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Chapter 19 Control

Chapter 19 Control

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Chapter 19 Control

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  1. Chapter 19Control

  2. After Reading and Studying This Chapter, You Should Be Able to: • Define control • Give reasons why control is important • Describe the four-step control process • Distinguish among the three types of control • Explain the important financial controls • Describe the qualities of an effective control system • Outline the contemporary issues in control

  3. Control Defined • Management function that provides information on the degree to which goals and objectives are being accomplished • Monitoring of activities • Taking corrective action

  4. Importance of Controlling • Final link to the management functions of: • Planning • Organizing • Leading

  5. Figure 19-1Relationship between Controlling and the Other Management Functions

  6. Control Process • Setting standards • Measuring actual performance • Comparing actual performance against the standard • Taking managerial action to correct deviations or inadequate performances

  7. Setting Standards • Quality • Quantity • Finances • Time

  8. Measuring • Personal observation • Statistical reports • Oral reports • Written reports

  9. MBWA • “Management by Walking Around” • Personal observation • Direct interaction with employees • Exchanging information

  10. Guest satisfaction Labor costs Food and beverage costs Employee satisfaction Room rates Bed sheets Energy costs Insurance Labor turnover Etc. Results We Measure

  11. Taking Managerial Action • Correct actual performance • Immediate corrective action • Basic corrective action

  12. Types of Control • Feedforward control • Concurrent control • Feedback control

  13. Figure 19-3Three Types of Control

  14. Operational Financial Controls • Budgets • Income statements • Zero-based budgeting

  15. Accuracy Timeliness Economy Flexibility Understandability Reasonable criteria Strategic placement Emphasis on exceptions Multiple criteria Corrective action Qualities of an Effective Control System

  16. Contingency Factors in Control • Size of the organization • Operational complexity • Degree of decentralization • Importance of the activity

  17. Adjusting Controls for Cultural Differences • Foreign operators tend to: • Be less controlled directly by the home office • Have a tendency to formalize controls • Generate extensive formal reports • Rely on the power of Information Technology

  18. Contemporary Issues • Workplace privacy • Employee theft • Workplace violence

  19. Trends in Control • Use of technology • Generation of quicker results • Hand-held inventory devices