 HOW FEEDBACK CONTROL IMPACTS THE PLANNING MANAGEMENT FUNCTIONBucurean Mirela ()
Annals of Faculty of Economics, 2016, vol. 1, issue 2, 504-512 Abstract: In this paper we intend to research the controlling process, focusing of the third stage, controlling outputs. In the business system inputs are converted to outputs through a transformation process. The controlling efforts by management may concentrate on inputs, on the process itself, or on outputs. With inputs controls, managers attempt to monitor the resources – material and personnel – that come into the organization to ensure that they can be used effectively to achieve organizational objectives. With process control managers attempt to observe and correct the employee’ behavior; observing workers, managers, and machines in the process of doing the organization’s work is a tool of management at every level. With outputs control managers are concerned about the quantity and quality of output produced. In a business system the output control is not about a simply checking of what has happened until then, but it is about of taking corrective actions. A manager must determine what activity to measure and when to measure it. A frequent problem is determining what part of the system to monitor. Ideally, every resource, processing activity and output should measured, reported on and compared to a standard. This can be extremely costly and time-consuming. Controls are important to effective management, but employees often view them in a negative way. When the term “control” is mentioned, it reminds some individuals that others have the power to regulate their activities. There is a natural resistance to controls, because controls take away a certain amount of individual freedom. In the practical part of this paper we are concerned about what happened three years after implementation a project financed from the European Social Fund – “Investing in People!”, Flexibility and performance by management; we will focus on the third stage of controlling, the output control and unlike the output control in a business system, we will focus only on checking of what has happened three years after the project implementation. We started our research by analyzing the general objective of the project: development of the managers' professional skills for both to prepare them for promoting adaptability and introduction of new technologies, but also the specific ones: professional training of 180 entrepreneurs and managers of SMEs and increasing informing of entrepreneurs and managers from target group regardin the necesity of introducing and compliance with health and safety work rules. We wanted to find out in what extent these objectives were accoplished after three years from the project implementation. For this purpose, we chose the investigation as a research method. Keywords: control; feedback; input; process; output; management function; objectives (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ora:journl:v:1:y:2016:i:2:p:504-512 Access Statistics for this article More articles in Annals of Faculty of Economics from University of Oradea, Faculty of Economics Contact information at EDIRC. |
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