The Control Process sidenote: Learning Outcome 18.2
Describe the three steps in the control process.
When Maggine Fuentes joined Core Systems in Painesville, Ohio, as HR manager, she knew that her top priority was reducing employee injuries. The number of injuries was “through the roof; above the industry average.” The high frequency and severity of the company’s injury rates not only affected employee morale but also resulted in lost workdays and affected the bottom line.7Maggine relied on the control process to turn this situation around.
The control process is a three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or to address inadequate standards. (See Exhibit 18-2.) The control process assumes that performance standards already exist, and they do. They’re the specific goals created during the planning process.
Exhibit 18-2 The Control Process

Step 1. Measuring Actual Performance
To determine what actual performance is, a manager must first get information about it. Thus, the first step in control is measuring.
How We Measure
Four approaches used by managers to measure and report actual performance are personal observations, statistical reports, oral reports, and written reports. Exhibit 18-3 summarizes the advantages and drawbacks of each approach. Most managers use a combination of these approaches.
Exhibit 18-3 Sources of Information for Measuring Performance | Benefits | Drawbacks | Personal Observations | * Get firsthand knowledge * Information isn’t filtered * Intensive coverage of work activities | * Subject to personal biases * Time-consuming * Obtrusive | Statistical Reports | * Easy to visualize * Effective for showing relationships | * Provide limited information * Ignore subjective factors | Oral Reports |