There are five major functions in business management. Koontz and O’Donnel list these functions as Planning, Organizing, Staffing (some management theorists combine organizing and staffing into a single function) Directing and Control. I would like to consider the function of “Control”. There are some management experts who would expand this function to be “Control and Monitoring”. Certainly one can look at monitoring as a form of on-going control of a management project or task. I would like to address the function of Control and Monitoring.
Measures of performance identify how well an organization is performing. One justification for Control and Monitoring is the need to know if the project is on track and operating in the manner you expect it to operate. A second justification for measurement is to encourage or motivate the work staff to work positively toward the established goals.
Measurement parameters can be varied and typically depend on the specific project or task. However, there are two general principles that must be followed when setting measurement criteria: First, the measurements established should accurately prove the success or failure of the project. Select measurements that are forthright and obvious to all the staff.
Second, the parameters must be capable of being influenced by the project team. It does no good to set measurements that cannot be affected by the activities or actions of the work staff. Workers aren’t stupid. If you set measurements they can’t possibly achieve, or that their positive efforts won’t change, they will know it. Their typical reaction will be to pay lip service to your measurements. If you recognize a level of frustration from your staff in attempting to meet the goals, this is your signal to reexamine the measurement parameters of the project or task.
Now that you have established the measurements for performance, you must begin monitoring the results. How frequently you monitor the activities depends on the task and the level of risk from failure. My experience has been to set frequent measurement points at the beginning of the project. It is easier to make corrections at the start of the project than if you are past the half-way point. As you monitor progress you will be confirming the accuracy of your measurement criteria. You will also be setting a standard of expectations for the staff. They will quickly recognize the importance of achieving milestones or quotas if you instill this mind set from the very beginning.
Don’t expect every measurement point to be achieved on schedule. Surprises occur in the best managed projects. Missing measurement goals is a signal the project is going out of control. Corrective action must be implemented immediately and decisively. In many cases, your staff will have warned you of the problems ahead of time. This is an excellent time to use your leadership skills: Challenge them to identify the true cause of the problem and propose a solution. If it makes good business sense, empower the staff to implement their solution. By the way, any remedial action should have its own set of measurements to maintain control.
A sage, former boss once told me that if you can’t measure a project or task, it will not succeed. It will be out of control the moment you start, and you will flounder trying to achieve the objective. As you prepare to start a new project or task; take the time to establish measurements for monitoring and control. Write them down (even if you are the only staff member) and refer to them regularly. It will pay off in increased profits, faster implementation and a more satisfied work staff.
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