CONTROLLING

INTRODUCTION TO CONTROLLING
 Controlling or Evaluating is an on-going function of
management which occurs during planning, organizing
and directing activities

 It is a process wherein the performance is measured and

corrective action is taken to ensure the accomplishment of
organizational goal

 Controlling or evaluating is a fundamental managerial

function of a manager which is concerned with securing
good individual performance at a desirable level.

 Controlling has the features of unity, continuity, flexibility

and pervasiveness.
 Definition
 Controlling consists in everything that
occurs in conformity with the plan
adopted, instruction is used and the
principles establishes
- Henry Fayol

 According to modern concepts

“Controlling is a foreseeing action
whereas earlier concept of control was
used only when errors were detected”
 CHARACTERISTICS OF CONTROLLING

1. Control is a continuous process.

2. Control is a management process.
3. Control is forward looking.
4. Control is closely linked with
planning.
5. Control is a tool for achieving
organizational activities.
6. Control is a tool for achieving
organization activities.
 Reasons for conducting
Evaluation/Controlling
 Evaluation ensures that quality nursing care is
provided.
 It allows for the setting of sensible objectives and
ensures compliance with them.
 It provides standards for establishing comparisons.
 It promotes visibility and a means for employees to
monitor their own performance.
 It highlights problems related to quality care and
determines the areas that require priority attention.
 It provides an indication of the costs of poor quality.
 It justifies the use resources.
 It provides feedback for improvement.
 PURPOSES OF CONTROLLING

 Open opportunities for improvement

 Compare performance against set

standard

 Provides information about how well

processes and people function
 AREAS OF CONTROL

1. Physical resources
2. Human resources
3. Information resources
4. Financial resources
 AREAS OF CONTROL (Conti)
1. Physical resources:- inventory management,
quality control, and equipment control.

2. Human resources:- selection and placement,

training and development, performance appraisal,
and compensation.

3. Information resources:- sales and marketing

forecasts, environmental analysis, public relations,
production scheduling and economic forecasting.

4. Financial resources:- managing capital funds and

cash flow, collection in payment.
 CLASSIFICATION OF
CONTROL
1. MAN & MACHINE CONTROL:-
 Machine system can be complex because of the

sophisticated.
 Technology where as control of people is complex

because the elements of control are difficult to

determine.

2. ORGANIZATIONAL AND OPERATIONAL CONTROL:-

 The direction for organizational control comes from

the goals and strategic plans of the organization.

 General plans are translated into specific
performance measures such as share of the market,
earnings, return on investment, and budgets.
 Principles of Evaluation or Controlling

 The evaluation must be based on the behavioral

standards of performance which the position
requires.
 The evaluation should have enough time to
observe employee’s behavior.
 The employee should be given a copy of the job
description, performance standards, and
evaluation conference.
 The employee’s performance appraisal should
include both satisfactory and unsatisfactory
results with specific behavioral instances to
exemplify these evaluative comments.
 Principles of Evaluation or
Controlling (Conti)
 Areas needing improvement must be
prioritized to help the worker upgrade
his/her performance.
 The evaluation conference should be
scheduled and conducted at a convenient
time for the rater and the employee.
 The evaluation report and conference
should be structured in such a way that is
perceived and accepted positively as a
means of improving job description.
 BASIC PROCEDURES IN
CONTROLLING PROCESS
1. Setting Standards provide the established criteria
of the performance for evaluating both personnel or
organizational performance.

2. Evaluating Performance Actual results or

performances are evaluated against the desired results
and standards. It is done by comparing planned and
actual performance.

