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SLIDE 1 Hello everyone! This is group 2 - Dynamite! Welcome all of you to our presentation regarding chapter 9 – the control processes and systems! SLIDE 2 Our group includes me – My& Hân, Phương Vy, Tha o Trang, My& Thanh and Hoang Đư c SLIDE 3 Before we’re going to the main parts of our presentation today, I’d like to have a small warm-up activity with you guys. So, we want to have your opinions about these questions. Please feel free to speak up! Okay, thanks a lot for your opinions, really appreciate that! I just want to disclose that we also have a mini game at the end of the presentation. So please pay attention during the presentation so that you can memorize all the information we mention that will help you much in the game. SLIDE 4 During the chapter, we’ll have 3 takeaway questions which will be investigated later on, which are … SLIDE 5 The presentation today is divided into 3 main parts, or 3 learning takeaways: … And in each takeaway, there are some sections mentioned as you can see from the screen. SLIDE 6 Now, we’re going to the 1st takeaway: managerial control What is controlling? Control is a word like power. Control is important for any organization, and we practice a lot of control quite naturally. The process of measuring performance and taking action to ensure desired results. Controlling plays an essential role in the management process. Controlling ensures that the right things happen at the right time, in the appropriate way. It assists in ensuring that performance is in line with plans and that accomplishments are coordinated in a means–ends manner across a company. It also aids in ensuring that people follow the policies and procedures of the organization.

One of the great benefits of effective control is organizational learning. For example, the program of after-action review pioneered by the U.S. Army and now utilized in many corporate settings. SLIDE 7 The after-action review is a systematic assessment of lessons learned and results accomplished in a completed project. There are questions pop up in participants’ minds: “What was the intent?” “What actually happened?” “What did we learn?” This after-action review helps encourage those engaged to accept responsibility for their actions and outcomes, as well as how they might improve in the future. SLIDE 8 Now, let’s investigate how importance of controlling in organizations by looking at the picture shown in the screen. We can see that the role of controlling in management process fits in with the other management functions. Planning sets the directions and allocates resources. Organizing brings people and material resources together in working combinations. Leading inspires people to best utilize these resources. Controlling sees to it that the right things happen, in the right way, and at the right time. SLIDE 9 Next, let me show you some types of controls The first one is Feedforward control; it’s also known as Preliminary controls. This control is well Employed before a work activity begins. The Feedforward controls make sure that the goals are clear, that the necessary instructions are in place, and that the right resources are accessible to achieve the goals. The purpose is to take required actions in advance to solve problems before arising by asking an essential but often overlooked question: "What do we need to do before we start?" Managers using them take a forward-thinking and proactive approach to control. SLIDE 10 Feedforward control of food ingredients, for example, is a key part of McDonald's quality program. Suppliers of the company's hamburger buns must adhere to strict requirements, which include everything from texture to color consistency. Even in international markets, the company works hard to cultivate local suppliers who can provide consistent quality. SLIDE 11

The second type of controls is Concurrent controls or sometimes called steering controls. It Focuses on what happens during work process, they make sure things are being done according to plan. You can also think of this as control through direct supervision. In the present, that supervision is as likely to be computer driven as face-to-face. Concurrent controls are designed to tackle problems as they arise. "What can we do right now to improve things?" is a key question that can be come up with. SLIDE 12 Let’s consider that example of the concurrent controls, Global Command and Control Center of Hyundai, monitors its activities around the world using dozens of computer screens streaming video and data. Shipments are tracked from the time they leave the supplier until the time they arrive at the factory. This supports managers in promptly identifying and correcting any issues that arise during the manufacturing process. Another example from Mc. Donald’s, this time the process's all done face to face with everpresent shift leaders providing direct supervision and concurrent control. They are always watching what is going on, even when they are assisting with the work. They've been trained to interfere right away if something isn't done correctly and to make rapid corrections. SLIDE 13 Last one is the feedback Controls, also called post-action controls, take place after work is accomplished. They are more concerned with the quality of the results than with the inputs and activities. The goals of feedback controls are to remedy issues when they occur and to prevent future ones. The key question is "Now that we've completed, how well did we do?" SLIDE 14 We're all aware of feedback controls and can probably spot their flaws when it comes to customer service. Restaurants frequently ask you about the quality of a dish after it has been served; course evaluations inform teachers of their performance after the course has ended; and a budget report identifies cost overruns after a project has been completed. While such feedback on past mistakes may not be able to fix them, it can aid in future improvements. SLIDE 15 Understanding control from an open-systems approach is one of the simplest methods to do it. It demonstrates the relationships between feedforward, concurrent, and feedback controls and various phases of the input–throughput–output cycle. 7 Each method of control improves the chances of achieving a high level of performance The feedforward controls: Determine that the appropriate directions are established and that the appropriate resource inputs are available.

The Concurrent controls: make sure that the appropriate actions are taken as part of workflow processes. The feedback controls Ensure that the final outcomes meet your expectations. Now, let’s Trang draw your attention on the next part....