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Ensuring Goal Achievement: Control Strategies and Tools

Learn how to set standards, measure performance, compare to goals, take corrective action, and implement effective control tools. Understand the qualities of a successful control system and avoid common pitfalls.

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Ensuring Goal Achievement: Control Strategies and Tools

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  1. CONTROL MAKING SURE GOALS ARE ACHIEVED

  2. 1. SET STANDARDS • STATE GOALS IN MEASURABLE PERFORMANCE • STANDARDS COME FROM • GOALS • GOVERNMENT • CUSTOMER • HISTORICAL

  3. 2. MEASURE ACTUAL PERFORMANCE • WHAT • WHERE • WHEN • HOW

  4. WHAT, WHERE, WHEN • CRITICAL, STRATEGIC CONTROL POINTS • IMPORTANT OPERATIONS, TASKS, OUTCOMES • WHEN PROBLEMS “SMALL,” CAN FIX • SEASONAL, CYCLICAL

  5. HOW TO MEASURE • TOOLS • JUDGMENT • OBSERVATION

  6. 3. COMPARE ACTUAL TO STANDARD • SIGNIFICANT DEVIATION • ACCEPTABLE PERF., BEHAVIOR • EXCEPTION PRINCIPLE • WATCH TRENDS

  7. SIGNIFICANT DEVIATION • BUDGET IS 10,000 UNITS/MONTH • VARIANCE = 400 +, - • POLICY • ACCEPTABLE LIMITS

  8. EXCEPTION PRINCIPLE * ___________________________________ * * * * ___________________________________

  9. TRENDS ___________________________________ * * * * * ___________________________________

  10. 4. CORRECTIVE ACTION • NEGATIVE DEVIATION • POSITIVE DEVIATION

  11. +, - DEVIATION • BUDGET IS 10,000 UNITS/MONTH • VARIANCE = 400 +, - • ACTUAL = 9,100 • OUT OF CONTROL

  12. +, - DEVIATION • BUDGET IS 10,000 UNITS/MONTH • VARIANCE = 400 +, - • ACTUAL = 10,500 • OUT OF CONTROL??

  13. IF “OUT OF CONTROL” • OPERATIONS OUT OF CONTROL • GOALS NOT APPROPRIATE • CONTROLS NOT WORKING, NOT APPROPRIATE

  14. CONTROL TOOLS • BUDGETS, STATEMENTS • RULES, PROCEDURES, POLICY • DIRECT SUPERVISION • GOALS • CHARTS

  15. CONTROL TOOLS • COUNTERS • CULTURE • NORMS • RITUALS • BEHAVIOR OF MANAGER • PERCEPTIONS

  16. CONTROL TOOLS • PERFORMANCE APPRAISAL • SELECTION • SOCIALIZATION • TRAINING • SELF MONITORING

  17. TYPES OF CONTROLS • FEEDFORWARD • INPUT • PRELIMINARY

  18. TYPES OF CONTROLS • CONCURRENT • PROCESS • STEERING

  19. TYPES OF CONTROLS • FEEDBACK • POST ACTION • OUTPUT • YES/NO

  20. POSSIBLE NEGATIVES OF CONTROLS • HIGHLIGHTS FAILURE • REWARD NOT TIED TO CONTROLS • EMPHASIS ON NUMBERS • EMPHASIS ON ONE PART • NOT UNDERSTOOD, ACCEPTED

  21. POSSIBLE NEGATIVES OF CONTROLS • BEIGN “WATCHED” • IMPOSED FROM ABOVE • USEFUL THER, NOT TO PERSON • INADEQUATE TRAINING, SKILL • INADEQUATE INCENTIVE

  22. QUALITIES OF EFFECTIVE CONTROL SYSTEM • ACCURATE • VALID • RELIABALE • TIMELY • STRATEGIC CONTROL POINTS • FORWARD LOOKING • EXCEPTION PRINCIPLE

  23. QUALITIES OF EFFECTIVE CONTROL SYSTEM (CONT’D) • ECONOMICAL • FLEXIBLE • UNDERSTANDABLE • MULTIPLE CRITERIA

  24. QUALITIES OF EFFECTIVE CONTROL SYSTEM (CONT’D) • LEAD TO CORRECTIVE ACTION • COORDINATED WITH WORK FLOW, ORG. DESIGN • COORDINATED WITH PEOPLE • FOCUSED ON MISSION

  25. RELATIONSHIPS: GOALS AND • DELEGATION OF AUTHORITY • LEADER EXAMPLE • MOTIVATION • GOALS, PLANS, MISSION • COMMUNICATION • PERFORMANCE APPRAISAL

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