3. Taking Corrective Actions Measurement and

evaluation of performance, detection of deficiencies and
preparation of the control reports. Corrective actions are
taken to overcome the deficiency during the work
progress..
 ADVANTAGES OF CONTROL

1. Insurance value of control

2. Basis for future actions
3. Acts as indicators for
managerial weakness
4. Facility of co-ordination
 LIMITATIONS OF CONTROL

1. Lack of satisfactory standards

2. Imperfection in
measurements
3. Limitations of corrective
actions
4. Human reaction to control
PERFORMANCE
APPRAISAL
 PERFORMANCE APPRAISAL
 A control process in which employee's
performance is evaluated against
standards

 The most valuable tool in controlling

human resources and productivity

 Reflects how well a personnel have

performed during a specific period of
time
 PURPOSE OF PERFORMANCE
APPRAISAL
1. Determine salary and merit increases

2. Select qualified individual for promotion or

transfer

3. Identify unsatisfactory employees for demotion

or termination

4. Make inventories of talents within an institution

5. Determine training and developmental needs of

employees
 PURPOSE OF PERFORMANCE
APPRAISAL (Conti)

6. Improve performance of work group

7. Improve communication between supervisors

and employees

8. Establish standards of supervisory performance

9. Provide recognition of employee for

accomplishments

10. Inform employees “where they stand’

 METHODS OF MEASURING
PERFORMANCE
 ESSAY
 The appraiser writes a paragraph about the

workers strength, weaknesses and potentials

 CHECKLIST
 A compilation of performances expected of a

worker

 RANKING
 Evaluator ranks according to how

Employee fared with co-workers

METHODS OF MEASURING PERFORMANCE
(Conti)

 RATING SCALE
 Includes a series of items representing the

different tasks or activities in job description or

the absence or presence of desired behaviors

 FORCED-CHOICE COMPARISON
 The evaluator is asked to choose the statement

that best describes the employee being

evaluated

 The evaluator is forced to choose from favorable

as well as unfavorable statement
 METHODS OF MEASURING
PERFORMANCE (Conti)
 ANECDOTAL RECORDING
 Describe experience with a group or a person, or in
validating technical skills and interpersonal relationship

Anecdotal report should include:

1. Description of the particular occasion

2. Delineation of the behavior noted including:

 WHO, WHAT, WHY, WHEN, WHERE AND HOE

3. The evaluator’s opinion or assessment of the incident

or behavior


 QUALITY
ASSURANCE
 QUALITY ASSURANCE
 Assurance  achieving sense of
accomplishment and implies a guarantee
of excellence
 Quality  the degree of excellence

 QUALITY ASSURANCE:
 A process of evaluation that is applied to the
health care services b health workers
 Focuses on the care and services the patient
receives than on how well the professionals
performs the duties that the position required
 QUALITY ASSURANCE
• It focuses on the care and service the
patient receives than on how well the
professional performs the duties that the
position requires
• It is a process of evaluation that is applied
to the health care system and the provision
of healthcare services by health workers
• It contains both TQM & CQI (continuous
quality improvement)
• It is important for customer satisfaction
 Purpose of Quality Assurance program

 The primary purpose of QA programs in

nursing is to measure and improve the
quality of nursing delivery in the agency.
 The patient is the best and sometimes the
only judge of the interpersonal aspects of
care, like empathy, communication, room &
food services.
 Patient satisfaction is an essential goal of
care.
 Patients attitude influence the degree of
compliance to the medical regimen
 Principles upon which Quality
Assurance Program are based
1. All health professionals should collaborate in the
effort to measure and improve care
2. Coordination is essential in planning a
comprehensive QAP
3. Resource expenditure for QA activities is
appropriate
4. There should be focus on critical factors
5. Quality patient care is accurately evaluated
through adequate documentation
6. The ability to achieve nursing objectives depends
upon the optimal functioning of the entire nursing
process and its effective monitoring
 Principles upon which Quality Assurance
Program are based (Conti)

7. Feedback to practitioners is essential to improve

practice.

8. Peer pressure provides the impetus to effect

prescribed changes based on the result of assessment
and needed improvements on the quality of care

9. Reorganization in the formal organizational structure

may be required if assessment reveals the need for a
different pattern of health care

10. Collection and analysis of data should be utilized to

motivate remedial action
 How to develop QA criteria
1. Structure Approach Includes physical setting,
instrumentalities and conditions through which nursing
care is given such as the philosophy and objectives, the
building, organizational structure, financial resources,
and equipment.

2. Process Approach Includes the steps in the nursing

process in compliance with established standards of
nursing practice.

