Controlling - Function of Engineering Management
CONTROLLING
Process of ascertaining whether organizational objectives have been achieved; if not, why not; and determining what activities should be taken to achieve objectives better in future.
A process of monitoring performance and taking action to ensure desired results.
Done well, it ensures that the overall directions of individuals and groups are consistent with short and long range plans.
It helps ensure that objectives and accomplishments are consistent with one another throughout an organization
It helps maintain compliance with essential organizational rules and policies.
One of the main functions of management and it complements the other management functions.
STEPS IN CONTROL PROCESS
1. Establish objectives and standards
Sale targets – expressed in quantity or monetary terms
Production targets – expressed in quantity or quality
Worker attendance – expressed in terms of rate of absences
Safety record – expressed in number of accidents for given periods
Supplies used – expressed in quantity or monetary terms for given periods
2. Measure actual performance
Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired. Without measurement, effective control is not possible.
3. Compare results with objectives and standards
The comparison of actual performance with desired performance establishes the need for action. (Historical / Relative / Engineering)
4. Take necessary action
Taking any action necessary to correct or improve things.
TYPES OF CONTROL
1. Feedforward Control
Sometimes called the Preliminary Control, they are accomplished before a work activity begins.
The type of control measure undertaken when management anticipates problems and prevents their occurrence.
They make sure that proper directions are set and that the right resources are available to accomplish them.
2. Concurrent Control
Focus on what happens during the work process. Sometimes called Steering
Process of ascertaining whether organizational objectives have been achieved; if not, why not; and determining what activities should be taken to achieve objectives better in future.
A process of monitoring performance and taking action to ensure desired results.
Done well, it ensures that the overall directions of individuals and groups are consistent with short and long range plans.
It helps ensure that objectives and accomplishments are consistent with one another throughout an organization
It helps maintain compliance with essential organizational rules and policies.
One of the main functions of management and it complements the other management functions.
STEPS IN CONTROL PROCESS
1. Establish objectives and standards
Sale targets – expressed in quantity or monetary terms
Production targets – expressed in quantity or quality
Worker attendance – expressed in terms of rate of absences
Safety record – expressed in number of accidents for given periods
Supplies used – expressed in quantity or monetary terms for given periods
2. Measure actual performance
Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired. Without measurement, effective control is not possible.
3. Compare results with objectives and standards
The comparison of actual performance with desired performance establishes the need for action. (Historical / Relative / Engineering)
4. Take necessary action
Taking any action necessary to correct or improve things.
TYPES OF CONTROL
1. Feedforward Control
Sometimes called the Preliminary Control, they are accomplished before a work activity begins.
The type of control measure undertaken when management anticipates problems and prevents their occurrence.
They make sure that proper directions are set and that the right resources are available to accomplish them.
2. Concurrent Control
Focus on what happens during the work process. Sometimes called Steering