The Process of Control
Techniques and control systems are basically the same, may they be in cash, routine procedures in an office, product quality or any other action inside an enterprise. So, it is necessary to clarify that to exercise the process of control of an organization, not caring of what will be controlled, there are three basic steps, which are:
1) The establishment of norms, parameters, and methods;
2) the measurement of performance or obtained result; and
3) the execution of correction actions.
1) The establishment of norms, parameters, and methods: Here, we find all standards or measuring units established in Planning included, and thus, the amount of units to be produced, the amount of units to be sold, the quality requirements, etc. However, since plans vary when referred to detail and complexity degree, and since administrators can't monitor everything in general, it is necessary to establish special norms. By definition, norms are simply performance criteria. This means that the establishment of norms becomes the establishment of goals and objectives the administrator of the organization wants to achieve. These must be defined in clear and measurable terms, which indicate specific time periods. Only this way can goals be evaluated with ease when concerning complying and usefulness. Moreover, well defined objectives can be transmitted easily, as well as translate them to methods and parameters that can be used to quantify performance.
2) Measurement of performance or obtained result: Even if it is not always feasible, the measurement of performance based in norms must be carried out ideally based in what was foreseen, so all deviations can be detected before they happen and be avoided through appropriate actions. This is ideal. The foreseeing administrator can predict occasionally probable non fulfillment of norms or deviation from norms. But even in the absence of that possibility, every non fulfillment must be perceived as soon as possible.
This phase of the Control process consists in reviewing that what was established through standards and objectives of the previous step are being achieved as planned. This is a repetitive process which is why we must avoid too much time between one measurement and another. If the results correspond to what was established, everything is under control.
3) Execution of corrective actions: This stage is necessary specially if performance doesn't comply with the established levels and the analysis indicates that an intervention is required. Corrective measures may need a change in one or several activities of enterprise operations, or a change in the original established norms.
Consequently, deviations can be corrected:
· Re-designing plans or modifying goals.
· Or, they can be corrected exercising the function of organization, may it be reassigned or clarifying tasks or duties.
· They can also be corrected using additional personnel, through a better selection and employee training.
· Making use of the most radical measure within the enterprise: the ceasing of an employee.
· Exercising effective leadership techniques and motivation, as those detailed in this course.