3. Outcome Approach Identifies desirable changes in

the patient’s health status such as modification of
symptoms, signs, knowledge, attitudes, satisfaction,
skill level, and compliance with the treatment regimen
METHODS USED FOR QUALITY
ASSURANCE

1. Patient care audit

2. Patient care profile analysis

3. Peer review

4. Quality circles
TOTAL QUALITY
MANAGEMENT
(TQM)
 TOTAL QUALITY MANAGEMENT (TQM)

 It is a way to ensure customer satisfaction by

involving all employees in the improvement of
the quality of every product or service

 It aims to reduce waste and cost of poor

quality

 It is a structured system for involving entire

organization in a continuous quality
improvement process targeted to meet and
exceed customer expectations
 CONTINIOUS QUALITY
IMPROVEMENT (CQI)

It is a process of continuously improving a

system by :

 gathering data or performance

 Using Multi-disciplinary team to

analyze the system

 Collect measurements


 PRINCIPLES OF CONTINOUS QUALITY
IMPROVEMENT (CQI)

1. Customer focus
2. Identification of key processes to
improve quality
3. Use of quality tools and statistics
4. Involvement of all people in
problem solving
PERT
 Program (Project) Evaluation and Review
Technique

• PERT is a project management

tool used to schedule, organize, and
coordinate tasks within a project
• It is basically a method to analyze
the tasks involved in completing a
given project, especially the time
needed to complete each task, and
to identify the minimum time needed
to complete the total project.
 OBJECTIVES OF PERT
 To facilitate decision making
 To reduce both the time and cost
required to complete a project.
 Requirements of PERT
Personnel should already have a good
understanding of formal project
management terminology, tools, and
techniques
 PERT form template of equivalent tool

(e.g. software)
 Create of project plan
 Choose the most appropriate scheduling

method
 Select and organize a team to perform

project tasks.
 STEPS IN PERT

1. Identify the specific activities and milestones.

2. Determine the proper sequence of the activities.

3. Construct a network diagram Estimate the time

required for each activity.

4. Determine the critical path.

5. Update the PERT chart as the project progresses

 STEPS IN PERT (Conti)
1. IDENTIFY THE SPECIFIC ACTIVITIES AND
MILESTONES
• The activities are the tasks required to complete a
project.
• The milestones are the events marking the beginning
and the end of one or more activities.
• It is helpful to list the tasks in a table that in later
steps can be expanded to include information on
sequence and duration.

2. DETERMINE THE PROPER SEQUENCE OF THE

ACTIVITIES
• This step may be combined with the activity
identification step since the activity sequence is
 STEPS IN PERT (Conti)
3. CONSTRUCT A NETWORK DIAGRAM
 Using the activity sequence information, a network diagram can
be drawn showing the sequence of the serial and parallel
activities.
 Each activity represents a node in the network, and the arrows
represent the relation between activities.
 Software packages simplify this step by automatically
converting tabular activity information into a network diagram.

4. ESTIMATE THE TIME REQUIRED FOR EACH ACTIVITY

 Weeks are a commonly used unit of time for activity
completion, but any consistent unit of time can be used.
 A distinguishing feature of PERT is its ability to deal with
uncertainty in activity completion time.
 STEPS IN PERT (Conti)
5. DETERMINE THE CRITICAL PATH
• The critical path is determined by adding the times for the
activities in each sequence and determining the longest path
in the project.
• The critical path determines the total calendar time required
for the project.

6. UPDATE THE PERT CHART AS THE PROJECT

PROGRESSES
• Make adjustments in the PERT chart as the project progresses.
• As the project unfolds, the estimated times can be replaced
with actual times.
• In cases where there are delays, additional resources may be
needed to stay on schedule and the PERT chart may be
modified to reflect the new situation.
 BENEFITS OF PERT
PERT is useful because it provides the
following information:
 Expected project completion time;
 Probability of completion before a
specified date;
 The critical path activities that directly
impact the completion time;
 The activities that have slack time and
that can be lend resources to critical path
activities;
 Activity start and end date.
BENCHMARKI
NG
 INTRODUCTION TO BENCHMARKING

Benchmarking is a process of finding what best

practices are and then proposing what performance
should be in the future.

