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  • Chapter 9 - Controlling

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    Lovekosimartian
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    Controlling is the management function that ensures organizational objectives are achieved by monitoring performance, identifying deviations, and taking corrective action. When controlling is properly implemented, it helps organizations achieve goals efficiently and effectively by minimizing issues like unnecessary expenditures, losses, and escalating costs that could jeopardize a firm's stability if left unaddressed. Examples are given of how lack of effective controlling led to disasters like a ferry fire and building code violations, as well as operational problems like unauthorized phone calls being billed to customers. Controlling completes the cycle of management functions by evaluating achievement of objectives set during planning.

    Originalbeschreibung:

    Engineering Management Chapter 9

    Originaltitel

    Chapter 9- Controlling

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    Controlling is the management function that ensures organizational objectives are achieved by monitoring performance, identifying deviations, and taking corrective action. When controlling is properly implemented, it helps organizations achieve goals efficiently and effectively by minimizing issues like unnecessary expenditures, losses, and escalating costs that could jeopardize a firm's stability if left unaddressed. Examples are given of how lack of effective controlling led to disasters like a ferry fire and building code violations, as well as operational problems like unauthorized phone calls being billed to customers. Controlling completes the cycle of management functions by evaluating achievement of objectives set during planning.

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    © All Rights Reserved
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    652 Ansichten1 Seite

    Chapter 9 - Controlling

    Hochgeladen von

    Lovekosimartian
    Controlling is the management function that ensures organizational objectives are achieved by monitoring performance, identifying deviations, and taking corrective action. When controlling is properly implemented, it helps organizations achieve goals efficiently and effectively by minimizing issues like unnecessary expenditures, losses, and escalating costs that could jeopardize a firm's stability if left unaddressed. Examples are given of how lack of effective controlling led to disasters like a ferry fire and building code violations, as well as operational problems like unauthorized phone calls being billed to customers. Controlling completes the cycle of management functions by evaluating achievement of objectives set during planning.

    Copyright:

    © All Rights Reserved
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    von 1

    ClraPter 9

    Controlling
    The

    brg * term

    existence of many companies, rnost often, is placed in ieopardy when some

    aspects or their adivities go out control. consHer the following examples;

    Z.

    A news report indicated that Ure fire whicfr destroyed the Hp800 million Superferry 7
    1orury ship on March 26, lggT was caused by illegal @nnections made on its eledical
    ryrdr. If this ls true, the losses ould be a$rlhlted lo inadequate rnanagsnent contrcl.
    flte fagedy B13t happeried * the Ozone Disco in March 18, 1996 &arty nnnifeded

    3.

    of control over the day-to-day operations sf the firm. Even the faiiure to deted earlier

    1.

    4.

    managernent's lack

    the violations in the Builtting Code spells lack of effectivc govcrnmcnt cnntrol'
    The managefflent of a tehptrone csnpany could *ot stCIp tte unauttprized tEe in lin6
    asslqrpd to nuny of its su'nsoiUers Coetrrmers becsne angry wtren ttrey are bilkd for
    calls theY never made'

    The examples presented constitute a very small Prcentage of unwanted occurences that
    property,
    happen etery day in Bre hsiness **td. Apart from tlre distradiffi of llves and
    and the
    in
    employrn6t
    dtscoflilnuttles
    no.nuf Ut siness operatto{ls are hampered causlng
    pmvisions of products and servke. These could not have happened only adequate controb
    were lns0tuted.
    WHAT IS

    COI{TROTLING?

    -I

    Controllirg refers to the "process of asertainirp whether organizational objectircs harae been

    aAieved;-lf noq vrhy noi; and deEnnlnlng what actlvltis shouH then be bken to adlleve
    objectives bettEr in the future.'Controlling compleEs the cyde of management furctions.
    OdieCives and goab that are set at the planirg stagE are tified as to adtievement or
    dptettcr, at any gtven polrt in the rgar{nrg an<t knplenrentir}g stages. Wt}en expctatlons
    are not met at scfitlruled dates, corrective measures are usually undertaken.

    IMPORTAi{CE OF COI{TROLU'{G
    Wt|efl codrolling ie properly implernented, it will help the organiza$on achieved its goal
    most efficient ard effective manner pcsible.

    Deviatio1, mlstakes,

    ope.am[,

    aM shortcomirp

    trc

    ln dally
    prodtrcing
    such negative

    happen inevitably. When ttrey ocanr

    ttref, crintriUle to unnecersary expeditures which increase the cost

    goods anO servi(rs. Proper cofltrol measures minimize the ill etrects of
    |aurrences. An efective inventory control system, for instance, rninimize

    if not totally

    eliminates losses in invenbory.

    The importance of controllarg maybe illusfated as it is applied rn a ty[*al factory. lf the


    required standad daily output for individr.ral works is 100 pieces, all workers who do not
    prcduce the requlrement are g{trn suffldent tlme to improve; if no improvements are forth
    mnring, they are asked to resign. This actirn will help the ao{npany kep its otrer head and
    ottrer coets at e)Aefted lerds. If m stxtr cmsol ls madn, thc comparry wlll be faced wlth
    escalating production e6ts, $rhin wifi phce fte dabllity of the firm in Jeopady.

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