Management by control: Difference between revisions
From CEOpedia | Management online
(Infobox update) |
m (Text cleaning) |
||
| (3 intermediate revisions by 2 users not shown) | |||
| Line 1: | Line 1: | ||
'''[[Management]] by control''' involves constant monitoring the progress in the implementation of tasks to determine excessive or unexpected deviation from the applicable standards and their correction, as well as [[controlling]] the correctness of manager's decisions. | '''[[Management]] by control''' involves constant monitoring the progress in the implementation of tasks to determine excessive or unexpected deviation from the applicable standards and their correction, as well as [[controlling]] the correctness of manager's decisions. | ||
| Line 28: | Line 12: | ||
==Forms of management by control== | ==Forms of management by control== | ||
Forms of control include: | Forms of control include: | ||
* '''initial control''' - involves checking the [[quality]] and quantity of [[company]] resources (capital, personnel, physical resources, [[information]]) prior to entering the phase of implementation of [[plan]]. | * '''initial control''' - involves checking the [[quality]] and quantity of [[company]] resources (capital, personnel, physical resources, [[information]]) prior to entering the phase of implementation of [[plan]]. | ||
| Line 34: | Line 17: | ||
* '''final control''' - focus on the results obtained after the completion of the transformation process (important for [[planning]] and remuneration; provides [[relevant information]] for a possible correction standards). | * '''final control''' - focus on the results obtained after the completion of the transformation process (important for [[planning]] and remuneration; provides [[relevant information]] for a possible correction standards). | ||
In achieving the strategic long-term objectives important role is played by strategic control, the aim of which is to ensure efficient adaptation of the company to the [[environment]] and verifying degree of achievement of [[strategic goals]]. This control includes: | In achieving the strategic long-term objectives important role is played by [[strategic control]], the aim of which is to ensure efficient adaptation of the company to the [[environment]] and verifying degree of achievement of [[strategic goals]]. This control includes: | ||
* [[organizational structure]], | * [[organizational structure]], | ||
* [[leadership styles]], | * [[leadership styles]], | ||
| Line 45: | Line 28: | ||
* [[Controller]] | * [[Controller]] | ||
* [[Operational controlling]] | * [[Operational controlling]] | ||
{{infobox5|list1={{i5link|a=[[Controlling variants]]}} — {{i5link|a=[[Plan]]}} — {{i5link|a=[[Information management]]}} — {{i5link|a=[[Process analysis]]}} — {{i5link|a=[[Management functions]]}} — {{i5link|a=[[Quality objectives]]}} — {{i5link|a=[[Strategic planning functions]]}} — {{i5link|a=[[Controlling]]}} — {{i5link|a=[[Strategic direction]]}} }} | |||
==References== | ==References== | ||
| Line 50: | Line 35: | ||
* [[Price]], F. (1989). ''Out of bedlam: [[Management by quality]] leadership''. Management Decision, 27(3). | * [[Price]], F. (1989). ''Out of bedlam: [[Management by quality]] leadership''. Management Decision, 27(3). | ||
* Streatfield, P. J. (2001). ''[https://www.google.com/books?id=raDj1WuGJj4C The paradox of control in organizations]''. Psychology Press. | * Streatfield, P. J. (2001). ''[https://www.google.com/books?id=raDj1WuGJj4C The paradox of control in organizations]''. Psychology Press. | ||
[[Category:Management by...]] | [[Category:Management by...]] | ||
[[pl:Zarządzanie przez kontrolę]] | [[pl:Zarządzanie przez kontrolę]] | ||
Latest revision as of 00:14, 18 November 2023
Management by control involves constant monitoring the progress in the implementation of tasks to determine excessive or unexpected deviation from the applicable standards and their correction, as well as controlling the correctness of manager's decisions.
Controlling means comparing the results achieved in the implementation of the tasks with the norm, which can be defined as a base (reference) for comparison. Process control operations should include 4 steps:
- setting standards,
- measurement of results,
- comparing the results with the standards,
- evaluation of the results:
- accepting present state,
- making correction of deviations,
- changing the standard.
When comparing the results with standard, before comparison managers should determine, acceptable (both in minus as positive) deviation from the norm, which will result in corrective action in case it is exceeded.
Forms of management by control
Forms of control include:
- initial control - involves checking the quality and quantity of company resources (capital, personnel, physical resources, information) prior to entering the phase of implementation of plan.
- parallel control - monitoring of the transformation of inputs into outputs (quantitative comparisons in time and place, quality control at various stages of production).
- final control - focus on the results obtained after the completion of the transformation process (important for planning and remuneration; provides relevant information for a possible correction standards).
In achieving the strategic long-term objectives important role is played by strategic control, the aim of which is to ensure efficient adaptation of the company to the environment and verifying degree of achievement of strategic goals. This control includes:
- organizational structure,
- leadership styles,
- technologies used,
- human resources management,
- information systems.
See also:
| Management by control — recommended articles |
| Controlling variants — Plan — Information management — Process analysis — Management functions — Quality objectives — Strategic planning functions — Controlling — Strategic direction |
References
- Joiner, B. L., & Scholtes, P. R. (1988). Total quality leadership vs. management by control. Center for Quality and Productivity Improvement, University of Wisconsin.
- Price, F. (1989). Out of bedlam: Management by quality leadership. Management Decision, 27(3).
- Streatfield, P. J. (2001). The paradox of control in organizations. Psychology Press.
