CONTROL-MNGT FN

characteristics of control:

1) Control is all pervasive function: Control is essential at all levels of organization. It is a follow-up
action to the other management functions. Every manager performs the control function irrespective of
his rank and nature of job. Control is the essential counterpart of planning. It is the control function
which completes the management process.

2) Control is a continuous process: Control is an ongoing and dynamic function of management. It

3) Planning is the basis of control: Control can be exercised only with reference to and on the basis of
plans. Effective control is not possible unless the management spells out clear objectives of the
organization. In fact, measurement of performance requires certain standards which are laid down
under planning. Planning sets the course and, control ensures that actual action conforms to the
planned action.

4) Action is the essence of control: Control is an action-oriented process. A manager initiates action
which guides the operation within the sphere of plans. In order to prevent a recurrence of deviations, a
manager modifies or improves the existing plans.

5) Control is a forward looking process: Control aims at future. Although past experience is the criteria
for future standards, control is concerned with checking the current performance and providing
guidelines for the future. Therefore, control is both backward-looking and forward-looking. It looks at
future through the eyes of past.

6) Delegation is the key to control: Effective control requires adequate delegation of authority. An
executive can perform the control function properly if he enjoys the authority to take remedial action
and is to be held accountable for results.

7) Control allows the organization to cope with uncertainty: Control helps in regulating the uncertain
events of the organization. It anticipates any shift in task and preferences of consumers and directs the
organization to modify its process in order to meet the contingencies of the future

Nature of control

Open-Loop Control System is used in applications in which no feedback and error handling are required.
It is simple and economical but optimization is not possible. Maintenance of OPCS is easier.
Closed-Loop Control System is used in applications where feedback and error handling are required. It is
a complex system and not economical but optimization is possible. Maintenance of CLCS is difficult.

5 methods for measuring performance management

1. Numeric rating scales

In performance management, professionals can use a numeric rating to assign a point value for each
performance measurement. This helps them prioritize the steps of the performance management plan.
You can use a point value to signify how a current measure is performing. For example, you may create a
ranking system, such as one through five, where five shows a high level of performance.

2. Self-evaluations

Self-evaluation is a critical method of measuring performance. This process involves creating objective
criteria, which an organization can use to determine how close it is to reaching its performance
measurements. Evaluations can take the form of questionnaires, surveys or scored assessments. The
goal of any self-evaluation is to have a clear picture of a current state from which to devise plans to
reach the goal state, leading to a proper performance management strategy.

3. Peer reviews

Facilitating peer-reviews to assess performance management provides a forum for the direct feedback
of colleagues in the design and implementation of performance management measures. Peer reviews
help make clear what the current state of performance is from the perspective of affected internal users
or stakeholders and can provide helpful feedback from a variety of differing perspectives.

Here are some questions that you may ask during a performance management measurement review:

Are the goals of our performance metrics realistic and achievable?

Are we measuring the correct performance metrics?

Do we have the proper methodologies and technologies for setting, tracking and reviewing performance
measurements?

Do we have an effective communication process in place to review performance measurements with

Are there governance measures in place to ensure performance measures and performance
improvement plans are being executed appropriately?

4. Duties and functions checklist

Establishing a clear and authoritative checklist of duties and functions ensures accountability and
efficiency. By detailing which members of the team are responsible for which activities, you can create
more transparency in the management process. This helps team members clearly understand the
expectations of their contribution, which can increase performance.
5. Performance management cohorts

A cohort is a group of professionals or organizations that have a common goal or trait. It may be helpful
to join a cohort of similar organizations in your industry when designing a project management plan.
You can come together periodically to share challenges, best practices and forward-looking goals.
Understanding what other organizations are doing within their performance management programs
helps establish a realistic baseline for where your organization should be. Cohort sessions are important
opportunities for collaboration, innovation and problem-solving.

How to set performance management measures

Performance management measures can help you evaluate how effective your strategies and systems
are. Creating and executing performance management measures that are understandable, efficient and
clear is the goal of any performance management program. Here are six steps for setting effective
performance management measures:

1. Research best practices

Establishing what excellent performance means and looks like in your business organization is the first
critical step in assessing performance management. Consider researching performance management
trends within your industry. This can help you create a baseline from which you can evaluate yourself

2. Involve staff members in creating personal goals

Involving employees in creating personal performance measures creates a dynamic and goal-oriented
work environment that empowers staff to have an ownership stake in their evaluation criteria. This
transparency helps employees know exactly what criteria they are being evaluated on and what goals
they need to meet. This may increase productivity and performance.

3. Set clear organizational goals

After creating personal goals, you can begin writing goals for the larger organization or team. Consider
what performance measures you want your team or company to achieve. For example, the leadership
team of a tutoring company might set an organizational goal to expand their services to a new market.
You can use these goals to plan the steps in your performance management strategy.

4. Collect performance data

Collecting, organizing and sharing collected performance data helps create a successful performance
management plan. Your data will vary depending on your goals, but consider collecting data from
surveys, customer reviews, sales records and income sheets. For example, if you want to improve
customer satisfaction by 10% in a year, you may gather data from customer surveys and reviews to
measure and track this performance.

5. Devise incentives
Incentivizing employees to not only meet but exceed performance goals is an effective way to drive your
organization to the meeting of its strategic goals. Clearly outlining what incentives exist for achieving
specific performance goals allows employees to know exactly what they are working toward goal-wise
and what they can gain from their achievements. For example, many sales organizations have an
escalator clause in their commission structure, where representatives earn a higher percentage of
commission when their total sales amount exceeds their monthly quota.

6. Remain open to suggestions for change

Having a well-established performance management measure plan also means remaining open to
suggestions for change. People and organizations are dynamic, and external factors such as competition,
market changes and economic factors can cause changes to performance plans. Consider staying flexible
and reviewing your management plan frequently to adjust to changes.