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Controlling Performance in Management

Controlling in management involves monitoring performance, comparing actual results to planned objectives, and taking corrective action to ensure organizational goals are met. The control process consists of setting performance standards, measuring actual performance, comparing results, and taking corrective action. Tools for measuring performance include the Balanced Scorecard and benchmarking, which help organizations evaluate their effectiveness across various dimensions.

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14 views13 pages

Controlling Performance in Management

Controlling in management involves monitoring performance, comparing actual results to planned objectives, and taking corrective action to ensure organizational goals are met. The control process consists of setting performance standards, measuring actual performance, comparing results, and taking corrective action. Tools for measuring performance include the Balanced Scorecard and benchmarking, which help organizations evaluate their effectiveness across various dimensions.

Uploaded by

eshayyy321
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
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Controlling Activities and

Operations
What is Controlling in Management?

Controlling is the management function of


monitoring performance, comparing actual
results to planned objectives, and taking
corrective action when necessary.
Why is Controlling
Important?
 Ensures that organizational goals are being met.
 Identifies problems before they grow.
 Keeps employees and departments aligned with
strategy.
 Enhances productivity and efficiency.
 Supports decision-making and accountability.
The Control Process
The control process
involves four key steps:
Step Example

1. Setting Performance Standards “Increase customer satisfaction to 90%”

2. Measuring Actual Performance Use surveys, KPIs, financial reports

3. Comparing Results with Standards Customer satisfaction is 85% vs. 90% target

Provide additional training to customer service


4. Taking Corrective Action
staff
Organizational Performance
Organizational performance refers to how well an
organization is achieving its goals across various
dimensions — financial, operational, and strategic.

Measured by:
 Profitability
 Market share
 Productivity
 Innovation
 Customer satisfaction
 Sustainability efforts
Employee Performance
Employee performance refers to how effectively an
individual completes their job duties, meets goals, and
contributes to the overall objectives of the
organization. It includes the quality, efficiency, and
consistency of their work, as well as their attitude,
behavior, and teamwork
How to Evaluate Employee
Performance:
• Performance appraisals
• KPIs (Key Performance Indicators)
• 360-degree feedback
• Attendance and punctuality
• Achievement of personal targets
Tools for Measuring Organizational Performance
A. Balanced Scorecard
Perspective Measures Example
Net income, cost
Financial Profitability, ROI
reduction
Customer surveys, repeat
Customer Satisfaction, loyalty
business
Internal Processes Efficiency, quality Cycle time, defect rate
Innovation, employee Training hours, employee
Learning & Growth
skills retention
Purpose: To provide a balanced view of organizational
performance — beyond just financials.
B. Benchmarking

Benchmarking is the process of comparing your organization's


practices and performance with industry leaders or best-in-class
organizations.
Steps in Benchmarking:
• Identify what to benchmark (e.g., customer service speed)
• Choose benchmarking partners (competitors or leaders)
• Measure and compare performance
• Analyze gaps
• Implement improvements
Thank
You

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