Controlling
The function of controlling in engineering management refers to
activities carried out by an engineering manager to assess and
regulate work in progress, evaluate results for the purpose of securing
and maintaining maximum productivity, and reduce and prevent
unacceptable performance (Reichmann 2011)
The strategic Value of managerial control
1. It is crucial is the implementation of strategic plans
2. Managerial delegation is made effective through control
3. Contributes to corporate renewal by prunning dead wood
Managerial control functions for human resources
Skills to recruit the best employees and keep them motivated and
productive are critically important to managers.
There are eight recommended ways to develop a productive
workforce, including (1) assessing performance, (2) coaching, (3)
dismissing an employee, (4) giving and receiving feedback, (5)
hiring, (6) managing difficult interactions, (7) managing workplace
stress, and (8) retaining valued employees
Engineering managers exercise control by carrying out the specific
tasks of (1)setting standards, (2)measuring performance, (3)
evaluating performance, and (4)controlling performance.
Setting Performance Standards
To set standards is to specify criteria by which work and results are to be
measured and evaluated.
Setting performance standards defines the expected outcome explicitly.
It also helps both the employer and employees to objectively rate performance.
Ie.“outstanding,” “better than average,” “average,” “below average,” and
“unacceptable,” and to understand how performance is measured
Setting standards provides specific guidelines for exercising authority and
making decisions.
Standards are typically established in the form of
- how many (number of units),
- how good (quality, acceptance),
- how well (user acceptance), and
- how soon (timing), as imposed by the company management, the customers,
or the marketplace.
It is worth noting that current trends of setting standards emphasize the
inclusion of customers’ perspectives
Standard classification
standards can be classified as technical, historical, market, planning,
safety, and equal employment opportunity (EEO) types
Reading Assignment
Read more details on standards classification and qualities
of effective standards
Measuring Performance
This is the next step of management control.
Performance measurement refers to the recording and reporting of
work done and the outcome attained.
Steps in Perfomance Measurement
(i) collect,
(ii) store,
(iii) analyze, and
(iv) report information systematically;
(v) compare the performance with established standards;
(vi) and issue reports such as data summary, collection of results,
and forecasts to document findings
For routine work, such as that on factory floors, performance
measurement may be carried out by time study, work sampling,
and performance rating, among others (Falcone 2013; Aquinis
2012).
For professional workers, perfomance needs to be measured with
respect to the contributions made toward the attainment of the
company’s short- and longterm objectives.
Important: All measurements must be factual and accurate in order
for them to serve as a valid basis for performance evaluation.
Evaluating Performance
This involves appraising work in progress, assessing the completed job, and
providing feedback.
Steps in Performance Evaluation
The following steps are usually taken to evaluate employee performance:
(i) establish limits of tolerance,
(ii) note variations (deviation within the tolerance limits) and exceptions
(deviation outside of the tolerance limits),
(iii) provide recognition for good performance, and give timely, proper credit, if
justifiable.
Paying attention to deviations encourages employee self-appraisal,
fosters initiative, and enhances managerial efficiency.
A rating method often used in industry is to rank an employee in one
of five categories:
(1) outstanding, (2) above average, (3) average, (4) poor, and (5) failure.
Correcting Performance
This involves rectifying and improving the work done and the
results obtained.
The performance evaluation may show that the quality of the
employee’s work is below expectation.
Reasons for performance deficiencies may include a lack of known
performance standards or feedback, not possessing the required
technical capabilities to perform the tasks at hand, or not having a
good work ethic and personal initiative (Fournies 1999).127
Guidelines for correcting deficiencies
Employees’ mistakes should be corrected by focusing on future
progress and growth.
Employers should take short-term action to overcome deficiencies,
such as getting assistance from outside consultants or hiring
temporary workers. To avoid repeating the noted deviations, long-
term-oriented actions may be considered, such as improving
training, modifying work procedures and policies, transferring
employees, or recommending dismissals.
When correcting performance, a manager should offer negative
feedback without attacking the employee’s self-esteem.
Feedback must be focused on results and outcome—not the
person—and directed toward the future, without upsetting
employees or harboring punitive motives.
Managers should demonstrate a helpful and sincere attitude and
pose no threat to their workers (Harvard Business Review 2014).
Means of Control
(i) Control by way of focusing on exceptions.
There are a number of tools available for managers to exercise control,
such as
- performing personal inspections,
- reviewing current progress, and
- defining any deviation from plans.
(ii) Control by managing resources (Storey 2014)
Managers may also set priorities with respect to
- job assignment,
- resource deployment, and
- technology application.
Reading Assignment
Read on Control of Time, People, Business Relationships,
Projects, Quality, Knowledge