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Controlling

The document discusses three methods of control for ensuring desired behaviors and goals in an organization: feedforward, concurrent, and corrective control. Feedforward control focuses on input quality. Concurrent control focuses on ongoing operations to prevent problems from worsening. Corrective control focuses on using results to implement improvements for the future.

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25 views2 pages

Controlling

The document discusses three methods of control for ensuring desired behaviors and goals in an organization: feedforward, concurrent, and corrective control. Feedforward control focuses on input quality. Concurrent control focuses on ongoing operations to prevent problems from worsening. Corrective control focuses on using results to implement improvements for the future.

Uploaded by

ainawafiatul
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Controlling

Three different methods of control exist to ensure highlighted behavior is displayed over
unwanted behaviors and ultimately geared towards reaching the organizational goals, managers
must control the operations through a process known as controlling. A company can guarantee to
give a top-notch production to its customers or stockholders by having effective control over the
organization.

Feedforward controlling

Feedforward control focuses on the production of input level. It is designed to ensure the quality
of inputs is high enough to prevent issues in the transformation process. For example, the Board
of Finance are responsible in reviewing and approving the strategy, business plan and the budget
of the Bank, before implementing them based on KPIs approved by the Board, as it is to detect
and anticipate problems from the standards in advance of their occurrence.

Concurrent control

Concurrent control focuses on how inputs are being transformed on the ongoing operations. It is
to spot problems as they develop, as it is to prevent the problems from getting worse. For
example, the Board of Risk Committee are responsible for reviewing and approving the
Recovery Planning of the Bank, as it is to ensure that the risk management process is in place
and functioning. They also function to spot the material changes for its submission or
communication to Bank Negara Malaysia (BNM). As an illustration, the Board of Risk
Committee are needed to oversee the management’s activities in managing credit risk, market
risk, liquidity risk, operational risk, legal risk, Shariah risk and other risk. For example,
corrective action is taken by the Board of Risk Committee whether to continue progress or stop
them on the exposure of market risk as the market prices and rates will move. The action is taken
in order to have an outcome resulting in profits or losses while maintaining a market risk profile
consistent with the Bank’s approved risk appetite.
Corrective control/ Feedback Control

Feedback control focuses on the result phase. It is intended to discover any information based on
the completed activity and implement corrective action to improve the result in the future. For
example, the Board of Audit and Examination Committee oversee the effectiveness of the
internal auditors and external auditors for the business performance. This is to spot any
undesirable result to improve them.

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