(i) Control is not a ............... process (a) dynamic (b) complex (c) continuous
(d) Pervasive.
Answers
Answer:
control is not a dynamic process
Explanation:
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Answer:
Control is not a .....complex.......... process
Explanation:
Controlling is not a complex process but it is a pervsive, continuous and dynamic process.
The controlling process in business management is when managers set, measure and refine their business operations and manage cost control. By using a controlling process, a company can navigate changes to the supply chain, customer demand and other variables that impact a company’s livelihood. It’s a critical task in keeping any business solvent.
Through the process of controlling in management, a company can accurately tell if plans are moving in the right direction and are fully implemented. If those plans aren’t working and take the company off-track, they can right the ship and stay on course.
Controlling Process Steps in Business Management
There is a five-step procedure for controlling processes that will help you set, measure and tweak your business activities—whether that’s production, packaging, delivery or another business process.
If you’re not applying a controlling process, then you’re not really managing your business processes. You can’t lead your workforce without controlling the process.
For organizational control that leads to fulfilling your company’s goals and strategic plans, follow these five steps:
1. Set Performance Standards
You need a goal for your business, but you also need guidance for your team to keep them working towards that goal. Without such standards, it’s possible that they’ll move away from the plan, whether intentionally or not.
Standards are like goals that are tasked to a specific department or team member. They must achieve these standards through cooperation, teamwork and a collaborative effort. To ensure these standards are being met, though, you must-have criteria to measure them by.
There are two groups of standards: tangible (or specific) and intangible (or abstract). The former is measurable; you can see it and count it. The latter cannot be seen nor counted. A tangible standard would be time, cost, profit, expenditure, output, etc. Intangible standards are a manager’s performance, worker’s attitude and so forth.
2. Measure Performance
Setting a standard makes it possible to measure performance using a control function. Through this measurement of performance, you can quickly catch and correct any deviation from the plan before it goes off-track and runs production into the ground.
Measurements are easier when dealing with tangible standards that can be seen and counted. This is naturally more difficult with intangible standards. By definition, intangible performance is difficult to measure in an information system, as you cannot quantify it. Although these are intangible standards, together they paint a picture of the manager’s performance. All of those questions speak to the ability of the manager to successfully manage their team. Draft the standard for measuring what teams do, what is their expected performance, etc. You can collect this data regularly by reports, whether weekly, monthly, quarterly or yearly.
3. Compare Actual Performance Against Performance Standards
Once you have a baseline for how your teams are performing when manufacturing, packaging, delivering, etc., you can compare the actual to the planned performance and determine the extent of the deviation. This is called variance, or the difference between actual performance and goals. Schedules can be immensely helpful when it comes to analyzing variance.The manager must look at this data and accept or reject the outcome. This depends on the deviation and the impact on the business. If everything is going as expected, that’s great, but it’s more likely that there will be deviation of some sort. It’s up to the manager to determine if that gap is one that can be ignored or acted on.
4. Analyze Deviations
This brings us to the next step: where you analyze data using the acceptable limits. If standards weren’t met, the manager must then figure out whether more control is required—or if maybe, the standard itself should be changed.
If there is a gap between planned and actual performance, the next step is figuring out what is causing it and what the extent of it is. Then, you have to determine how this deviation is impacting the business. If the difference is only a small one, then it’s probably okay to ignore it. But if the gap reflects gains, appointing workers, changing or repairing equipment and other critical issues, it must be addressed. A gap analysis template can help in that decision-making process.
5. Take Corrective Actions
Once you have analyzed the deviation and determined its cause, the manager will have to set up a plan in which corrective measures, critical point control and other means are used to resolve the issue. This is to reduce the deviation and ensure the standard is met. This might involve changes to processes and/or behaviors.
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