CONTROLLING –

Overview
• The head of an organization is responsible for the overall direction
• She has to delegate to her subordinates the responsibility and authority to perform
certain task for which she is still responsible and make use of some system of
control to enable her to appraise the performance of each subordinate

Definition
• Controlling is a management function that involves comparing actual
performance with planned performance and taking corrective action if needed in
order to ensure that the objectives are achieved
• It uses formal authority to assure the achievement of goals and objectives
• Performance is measured against pre-determined standards
• Action is taken to correct discrepancies between these standards and actual
performance
• It also involves assisting, regulating, monitoring, and evaluating individual and
group performance
• Management Control – can have a negative connotation. It can sound dominating
and coercive thus Coordinating is often the preferred term rather than controlling.
But for all intent, coordinating is controlling

Functions
• Serves as a means and an end
• Promotes effective use of resources
• Provides professional reinforcements
• Maintains activity and expectations

Kinds of Formal Control – formal control that a manager can use may be grouped into;
• Pre action control
o Control by means of personal supervision and utilizing control checks
o Consist of procedures for any given task or function
• Post action control
o Controlling as the task or function is being performed or may have been
performed
o Correcting deviations from standards or plans

Types of Control – controls are most effective when they are applied at key places;
• Feed forward control – before the process begins
o Focuses on operation before they begin
o Goal is to prevent anticipated problem
o Example: preparing all supplies and equipments for wound dressing, IV
insertion, in order to anticipate the materials needed.
• Concurrent control – during the process
 o Apply to processes as they are happening. Concurrent controls enacted
while work is being performed
o Example: material or supplies for therapeutic care which requires direct
supervision
• Feedback control – after it ceases
o Focuses on the result of the operations
o Guide future planning, inputs, and process designs
o Examples: timely reports (weekly, monthly, quarterly, annual) so that
almost instant adjustments can be made.

Characteristics of effective control

• Control system must be designed appropriately to be effective
• Control standards should be flexible and realistic
• Control systems must prevent, not cause the problem they were designed to detect

Performance variance can also be the result of unrealistic standards. Usual response of
an employee whose performance fall short is to blame the standard or the supervisor.

A. Principles
• Critical few – fewer people involved in control brings about best results
• Point of control – centralization or decentralization of authority
• Self control or Discipline – translates to personal acceptance of responsibility and
accountability

B. Performance Appraisal
a. Principles
b. Process
C. Discipline
a. Principles
b. Process
D. Nursing Audit
a. Principles
b. Process
E. Management Labor Relations
a. Definition
b. Collective and bargaining agreement, lock out and its implication to
nursing
c. Documentation in Nursing (uses systems, charting)
F. Computers and Information Management
a. Implication to nursing education practice
G. Current Issues and Trends in Nursing Management