CONTROLLING
Ailyn Brillo Pineda
Controlling
Is the use of formal authority to assure achievement of goals and objectives
Performance is measured against pre determined standards
Action is taken to correct discrepancies between this standards and actual performance
Functions
Serves both as means and an end Promotes effective use of resources Provides professional reinforcements Maintains activity and expectations
Principles
Critical few Fewer people involved in control brings
about best results Point of Control
Centralization or decentralization of authority
Self Control or Discipline Translates to personal acceptance of
responsibility and accountability
Kinds of Formal Control
Pre action Control Controlling by means of personal
supervision and utilizing control checks Consist of procedures for any given task or
function Post action Control
Controlling as the task or function is being performed or may have been performed
Correcting deviations from standards or plans
Types of Control
Feed forward Control Focuses on operations before they begin Prevent anticipated problems Example: preparing all supplies and
equipments for IV insertion, Lumbar tap, safety systems, training programs and budgets
Concurrent Control Apply to processes as they are happening;
enacted while work is being performed Examples: material/supplies for therapeutic
care
Types of Control
Feedback Controls Focuses on the result of the operations Guide future planning, inputs, and process
designs Examples: timely reports (weekly, monthly,
quarterly, annual)
Characteristics of Effective Control Control system must be designed
appropriately to be effective
Control standards should be flexible and realistic
Control systems must prevent, not cause the problem they were designed to detect
Steps in Control Process
Control Process
1. Establish and Specify Criteriaand Performance Standards
A. Standards Standard is any guideline establish as the
basis for measurement Created when objectives are set during the
planning process Precise, explicit statement of EXPECTED
results from a product, service, machine, individual or organizational unit
Expressed numerically and is set for quality, quantity and time
Development of Standards
Types of Standards Structure Standards
Focus on the structure or management system used by an agency to organize and deliver nursing care
Including the number and categories of nursing personnel who provide care
Example: TL is responsible for no more than 20 patients, with fewer than 3 TM to provide care
Process Standards Refer to actual nursing care procedures or
activities engaged in by nurses to administer care
Development of Standards
Outcome Standards Standards that are designed for measuring the
results of nursing care Conflict Management, Budgeting, Discipline
1. Establish and Specify Criteriaand Performance Standards
B. Resource Controls Time controls relate to DEADLINES and TIME
CONSTRAINTS Material controls relate to INVENTORY and
MATERIAL; yield controls Equipment controls are built into the machinery Cost control help ensure COST STANDARDS are
met Employee performance controls focus on
ACTIONS and BEHAVIORS of individuals and groups of employees
Budget control cost or expense related standards.
1. Establish and Specify Criteriaand Performance Standards
C. Financial Controls Facilitate achieving the organization’s PROFIT
motive One method of financial control is
BUDGETING They become control tools by pointing out
deviations between the standard and actual consumption
D. Operations Control Assess how efficiently and effectively an
organization’s transformation processes create goods and services
Includes TQM statistical process control and inventory management control
1. Establish and Specify Criteriaand Performance Standards
E. Statistical Process Control Use of statistics or mathematical methods
and procedures to determine whether production operations are being performed correctly
To detect any deviations and to find and eliminate their causes
A control chart displays the results of measurements over time and provides a visual means of determining whether a specific process is staying within predefined limits
1. Establish and Specify Criteriaand Performance Standards
The Just-in-Time (JIT) System The JIT system is the timely application of
medications for the illness of a patient, and purchased materials just in time to be transformed into parts
2. Monitor and Measure Performance of Nursing Care Services and Evaluate it against the Standards through records, Reports and Observations Nursing Rounds
Pay particular attention to issues of patient care and nursing practice
Satisfy needs and problems met or unmet Quality Assurance
Monitors compliance with established standards
Nursing Audit Consists of documentation of the quality of
nursing care in relation to the standards established by the nursing department
2. Monitor and Measure Performance of Nursing Care Services and Evaluate it against the Standards through records, Reports and Observations
Purpose of Nursing Audit Prioritizes nursing care by promoting
optimum nursing care Identify deficiencies in the organization and
administration of nursing care Used to increase performance to assure
that improvements have been maintained
3. Compare Performance with Standards, Models, or Criteria to Determine Deviations or Differences
Program Evaluation and Review Technique (PERT) Employs a matrix that uses network of
activities presented in a chart, including the goals or product desired, time management, budget and estimation
Benchmarking Seeks out the best so as to improve its
performance Provides standard or point of reference in
measuring or judging quality, values and cost
4. Enact Remedial Measures or Steps to Correct deviations or errors
Correction of deviations and errors Master Control Plan Take necessary action
Management Control Strategies Market Control
Budgets and rules Bureaucratic control Self Control Clan Control
Performance Appraisal Tools
Trait Rating Scale Rating a person against the set standard JD, desired behavior and personal trait
Job Dimension Scales Job requirements and quality work performance
Behaviorally Anchored Rating Scale (BARS) desired behaviors to improve performance
Checklist Composed of behavioral statements that
represent desirable behavior
Performance Appraisal Tools
Peer Review It is a collegial evaluation of the
performance done to promote excellence in the practice and offer information, support, guidance, criticism and direction to one another
Self Appraisal Allows employee to evaluate his own
performance
Errors in Appraisal
Halo Effect Tendency to overrate staff based on the
rater’s first impression of the ratee Based on the good traits or good things one
sees in a person Logical Error
Based on first impressions of the rater to the ratee
Central Tendency Error Rate the staff as AVERAGE. Used by the rater
when feedback tools are inadequate
Errors in Appraisal
Leniency Error Propensity to overlook the weaknesses and
mistakes of the person being evaluated leading to an inaccurate picture of the job performance
Hawthorne Effect Behavior of the ratee changes simply
because he is observed by the rater Horn’s Effect
Occurs when rating an employee very low because of an error committed
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