Study unit 7: Controlling
and Evaluating in public
management.
15 May 2026
Learning Outcomes
➢ Demonstrate understanding of the importance of control in the public sector.
➢ Demonstrate knowledge of the steps in the control process in an organisation.
➢ Demonstrate knowledge of the various functional areas of control.
Where We Left Off: Motivation Recap
❑ Motivation theories:
✓ Content: Maslow’s hierarchy, Clayton ERG theory, Herzberg’s two-factor theory,
McCllelands acquired needs.
✓ Process: Equity & Expectancy theory.
✓ Reinforcement theory: Positive and Negative reinforcement.
Today’s Focus: Control
• Definition of control as a management function.
• Various levels of control.
• Control as a process.
• Chapter 16 in your textbook.
Introduction
• Control can be defined as the regulatory task of management that determines
whether or not there has been a deviation in the organisational plans.
• Without control, organisations have no indication of how well they are performing
in relation to their goals.
• Johnson & Johnson’s Tylenol® crisis is a good example of control measures that
have been implemented by the company.
Johnson & Johnson’s Tylenol® crisis
Reflective questions
• When a crisis happens in an organisation, what
does it really mean to be 'in control?
• How did Johnson & Johnson identify where control
had failed, and what steps did they take to correct
the situation?
The importance of control
• Aligns activities with organisational goals.
• Ensures efficient use of resources.
• Helps manage change and uncertainty.
• Prevents small errors from becoming costly.
• Enhances competitiveness through cost control.
• Supports delegation and teamwork.
The control process
The control process
Establish
standards
of performance
Take
Measure actual
corrective
performance
action
Evaluate
deviations
Levels of control
• Management is responsible for overall and departmental performance.
• Organisational control must be structured into levels for effectiveness.
• The two main levels are strategic control and operations control.
Strategic Control
❑ Strategic control is exercised at top management level and entails a close study of the
organisation’s:
• Total effectiveness.
• Productivity.
• Management effectiveness.
Four Key Dimensions of Organisational Performance
1. Financial dimension: Focuses on profitability, growth, and market value (how the
organisation appears to shareholders).
2. Customer dimension: Measures service quality, trust, and loyalty (how the organisation
appears to customers).
3. Internal processes dimension: Evaluates productivity, staff performance, and operational
efficiency (what the organisation must excel at).
4. Learning & growth dimension: Assesses innovation, knowledge, and staff development
(how the organisation improves and adapts).
Operations Control
• Strategic control starts at the top and flows down the organisation to the day-to-day
operations.
• Operations control is therefore concerned with the organisation’s processes that entail
transforming resources into products and services.
Types of Operations Control
• Preliminary Control:
Preventive action on inputs (e.g., staff hiring, machine maintenance).
• Concurrent Control:
Real-time monitoring (e.g., quality checks during production).
• Rework Control:
Output inspection and correction (e.g., product testing, sales bonuses).
• Damage Control:
Response to defects (e.g., warranties, customer support).
• Feedback Control:
Post-output evaluation (e.g., surveys, stakeholder feedback for improvement).
Financial control
• Purpose:
Controls how financial resources flow in, are used, and flow out of the organisation to ensure
financial health and profitability.
❑ Financial Control Tools
• Budgets: Plan and allocate financial and non-financial resources across departments.
• Financial Statements: Provide a snapshot of financial health and performance.
• Financial Ratios: Assess financial stability and efficiency using key metrics.
• Financial Audits: Verify accuracy and compliance in financial systems.
Human Resource Control Tools
• Performance Measurement: Tracks individual and group output against predefined
standards to guide corrective action.
• Coaching: One-on-one feedback and support to improve employee performance and
motivation.
• Counselling: Addresses personal or work-related issues that hinder performance, with
referrals if needed.
• Discipline: Corrective action to change behaviour and enforce organisational rules fairly and
consistently.
Control of Physical Resources
• Inventory Control: Manages stock levels and ordering to minimise costs and avoid shortages
or delays.
• Operational Control: Oversees the day-to-day use of physical assets to ensure efficiency
and prevent misuse.
• Quality Control: Ensures physical outputs (products/services) meet set standards through
inspections and process checks.
Summary
• Defined control and explained its importance in aligning actions with organisational
goals.
• Outlined the steps in the control process (set standards, measure performance, correct
deviations).
• Discussed levels of control: strategic and operational.
• Explored functional control systems: finance, HR, physical, and information resources.
1. What if I don’t have a semester mark or don’t meet the requirements to enter the exam?
2. What is the format and structure of the exam?
3. Which topics should I focus on most?
4. What does ‘critically discuss’ or ‘analyse’ mean in an exam context?
5. How do I manage my time during the exam?
6. What are common mistakes to avoid?
7. What if I miss the exam because I’m sick or have an emergency?
8. What if I want a remark after getting my results?
Thank You