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Outline the Organizational control process

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Step 1. Establish performance standards. Standards are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product, service, machine, individual, or organizational unit. It is usually expressed numerically and is set for quality, quantity, and time. Tolerance is permissible deviation from the standard. What is expected? How much deviation can be tolerated?
Step 2. Measure actual performance. Supervisors collect data to measure actual performance to determine variation from standard. Written data might include time cards, production tallies, inspection reports, and sales tickets. Personal observation, statistical reports, oral reports and written reports can be used to measure performance. Management by walking around, or observation of employees working, provides unfiltered information, extensive coverage, and the ability to read between the lines. While providing insight, this method might be misinterpreted by employees as mistrust. Oral reports allow for fast and extensive feedback.
Step 3. Compare measured performance against established standards. Comparing results with standards determines variation. Some variation can be expected in all activities and the range of variation – the acceptable variance – has to be established. Management by exception lets operations continue as long as they fall within the prescribed control limits. Deviations or differences that exceed this range would alert the supervisor to a problem.
Step 4. Take corrective action. The supervisor must find the cause of deviation from standard. Then, he or she takes action to remove or minimize the cause. If the source of variation in work performance is from a deficit in activity, then a supervisor can take immediate corrective action and get performance back on track. Also, the supervisors can opt to take basic corrective action, which would determine how and why performance has deviated and correct the source of the deviation. Immediate corrective action is more efficient;
however basic corrective action is the more effective.
An example of the control process is a thermostat:
Standard: The room thermostat is set at 20 degrees. Measurement: The temperature is measured. Corrective Action: If the room is too cold, the heat comes on. If the room is too hot, the heat goes off.

Titany answered the question on September 20, 2021 at 13:10

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Outline the Organizational control process

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