Questions and Topics We Can Help You To Answer: 

THEME ONE: Known as the critical thinking phase of the management functions the Control function is designed to evaluate the goals to see what and who works and doesn’t and why?  In the traditional definition controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.

The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels engage in the managerial function of controlling to some degree.

Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies. Two traditional control techniques are budget and performance audits. An audit involves an examination and verification of records and supporting documents. A budget audit provides information about where the organization is with respect to what was planned or budgeted for, whereas a performance audit might try to determine whether the figures reported are a reflection of actual performance. Although controlling is often thought of in terms of financial criteria, managers must also control production and operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization.



The Organizational Control Process

The control process involves carefully collecting information about a system, process, person, or group of people in order to make necessary decisions about each. Managers set up control systems that consist of four key steps:

Establish standards to measure performance. Within an organization's overall strategic plan, managers define goals for organizational departments in specific, operational terms that include standards of performance to compare with organizational activities.
Measure actual performance. Most organizations prepare formal reports of performance measurements that managers review regularly. These measurements should be related to the standards set in the first step of the control process. For example, if sales growth is a target, the organization should have a means of gathering and reporting sales data.
Compare performance with the standards. This step compares actual activities to performance standards. When managers read computer reports or walk through their plants, they identify whether actual performance meets, exceeds, or falls short of standards. Typically, performance reports simplify such comparison by placing the performance standards for the reporting period alongside the actual performance for the same period and by computing the variance—that is, the difference between each actual amount and the associated standard.
Take corrective actions. When performance deviates from standards, managers must determine what changes, if any, are necessary and how to apply them. In the productivity and quality‐centered environment, workers and managers are often empowered to evaluate their own work. After the evaluator determines the cause or causes of deviation, he or she can take the fourth step—corrective action. The most effective course may be prescribed by policies or may be best left up to employees' judgment and initiative.
These steps must be repeated periodically until the organizational goal is achieved!

LA1

Below are five questions that are set to challenge your understanding of the control process management function. Answer the questions AND EXPLAIN WHY YOU CHOSE THAT ANSWER. Be sure to reference the class material to prove your selection is correct. 

1) Taking corrective action is required when the process is:

A. Unpredictable and risky.  

B. a new leadership team is required.

C. measured and the results don't meet company standards.

D. in its early stag

2) In measuring ____________, it is useful to evaluate internal operations and core processes against benchmarks such as past performance, industry standards, and legal expectations.

A cost effectiveness

B control processes

C best practices

D organizational impact

3)      ________ define how a business should act, while ________ underline what actions should be taken operationally.



A Strategy; goals

B Standards; objectives

C Controls; management

D Objectives; standards

4) Utilizing specific performance metrics, such as ________, organizations can control processes through measuring the relative effectiveness of internal processes.

A strategy

B earnings

C processes

D employees



5) Coca-Cola is thinking about entering a new industry, creating their own branch of convenience          stores.  As a result, they should conduct:

A internal research of operational efficiency.

B financial objectives research for their R&D department.

C industry process standards research.

D competitor research in soft drinks.

LA2

In this article as well as your reading this week the balanced score card is explained: http://www.tutorialspoint.com/management_concepts/the_balanced_scorecard.htm .

One of the best tools a manager has is a balanced score card.  Remember our bowling alley manager from week 5? Explain how the use of a balance score card could help him to measure and possibly improve his problem. How does the score card approach fit in to the control function of management?  Be specific and attempt to think through the manager’s problem using the scorecard. How can it potentially fix the turn over problem he has in the branch?

(Just so you don’t have to keep going back to week five)

You are the manager of the northern branch of the Laurel City bowling alleys. The owner, Jill Espy, has 4 other bowling alleys around town. The average employee assigned to the concession stand of all the Laurel City bowling alleys lasts 3 years. However, in your branch the average employee lasts only 8 months. Jill is concerned about this huge discrepancy and wants to know your explanation for the difference and what you can do to correct the problem. Training new employees is costly to the company and this high turnover is costing her money that could be better spent elsewhere.

THEME TWO: Traditionally theorist suggest that the managerial function of controlling should not be confused with control in the behavioral or manipulative sense. This function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their employees. Instead, this function of management concerns the manager’s role in taking necessary actions to ensure that the work-related activities of employees are consistent with and contributing toward the accomplishment of organizational and departmental objectives.

Research the idea of controlling from afar in the virtual organization on the Internet and answer the following question: How can a manager be assured or measure work that is performed when the employee may be 5,000 miles away?