The key points of control, the basic method of control:

The basic methods of control are:

Ex-ante control: The managerial effort of an organization before the official start of an activity. It is primarily the determination of the final output of the activity and the control of the input of resources, with a focus on preventing the organization.

In-process control: control in the course of an activity, the manager always gives guidance and supervision to the ongoing activities on the spot, so as to ensure that the activities are carried out in accordance with the prescribed policies, procedures and methods.

Post-event control: Occurs after the end of an operation or task. This is the oldest type of control that almost all traditional control methods fall into this category.

Preventive control: It is to avoid errors and minimize future corrective activities, and to prevent waste of funds, time and other resources.

The basic functions of management.

The function of management is the basic function of various activities in the management process, also known as the elements of management, and is the concrete embodiment of management principles and management methods. There are many schools of thought in the division of management functions, and foreign countries generally divide management functions into five items: planning, organization, personnel management, guidance and leadership, and control.

a) Planning. Planning is the process of planning and arranging future actions to achieve the organization's stated goals. In terms of specific content, it includes the selection and establishment of organizational goals, the determination and selection of methods to achieve organizational goals, the establishment of planning principles, the preparation of plans, and the implementation of plans.

Planning is the most basic of all management functions and is a condition for the implementation of other management functions. Planning is a highly scientific management activity.

2) Organization. In order to achieve management objectives and plans, it is necessary to design and maintain a job structure in which the various operational activities necessary to achieve the objectives are grouped and classified, the authority necessary for the management of each type of operational activity is delegated to the person in charge of such work, and the coordination between the upper and lower levels is stipulated. The organization provides a structural guarantee for the management work, which is the premise for personnel management, guidance, leadership and control.

3) Personnel management.

Personnel management is the appropriate and effective selection, training, and evaluation of various personnel, the purpose of which is to equip the appropriate personnel to enrich the positions specified by the organization, so as to ensure the normal progress of organizational activities, and then achieve the established goals of the organization. Staffing is closely related to the other four functions of management – planning, organizing, directing and leading, and control – that have a direct impact on the achievement of organizational goals.

4) Guidance and leadership.

Mentoring and leadership is the process of influencing the behavior of each and all members of the organization, with the aim of enabling individuals and groups to work consciously and confidently to achieve the goals set by the organization. Mentoring and leadership involves the interrelationship between the person in charge of the nuclear land and his subordinates. Guidance and leadership is a kind of behavioral activity, and at present, a special leadership science has been formed, which has become a new branch of management science.

v) Control. Control is to supervise and inspect the activities of the organization according to the established objectives and standards, find deviations, and take corrective measures so that the work can be carried out according to the original plan, or appropriately adjust the plan to achieve the expected purpose. Control is a continuous, reversible process that aims to ensure that the actual activities of the organization and its results are consistent with the intended objectives.

The management function is completed in an orderly manner, and forms a cycle that begins again and again, which is the basic process of management, in which each function is interrelated and mutually influencing to form a unified organic whole.

The general function of management derives from the nature of management - duality, that is, the function of rationally organizing the productive forces and maintaining the relations of production.

View answer analysis [Correct answer] (1) Personnel control. Personnel control is divided into direct control and indirect control.

2) Time control. Scientific and accurate time planning is the first step in time control, and to some extent, planning is first and foremost time arrangement.

3) Cost control of the first quarrel. The center of cost management is cost control, that is, to make all aspects of business activities meet or lower than the target cost.

4) Quality control. Quality control is an extremely important control activity in the production and operation activities of enterprises.

5) Inventory control. Inventory control is the management and control of various items, finished products and other resources in the whole process of production and operation of manufacturing or service industry, and is an important part of warehouse management.

6) Audit controls. Audit is a commonly used control method, and according to the content, it includes two categories: financial audit and management audit.

Answer analysis] See textbook p271-272.

Control is an important part of management, which refers to the process of monitoring and adjusting the activities of the enterprise to ensure that the enterprise achieves the predetermined goals and plans. The characteristics of control refer to some distinctive characteristics of control activities in the implementation process, these characteristics include: wide stove scattering.

Goal-oriented.

