,000 UNITS/MONTH ACTUAL = 9,100
VARIANCE = 400 +, -
ACTUAL = 9,100
OUT OF CONTROL

12. +, - DEVIATION BUDGET IS 10,000 UNITS/MONTH ACTUAL = 10,500
VARIANCE = 400 +, -
ACTUAL = 10,500
OUT OF CONTROL??

13. IF “OUT OF CONTROL” OPERATIONS OUT OF CONTROL GOALS NOT APPROPRIATE
CONTROLS NOT WORKING, NOT APPROPRIATE

14. CONTROL TOOLS BUDGETS, STATEMENTS RULES, PROCEDURES, POLICY
DIRECT SUPERVISION
GOALS
CHARTS

15. CONTROL TOOLS COUNTERS CULTURE NORMS RITUALS BEHAVIOR OF MANAGER
PERCEPTIONS

16. CONTROL TOOLS PERFORMANCE APPRAISAL SELECTION SOCIALIZATION TRAINING
SELF MONITORING

17. TYPES OF CONTROLS
FEEDFORWARD
INPUT
PRELIMINARY

18. TYPES OF CONTROLS
CONCURRENT
PROCESS
STEERING

19. TYPES OF CONTROLS
FEEDBACK
POST ACTION
OUTPUT
YES/NO

20. POSSIBLE NEGATIVES OF CONTROLS
HIGHLIGHTS FAILURE
REWRD NOT TIED TO CONTROLS
EMPHASIS ON NUMBERS
EMPHASIS ON ONE PART
NOT UNDERSTOOD, ACCEPTED

21. POSSIBLE NEGATIVES OF CONTROLS
BEIGN “WATCHED”
IMPOSED FROM ABOVE
USEFUL THER, NOT TO PERSON
INADEQUATE TRAINING, SKILL
INADEQUATE INCENTIVE

22. QUALITIES OF EFFECTIVE CONTROL SYSTEM
ACCURATE
VALID
RELIABALE
TIMELY
STRATEGIC CONTROL POINTS
FORWARD LOOKING
EXCEPTION PRINCIPLE

23. QUALITIES OF EFFECTIVE CONTROL SYSTEM (CONT’D)
ECONOMICAL
FLEXIBLE
UNDERSTANDABLE
MULTIPLE CRITERIA

24. QUALITIES OF EFFECTIVE CONTROL SYSTEM (CONT’D)
LEAD TO CORRECTIVE ACTION
COORDINATED WITH WORK FLOW, ORG. DESIGN
COORDINATED WITH PEOPLE
FOCUSED ON MISSION

25. RELATIONSHIPS: GOALS AND
DELEGATION OF AUTHORITY
LEADER EXAMPLE
MOTIVATION
GOALS, PLANS, MISSION
COMMUNICATION
PERFORMANCE APPRAISAL