The main emphasis of benchmarking is not on “best

performance” but on improving a given business
operation or a process by exploiting “best practices”

The three principles of benchmarking are

 Maintaining quality,
 Customer satisfaction and
 Continuous improvement
 DEFINITION OF
BENCHMARKING
It can be defined as a process for improving performance by
constantly identifying, understanding and adapting best practices and
process followed inside and outside the company and implementing
the results.

“Benchmarking is an ongoing outreach activity; the goal of the

outreach is identification of the best operating practices that, when
implemented, produce superior performance”
- Bogan and English, Benchmarking for best practices

 Benchmark refers to a measure of best practice performance.

 Benchmarking is the systematic search for best practices,
innovative ideas and highly effective operating procedures.
 It measures performance against that of the “ best-in-the-class”
organization.
 TYPES OF BENCHMARKING

1. Strategic Benchmarking

2. Performance Benchmarking

3. Process Benchmarking

4. Functional Benchmarking

5. Internal Benchmarking

6. External Benchmarking

7. International Benchmarking
 Strategic Benchmarking
 It is used where businesses need to
improve overall performance by examining
the long-term strategies and general
approaches that have enabled high
performers to succeed.
 It involves considering high level aspects
such as core competencies.
 This type of benchmarking is suitable
when the company has to realign business
strategies that have become
inappropriate.
 Performance Benchmarking
 It is also known as Competitive
Benchmarking
 It is used when organizations consider their
positions in relation to performance
characteristics of key products and
services.
 This type of benchmarking is suitable for
assessing relative levels of performance in
key areas or activities in comparison with
others in the same sector to find ways of
closing gaps in performance.
 Process Benchmarking
 It is used by the organization when the
focus is on improving specific critical
processes and operations
 Benchmarking partners are sought
from best practice organization and are
drawn from the same sector.
 This type of benchmarking is suitable
for achieving improvements in key
processes to obtain quick and short-
term benefits.
 Functional Benchmarking
 It is also known as Generic Benchmarking
 It can lead the organization to innovation
& dramatic improvements.
 It is used when organizations look to
benchmark with partners drawn from
different business sectors or areas of
activity.
 This type of benchmarking is suitable for
improving activities or services for which
counterparts do not exist.
 Internal Benchmarking
 It involves seeking partners from within the
same organization & from business units
located in different regions.
 The main advantages are access to sensitive
data & information, availability of
standardized.
 This type of benchmarking is suitable when
several business units within the same
organization exemplify good practice and
management and want to spread this
expertise quickly throughout the organization.
 External Benchmarking
 It involves analyzing outside
organizations that are known to be the
best in the class.
 It provides opportunities of learning from
those who are at the “learning edge”.
 This type of benchmarking is suitable
where examples of good practices can
be found in other organization and there
is a lack of good practices within internal
business units.
 International Benchmarking
 This is used when the best practitioners are
located in other countries. This is due to
globalization and advances in information
technology.
 There is a need for careful analysis &
interpretation due to national differences.
 This type of benchmarking is suitable
where the aim is to achieve world class
status or simply because there are
insufficient “national” businesses against
which to benchmark.
 Guidelines for successful Benchmarking

 Thorough understanding of one’s own processes.

 Emphasis on industry best practices.
 Selection of appropriate benchmarking partners and techniques.
 The benchmarking partner’s willingness to share information
 Maintaining confidentiality of critical information
 Involvement of management and employees in the analysis of best
practices,
 Emphasis on practices and processes not on end results.
 Benchmarking should be a continuous process as the competition is
always changing.
 Commitment towards the adoption and implementation of best practices.
 Selection and empowerment of benchmarking teams.
 Willingness to change as per the findings of the benchmarking study.
 The adaptability of the practices should be tested and the
implementation results should be verified.
 Strict adherence to the benchmarking.
GANTT CHART
 GANTT CHART
 A Gantt chart is a type of bar chart
that illustrates a project schedule,
named after its inventor
 Henry Gantt designed such a chart
around the years 1910–1915.
 Modern Gantt charts also show the
dependency relationships between
activities and current schedule status.
 GANTT CHART (Conti)
• A Gantt chart is a type of bar chart that
illustrates a project schedule.
• This chart lists the tasks to be performed
on the vertical axis, and time intervals on
the horizontal axis.
• The width of the horizontal bars in the
graph shows the duration of each activity.
• Gantt charts illustrate the start and finish
dates of the terminal elements and
summary elements of a project
 Elements of GANTT CHART
 Task list: Runs vertically down the left of the
Gantt chart to describe project work and may
be organized into groups and subgroups
 Timeline: Runs horizontally across the top of
the Gantt chart and shows months, weeks,
days, and years
 Dateline: A vertical line that highlights the
current date on the Gantt chart
 Bars: Horizontal markers on the right side of
the Gantt chart that represent tasks and show
progress, duration, and start and end dates
 Elements of GANTT CHART (Conti)

