What Is control?
 Control is the process of monitoring activities to
ensure that they are being accomplished as planned
and of correcting significant deviations.
Control Defined
 Management function that provides information
on the degree to which goals and objectives are
being accomplished
 Monitoring of activities
 Taking corrective action
Types of Control
 Preliminary
Sometimes called the feedforward controls, they
are accomplished before a work activity begins.
They make sure that proper directions are set and
that the right resources are available to accomplish
them.
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Types of Control
 Concurrent
Focus on what happens during the work process.
Sometimes called steering controls, they monitor
ongoing operations and activities to make sure that
things are being done correctly.
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Types of Control
 Postaction
Sometimes called feedback controls, they take place
after an action is completed. They focus on end
results, as opposed to inputs and activities.
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Types of Controls
Managers have two broad options with respect to
control.
 They can rely on people to exercise self-control
(internal) over their own behavior.
 Alternatively, managers can take direct action
(external) to control the behavior of others.
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Types of Control
 Internal Controls
Allows motivated individuals to exercise self-control
in fulfilling job expectations.
The potential for self-control is enhanced when
capable people have clear performance
objectives and proper resource support.
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Types of Control
 External Controls
It occurs through personal supervision and the
use of formal administrative systems.
 Performance appraisal systems, compensation and
benefit systems, employee discipline systems, and
management-by-objectives.
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The Control Process
A three step process including:
1.Measuring actual performance
2.Comparing actual performance against a standard
3.Taking action to correct deviations or inadequate
standards
The control process
Step 1
Measuring
Actual Performance
GOALS
Organizational
Divisional
Departmental
Individual
Step 3
Taking
Managerial Action
Comparing Actual
Performance
Against Standard
Step 2
Control Process
 Setting standards
 Measuring actual performance
 Comparing actual performance against the
standard
 Taking managerial action to correct deviations or
inadequate performances
Setting Standards
 Quality
 Quantity
 Finances
 Time
Measuring
 Personal observation
 Statistical reports
 Oral reports
 Written reports
Results We Measure
 Guest satisfaction
 Labor costs
 Food and
beverage costs
 Employee
satisfaction
 Room rates
 Bed sheets
 Energy costs
 Insurance
 Labor turnover
 Etc.
Taking Managerial Action
 Correct actual performance
 Immediate corrective action
Types of Control
Input
Processes
Output
Feedforward
Control
Concurrent
Control
Feedback
Control
Anticipates
problems
Corrects
problems as
they happen
Corrects
problems after
they occur
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Feed Forward Control
Regulates inputs to ensure that they meet standards necessary for
transformation process
Concurrent Control
Regulates ongoing activities to ensure that they conform to orgnaization
standards.
Feedback Control
Regulates products or service after completion to ensure final output
meets organization standards and goals.
Managerial Approaches
Bureaucratic Control
Organic / Clan Control
Market Control
Bureaucratic Control
Managerial approaches relying on regulation through rules,
policies, supervision, budgets, schedules, reward systems
and other administrative mechanisms aimed at ensuring
employees exhibit appropriate behaviors and meet
performance standards
Organic/Clan Control
Managerial approach relying on values beliefs, traditions,
corporate culture, shared norms and informal relationships
to regulate employee behaviors and facilitate reaching of
organizational goals.
Market Control
 Emphasizes the use of external market mechanisms to
establish the standards used in the control system
Types of Control
 Preliminary
Sometimes called the feedforward controls, they
are accomplished before a work activity begins.
They make sure that proper directions are set and
that the right resources are available to accomplish
them.
23
Types of Control
 Concurrent
Focus on what happens during the work process.
Sometimes called steering controls, they monitor
ongoing operations and activities to make sure that
things are being done correctly.
24
Types of Control
 Postaction
Sometimes called feedback controls, they take place
after an action is completed. They focus on end
results, as opposed to inputs and activities.
25
Types of Controls
Managers have two broad options with respect to
control.
 They can rely on people to exercise self-control
(internal) over their own behavior.
 Alternatively, managers can take direct action
(external) to control the behavior of others.
26
Types of Control
 Internal Controls
Allows motivated individuals to exercise self-control
in fulfilling job expectations.
The potential for self-control is enhanced when
capable people have clear performance
objectives and proper resource support.
27
Types of Control
 External Controls
It occurs through personal supervision and the
use of formal administrative systems.
 Performance appraisal systems, compensation and
benefit systems, employee discipline systems, and
management-by-objectives.
28