The first characteristic of control is goal-oriented, that is, the purpose of control activities is to ensure that the enterprise can achieve the predetermined goals and plans. When controlling, it is necessary to formulate corresponding control standards and control procedures according to the goals and plans of the enterprise to ensure that the enterprise can operate according to the plan and ultimately achieve the goals.

Systematicness. Control is a systematic process that involves all aspects and links of an enterprise. When controlling enterprise activities, it is necessary to comprehensively analyze the changes in the internal and external environment and resources of the enterprise, as well as the relationship between various departments and positions, and formulate corresponding control measures.

Continuity. Control is a continuous process, which not only monitors and adjusts the actual operation of the enterprise, but also continuously revises and adjusts the goals and plans of the enterprise. During the control process, there must be continuous feedback and evaluation so that the control measures can be adjusted in a timely manner.

Flexibility. Control is a flexible process, and corresponding control measures must be formulated according to the actual situation and changes of the enterprise. In the process of control, it is necessary to take into account the changes in the environment inside and outside the enterprise, as well as the needs and feedback of employees and customers, and make timely adjustments and improvements.

Statistical characteristics.

Another characteristic of control is statistical, that is, the control process requires the use of various statistical methods and techniques in order to quantify and analyze the operation of the enterprise. In the process of control, a large amount of data and information must be collected and analyzed, and corresponding control measures must be formulated based on the data and information.

In conclusion, control is an important part of management, which refers to the process of monitoring and adjusting the activities of the enterprise to ensure that the enterprise achieves the predetermined goals and plans. The characteristics of control include goal-oriented, systematic, continuous, flexible, and statistical. Understanding the characteristics of control helps business managers to better carry out control activities to ensure that the enterprise can achieve the predetermined goals and plans, and improve the operational efficiency and competitiveness of the enterprise.

Answer]: [Bullet point].

In management practice, it is realized that it is difficult to ensure the smooth execution of each plan without control. Organizational goals cannot be achieved, so control plays a very important role in management activities, because in practice almost all plans cannot be implemented completely smoothly, mainly due to two reasons:

1) Changes in factors within the organization, which refers to the situation of the supply of human, financial, material and other resources in the organization, or the results of the behavior of personnel, etc., which do not conform to the conditions or assumptions in the plan. Specifically, it includes factors such as the exertion of personnel capabilities, the supply of funds, and the cooperation of relevant departments, which are inconsistent with the conditions or assumptions in the plan, which will lead to the smooth implementation of the plan.

2) The influence of external environmental factors. Even if the internal departments of the organization are operating normally, but due to changes in the external environment, including changes in the economic, political, natural, social and other environments, it will also affect the implementation of the plan, so that the actual process and results of the implementation of the plan are inconsistent with the plan objectives.

Therefore, due to the above-mentioned reasons, the plan is often not implemented smoothly, and the control work is to find problems and deviations in the implementation and take corrective measures.

The content of control work is the object of control, which mainly includes the control of personnel, finance, operation, information and the overall performance of the organization.

1) Control of personnel. The most common way to control personnel is to make direct inspections and correct problems as soon as they are found, and the other is to systematically evaluate employees.

2) Financial control. It mainly includes the review of the financial statements of each period to ensure that all assets are used effectively, and the budget is the most commonly used measure of financial control.

3) The control of the operation, the so-called operation refers to the conversion process from labor, raw materials and other resources to the final product and service, and the quality of the operation in the organization largely determines the quality of the product or service provided by the organization. Common operation controls include production control, quality control, raw material purchase control, and inventory control.

4) The control of information is to establish a management system, so that it can provide sufficient and reliable information for managers accurately, completely and in a timely manner.

5) Control over organizational performance. Organizational performance is the control object of the upper management of the organization, and the key to the overall effect of an organization is to look at the organizational goal orientation, and measure the organizational performance according to the set standards according to the completion of the goals.

The first part of control is to establish standards.

Control CriteriaThis is the starting point of the control process. The control standard system generally includes quantity standards, quality standards, comprehensive standards and time standards, etc., and the banquet should have greater stability and strong adaptability in the requirements. Measuring the performance of the repatriation bureau according to the standards can be seen as a "feedback" of the control process.

It is necessary to measure the implementation situation according to the standard, compare the actual situation with the standard, and make an evaluation. Correcting deviations is the key to control. It is important because it embodies the purpose of performing the control function and at the same time integrates the control work with other management functions.