control

Examples of control in the following topics:

• Feedback, Concurrent Control, and Feedforward

  • Bureaucratic control uses formal systems to influence employee behavior and help an organization achieve its goals.
  • Bureaucratic control is the use of formal systems of rules, roles, records, and rewards to influence, monitor, and assess employee performance.
  • The biggest advantage of bureaucratic control is that it creates a command and control cycle for the business leadership.
  • This means that bureaucratic control can narrow the scope of possible ideas and plans.
  • While software development may benefit from a more autonomous structure, for example, other industries benefit from the tight controls and tall hierarchies of bureaucratic control.

• Maintaining Control

  • According to modern concepts, control is a foreseeing action; an earlier concept of control identified it as chiefly detecting errors.
  • Control thus comprises three main questions: Where are we now?
  • Control is inherently cyclical.
  • Mockler presented a more comprehensive definition of managerial control.
  • This is where control comes into play.

• Internal and External Control

  • Control uses information from the past and present and projections for the future to create effective control processes.
  • Control involves making observations about past and present control functions to make assessments of future outputs.
  • These are called feedback, concurrent control, and feedforward, respectively.
  • Concurrent control is active engagement in a current process where observations are made in real time.
  • Diagram the control process of feedback, concurrent control, and feedforward within the organizational control context

• The Quality Control Cycle

  • Quality control is used to evaluate and address the quality of the goods a business provides.
  • Quality control and quality assurance have different purposes.
  • To maintain an effective quality control program, a business must follow these important guidelines:
  • Most importantly, a quality control process should be an ongoing process.
  • Describe effective quality control processes as they are employed in the business environment

• Elements of Managing Control

  • This control process consists of key elements that management must be aware of before designing control systems.
  • Condition or Characteristic - Because organizational systems are large and complex, it is virtually impossible to control every aspect of their operations with rigid control mechanisms.
  • Controllers can, however, determine the key conditions or characteristics of output and monitor them.
  • The key components of any control sequence will underline these four elements.
  • Model an effective managing control procedure that incorporates the key components required for effective control processes

• Bureaucratic Control

  • The quality control cycle improves processes through a continuous cycle of planning, doing, checking, and acting.
  • Quality control is used to develop systems that ensure that the goods and services customers receive meet or exceed their expectations.
  • Quality control both verifies the delivery of good quality and identifies gaps and failures that need to be addressed within the process.
  • It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA).
  • Use the four central components of the quality control cycle as a quality control (QC) tool

• The Control Process

  • The control process is the direction for organizational control that derives from the goals and strategic plans of the organization.
  • The direction for organizational control comes from the goals and strategic plans of the organization.
  • The process of organizational control is to review and evaluate the performance of the system against these established metrics.
  • In order to create an effective control process, the company needs to determine what it is and where it is going.
  • Define control processes in the context of the business organizational environemnt

• Barriers to Managing Control

  • These barriers can reduce the efficacy of the organization, not only in the process being controlled but also in the controlling process.
  • Managing control typically requires a number of resources.
  • This under-funding of the control system creates resource scarcity for the process.
  • Inaccurate measurement while managing control can happen for a number of different reasons, including:
  • Lack of staff training to determine how to measure the control process

• Quality Control and Assurance

  • Quality assurance and quality control are intended to ensure that products are created with the fewest number of defects possible.
  • This can be contrasted with quality control, which is focused on process outputs.
  • Quality assurance is measured through failure testing and statistical control.
  • Statistical controls ensure that an organization is producing quality products at the lowest possible defect rate.
  • Many processes, such as assembly lines, help ensure quality assurance and control by streamlining the production process.

• Fulfilling the Controlling Function

  • Management control can be defined as a systematic effort to compare performance to predetermined standards and address deficiencies.
  • In 1916, Henri Fayol formulated one of the first definitions of control as it pertains to management: "Control consists of verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and principles established.
  • The control subsystem functions in close harmony with the operating system.
  • From these definitions, the close link between planning and controlling can be seen.
  • It involves a sort of preventative action to indicate that good control is being achieved.