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MGT503-Princilpes of Management-Lecture Handout No 44

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Introduction and Overview of Controlling

Regardless of the thoroughness of the planning done, a program or decision still may be poorly or improperly implemented without a satisfactory control system in place.

Controlling is that process of regulating organizational activities so that actual performance conforms to expected organizational goals and standards. While interrelated with all of the other management functions, a special relationship exists between the planning function of management and controlling. Planning, essentially, is the deciding of goals and objectives and the means of reaching them. Controlling lets manager tell if the organization is on track for goal achievement, and if not, why not. A well-developed plan should provide benchmarks that can be used in the control process.

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MGT510 - Total Quality Management - Lecture Handout 20

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Excellence starts with ‘Marketing’

The ‘marketing’ function of an organization must take the lead in establishing the true requirements for the product or service. Having determined the need, marketing should define the market sector and demand. This will determine product or service features such as the grade, price, quality, timings, etc. For example, a major hotel chain, before opening a new hotel or refurbishing an old one, will need to consider its location and accessibility, before deciding whether it will be predominantly a budget, first class, business or family hotel.

Marketing will also need to establish customer requirements by reviewing the market needs, particularly in terms of unclear or unstated expectations or preconceived ideas held by customers. Marketing is responsible for determining the key characteristics which determine the suitability of the product or service in the eyes of the customer. This may, of course, involve the use of market research techniques, data gathering, and analysis of customer complaints.

Excellent communication between customers and suppliers is the key to total organizational excellence. This will eradicate the ‘demanding nuisance/idiot’ view of customers, which pervades some organizations. Poor communications often occur in the supply chain between organizations, when neither party realizes how poor they are. Feedback from both customers and suppliers needs to be improved, where dissatisfied customers and suppliers do not communicate their problems. In such cases non-conformance of purchased products or services is often due to the customer’s inability to communicate their requirements clearly. If these ideas are also used within an organization, then the internal supplier/customer interfaces will operate much more smoothly.

Read more: MGT510 - Total Quality Management - Lecture Handout 20