controller
(noun)
A person who audits and manages the financial affairs of a company or government; a comptroller.
Examples of controller in the following topics:
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Feedback, Concurrent Control, and Feedforward
- Bureaucratic control uses formal systems to influence employee behavior and help an organization achieve its goals.
- Bureaucratic control is the use of formal systems of rules, roles, records, and rewards to influence, monitor, and assess employee performance.
- The biggest advantage of bureaucratic control is that it creates a command and control cycle for the business leadership.
- This means that bureaucratic control can narrow the scope of possible ideas and plans.
- While software development may benefit from a more autonomous structure, for example, other industries benefit from the tight controls and tall hierarchies of bureaucratic control.
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Maintaining Control
- According to modern concepts, control is a foreseeing action; an earlier concept of control identified it as chiefly detecting errors.
- Control thus comprises three main questions: Where are we now?
- Control is inherently cyclical.
- Mockler presented a more comprehensive definition of managerial control.
- This is where control comes into play.
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Internal and External Control
- Control uses information from the past and present and projections for the future to create effective control processes.
- Control involves making observations about past and present control functions to make assessments of future outputs.
- These are called feedback, concurrent control, and feedforward, respectively.
- Concurrent control is active engagement in a current process where observations are made in real time.
- Diagram the control process of feedback, concurrent control, and feedforward within the organizational control context
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The Quality Control Cycle
- Quality control is used to evaluate and address the quality of the goods a business provides.
- Quality control and quality assurance have different purposes.
- To maintain an effective quality control program, a business must follow these important guidelines:
- Most importantly, a quality control process should be an ongoing process.
- Describe effective quality control processes as they are employed in the business environment
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Elements of Managing Control
- This control process consists of key elements that management must be aware of before designing control systems.
- Condition or Characteristic - Because organizational systems are large and complex, it is virtually impossible to control every aspect of their operations with rigid control mechanisms.
- Controllers can, however, determine the key conditions or characteristics of output and monitor them.
- The key components of any control sequence will underline these four elements.
- Model an effective managing control procedure that incorporates the key components required for effective control processes
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Bureaucratic Control
- The quality control cycle improves processes through a continuous cycle of planning, doing, checking, and acting.
- Quality control is used to develop systems that ensure that the goods and services customers receive meet or exceed their expectations.
- Quality control both verifies the delivery of good quality and identifies gaps and failures that need to be addressed within the process.
- It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA).
- Use the four central components of the quality control cycle as a quality control (QC) tool
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The Control Process
- The control process is the direction for organizational control that derives from the goals and strategic plans of the organization.
- The direction for organizational control comes from the goals and strategic plans of the organization.
- The process of organizational control is to review and evaluate the performance of the system against these established metrics.
- In order to create an effective control process, the company needs to determine what it is and where it is going.
- Define control processes in the context of the business organizational environemnt
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Barriers to Managing Control
- These barriers can reduce the efficacy of the organization, not only in the process being controlled but also in the controlling process.
- Managing control typically requires a number of resources.
- This under-funding of the control system creates resource scarcity for the process.
- Inaccurate measurement while managing control can happen for a number of different reasons, including:
- Lack of staff training to determine how to measure the control process
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Quality Control and Assurance
- Quality assurance and quality control are intended to ensure that products are created with the fewest number of defects possible.
- This can be contrasted with quality control, which is focused on process outputs.
- Quality assurance is measured through failure testing and statistical control.
- Statistical controls ensure that an organization is producing quality products at the lowest possible defect rate.
- Many processes, such as assembly lines, help ensure quality assurance and control by streamlining the production process.
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Fulfilling the Controlling Function
- Management control can be defined as a systematic effort to compare performance to predetermined standards and address deficiencies.
- In 1916, Henri Fayol formulated one of the first definitions of control as it pertains to management: "Control consists of verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and principles established.
- The control subsystem functions in close harmony with the operating system.
- From these definitions, the close link between planning and controlling can be seen.
- It involves a sort of preventative action to indicate that good control is being achieved.