Organizational control

Concurrent control takes place while an activity is in progress. It involves the regulation of ongoing activities that are part of transformation process to ensure that they conform to organizational standards. Concurrent control is designed to ensure that employee work activities produce the correct results. Since concurrent control involves regulating ongoing tasks, it requires a thorough understanding of the specific tasks involved and their relationship to the desired and product. Concurrent control sometimes is called screening or yes-no control, because it often involves checkpoints at which determinations are made about whether to continue progress, take corrective action, or stop work altogether on products or services. For example, the manager in a restaurant can wonder around to monitor operation of restaurant so as to provide positive reinforcement for a job well done. Technology advancement can aid concurrent control as well. Restaurant can employ menu planning, restaurant inventory software to ensure fresh items available for the preparation of menu items and aiding in cutting down the waste to a minimum. Other concurrent controls involve the ways organizations influence employees. An organization’s cultural norms and values influence employee behaviors, as do the norms of an employee’s peer or work group. A restaurant that adopts a customercentric culture, employees will tend to look for ways to improve quality of the service with a view to creating customers’ satisfaction.

Feedback Control is a type of control focusing on the outputs of the organization after transformation is complete. Sometimes called postaction or output control, fulfils a number of important functions. Feedback has two advantages over feedforward and concurrent control. First, feedback provides managers with meaningful information on how effective its planning effort was. If feedback indicates little variance between standard and actual performance, this is evidence that planning was generally on target. If the deviation is great, a manager can use this information when formulating new plans to make them more effective.  Second, feedback control can enhance employees’ motivation. The major drawback of this type of control is that, the time the manager has the information and if there is significant problem the damage is already done. Several illustrations of feedback control in restaurant are to analyze monthly financial reports, to calculate the rate of customers come back during the month. Moreover, restaurant can conduct customer satisfaction surveys which give quantitative insight into the opinions and attitudes of your customers. The restaurant’ll obtain facts about what they want, what they expect, and if they plan to return to the restaurant again. If results show that your restaurant does not meet customers' expectations, the restaurant’ll know exactly what areas to target for improvement.

To sum up, the success of an organization highly depends on control. A control system will limit the number of errors that can accumulate discovery and problem solution. If control is practiced effectively, it can help reduce costs and increase output. Furthermore, Control methods are not mutually exclusive. Effectiveness of control will enhance if they are be combined into a multiple control system.