A process of monitoring performance and taking action to ensure desired results.

1. Introduction to Controlling By Ahmed M. Adel Ahmed ElMasry HaythamNadim Hazem Saied

2. “Do not let circumstances control you. You change your circumstances” Jackie Chan

4. It helps maintain compliance with essential organizational rules and policies.

5. The value of control can be seen in three specific areas: is a leading telecommunication solution provider that offers a wide-set of turnkey solutions to meet the ongoing demands of fixed and wireless operators in the Middle East and Africa. With regional presence in most of MEA countries, Alkan CIT has always been able to support its clients’ businesses needs, hand-to-hand starting from planning and right through delivery and operations. Our portfolio comprises Satellite broadband services, OSS A process of monitoring performance and taking action to ensure desired results./BSS solutions, network infrastructure & security, Fiber optics networking, GIS solutions and GSM/CDMA specialized services including network planning & rollout, tower production, installation & commissioning as well as Operation & Maintenance. In our efforts to support the rapid regional expansion in GSM/ CDMA sector Alkan Tower Factory (ATF) was established to provide a comprehensive range of premium-quality self supporting and guyed towers that ensures optimal coverage over the most demanding environments and toughest terrains. Tower production services are complemented with Network Rollout in addition to Operation & Maintenance Services in order to guarantee sustainability and ongoing success.

7. Controlling is very important since it ensures that the work flow is going according to the plan set before.“A plan is made for a few moves only, not for the whole game.” RUEBEN Fine

9. But an effective control system can provide information and feedback on employee performance and minimize the chance of potential problem.“Tactics flow from a superior position.” Bobby Fischer

11. Managers must protect organizational assets in the event that any of these happen.“To protect the sheep you gotta catch the wolf, and it takes a wolf to catch a wolf.” Alonzo Harris

12. HOW TO CONTROL!?

16. One decision that a manager must take is whether to take immediate corrective action which corrects problems at once to get performance back on track, or to use Basic corrective action which looks at how and why performance deviated before correcting the source of deviation

18. If performance consistently exceeds the goal, the manager should look at whether the goal is too easy and needs to be raised

20. Now what we need to know is how to measure organizational performance?"Don't lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.” RALPH MARTSON

22. Input is measured by the costs of acquiring and transforming resources for inputs

23. Output is measured by the sales revenue an organization receives when goods are sold

24. The easiest way to do this is to raise prices of outputs but the market now a days is very competitive so this option is not valid any more.

26. Industry and company ranking:

27. For instance Fortune magazine chooses which companies to on its "best companies to work for“"Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition.” HENRY MITZBERG

29. Example: the scheduled e preventive maintenance programs on aircraft

31. The major problem with this type of control that by the time the manager has the

38. Technology impact on control must be taken into consideration when comparing advanced nations with less technologically advanced countries

39. Managers in foreign countries must be aware of constraints on corrective actions they make.

41. 85 % of all organizational theft and fraud is committed by employees not outsiders

43. The fact that employees are hired to work not to surf the web, check stock prices, chat, see videos...Etc. which lead to massive cost due to the lost productivity.

44. Managers don’t want to risk being sued for creating a hostile workplace environment because of offensive messages or inappropriate images on a coworker screen.

46. Other experts described dangerously dysfunctional work environments are characterized by the following:

47. Employee work driven by numbers , time and crises

48. Rapid and unpredictable change

49. Destructive communication style

50. Defensive attitude

51. Double standards in terms of policies , procedures and training opportunities

52. Low attempt from managers to encourage emotionally troubled employees

53. Repetitive and boring work with no chance with doing something else

55. When service quality is high, it has a positive impact on customer satisfaction, which leads to customer loyalty. And customer loyalty improves organizational revenue growth and profitability