1. CONTROL
A process of monitoring and correcting subordinates performance to achieve organizational goals.

2. 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.

3. 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.

4. 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

5. 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.

6. Types of control cont... Steering
This takes place while work is in progress.
Personal observations and policies are used to identify deviations

7. 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.

8. Types of control cont... Screening
Monitors the progress of certain activities and approvals have to be made before executing the next phase..

9. Types of control cont...
Excessive control can act as a barrier to effective performance, retard motivation and inhibit creativity.
Inadequate control wastes resources

10. 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..

12. 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.

13. Decision making process
Identify the problem Collect relevant information Develop alternatives Evaluate alternatives Select and implement the best alternative

14. 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.

15. 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.

16. 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

17. 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..