 Milestones: The diamonds that call out

major events, dates, decisions, and
deliverables
 Dependencies: The lines that connect
tasks that need to happen in a certain
order
 Progress: Shows how far along work is
and may be indicated by % Complete
and/or bar shading
 Resource assigned: Indicates the person
or team responsible for completing a task
 Uses of GANTT CHART
 To show the current schedule status
 To measure task duration in the project
 To represent cost, time and scope of the project
 A useful tool for planning and scheduling projects
 To plan how long a project should take
 Lays out the order in which the tasks need to be carried out
 Modern Gantt chart software provides dependencies
between tasks
 To monitor a project’s progress
 To visualize immediately what should have been achieved
at any point in time
 To assist in taking remedial action to bring the project back
on course, if required
 Limitations to
Benchmarking
 Benchmarking is a tough
process that needs a lot of
commitment to succeed.
 It is a time consuming and
expensive.
 More often they are sensitive
that prevents the free flow of
necessary information.
 Control Techniques
Control techniques may be broadly
classified into two categories

1. Traditional control techniques.

2. Advance / Modern control

techniques.
 Control Techniques (Conti)
Traditional Control Techniques
• Personal observation.
• Statistical reports and analysis. .
• Break-even analysis.
• Budgetary control.

Advance control techniques

• Self Control
• Management Audit.
• Programme Evaluation and Review Techniques
(PERT).
• Critical Path Method (CPM).
• Management Information Systems (MIS).
Critical Path
Analysis
 Critical Path Analysis (CPA)
 Critical path analysis (CPA) is a project management
technique used in nursing management to identify
the sequence of activities that determine a project's
minimum completion time, helping to standardize
and optimize patient care pathways.
 By breaking down complex projects into tasks, CPA
highlights the longest chain of interdependent
activities (the critical path) that, if delayed, will
delay the entire project.
 This allows nursing managers to focus on critical
tasks, allocate resources efficiently, mitigate risks,
and improve overall efficiency, leading to better
patient outcomes and increased satisfaction.
 How does Critical Path Analysis Work
in Nursing?
1. Identify Activities:
Break down a nursing project, such as implementing a new care protocol or
managing a patient's treatment, into individual tasks.
2. Determine Dependencies:
Map out the relationships between tasks, showing which activities must be
completed before others can begin.
3. Estimate Task Durations:
Assign estimated timeframes for the completion of each activity.
4. Create a Network Diagram:
Visualize the project's flow using a network diagram, where tasks are nodes
and arrows represent dependencies.
5. Find the Critical Path:
Calculate the longest path through the network diagram, representing the
sequence of tasks that, if delayed, would extend the project's total duration.
6. Monitor and Adjust:
Track progress and identify tasks with "slack time," which are activities that
can be delayed without affecting the project's overall timeline, allowing for
 Benefits of Using CPA in Nursing
Management
• Improved Efficiency: Optimizes resource use and
streamlines the delivery of patient care.
• Standardized Care: Establishes structured plans and
guides for multidisciplinary care, promoting consistency
among providers.
• Enhanced Communication: Facilitates better
coordination and communication among healthcare teams.
• Better Patient Outcomes: Reduces delays in care, which
can lead to improved patient outcomes.
• Cost-Effectiveness: Helps to control costs by improving
the efficiency of the care process.
• Risk Mitigation: Proactively identifies potential delays in
critical tasks, allowing for timely intervention and risk
management.
Thank you