controlling
the process of measuring performance and taking action to ensure desired results
after-action review
identifies lessons learned from a completed project, task force assignment, or special operation
output standard
measures performance results in terms of quantity, quality, cost, or time
input standard
measures work efforts that go into a performance task
control equation
need for action = desired performance - actual performance
management by exception
focuses attention on differences between actual and desired performance
feedforward controls
ensures clear directions and needed resources before the work begins
concurrent control
focuses on what happens during the work process
feedback control
takes place after completing an action
internal control
occurs through self-discipline and self-control
external control
occurs through direct supervision or administrative systems
bureaucratic control
influences behavior through authority, policies, procedures, job descriptions, budgets, and day-to-day supervision
clan control
influences behavior through norms and expectations set by the organizational culture
market control
essentially the influence of market competition on the behavior of organizations and their members
managing by objectives
a process of joint objective setting between a superior and a subordinate
improvement objectives
document intentions to improve performance in a specific way
personal development objectives
document intentions to accomplish personal growth, such as expanded job knowledge or skills
ISO certification
verifies an organization meets international quality standards
Total Quality Management (TQM)
commits to quality objectives, continuous improvement, and doing things right the first time
continuous improvement
involves always searching for new ways to improve work quality and performance
control charts
graphical ways of displaying trends so that exceptions to quality standards can be identified
Six Sigma
a quality standard of 3.4 defects or less per million products or service deliveries
projects
one-time activities with many component tasks that must be completed in proper order and according to budget
project management
makes sure that activities required to complete a project are planned well and accomplished on time
Gantt Chart
graphically displays the scheduling of asks required to complete a project
CPM/PERT
a combination of the critical path method and the program evaluation and review technique
critical path
the pathway from project start to conclusion that involves activities with the longest completion times
inventory control
ensures that inventory is only big enough to meet immediate needs
economic order quantity
method that places new orders when inventory levels fall to predetermined points
just-in-time scheduling (JIT)
routes materials to workstations just in time for use
breakeven point
fixed costs divided by (price - variable costs)
balanced scorecard
measures performance on financial, customer service, internal process, and innovation and learning goals