I would like to thank all those respectful people who appreciated my work, & I would like to tell all

the others that I already mentioned that chapters 1, 2, 7, and 8 are not mine, however, I changed things that are difficult for your ease. Chapters 10, 16, 17, and 18 are TOTALLY mine.

Zy el IT, ana awl slide fl IT olt enohom bto3i, laken fl management mktbtsh enohom bto3i

 Tany 7aga a7eb a2olha lel nas el fdahri, bokra el ent5abat room 202 in Building G from 9.30 until 3.30, dont forget to vote.

Chapter 18

Controlling
Controlling is the process of monitoring, comparing and correcting work. Controlling is important because 1- by controlling, you assure that everything is going as planned and that your goals are attained. 2- To provide information and feedback on employee performance. 3- To protect the organization and its assets(belongings).

The process of control

It is a three-step process of measuring actual performance, comparing actual performance, and taking managerial action. Step 1. Measuring actual performance To measure the real performance of a company, the manager must first have information. Four ways to get information are: 1- Personal observations, (y3ni el modeer byra2eb el by7sl w bygm3 data mn el hwa shayfo). 2- Statistical reports, (bygm3 data mn statistics) 3- Oral reports, (taqareer shafahya: bygm3 data orally mn el mowazafeen y3ni bl kalam, shafahy) 4- Written reports, (taqareer maktoba)

 Step 2. Comparing actual performance

After the real performance was measured, the manager should compare it to usual or standard performance. Y3ni, sherka fl 3adi btbee3 100 mobile fl shahr, kol shahr btqaren el enta b3to bl 3adi el hwa 100, y3ni marra b3t 80, marra b3t 120, kda.

 Step 3. Taking managerial action

After the actual performance is measured and compared to the real performance, the manager should take an action. A manager should choose whether to take an immediate corrective action, or a basic corrective action. Immediate corrective action is an action that directly solves a problem. (3alatol bysala7 el 7aga el 3alat) Basic corrective action is an action that first looks at how and why the performance is decreasing. (el awl byshof eh el 7asal 3alat b3den byshof hysala7o ezay)

 Organizational performance is the result of an organizations work activities.

Controlling for organizational performance

There are 3 measurements to measure the performance of an organization

1- Organizational productivity The amount of goods and services produced by a company.

2- Organizational effectiveness - How appropriate the goals are and how well those goals are being met. (y3ni qowet el ahdaf w nsbt ta72e2 el ahdaf) 3- Industry and company rankings A companys ranking is its number among competitors. (tarteeb el sherka bein el monafseen).

Tools for controlling

Managers can implement controls BEFORE an activity begins, DURING the time of the activity, and AFTER the activity ends. Feed forward control It is taking actions or controlling a problem before the activity begins. It is most desirable because it takes place before an activity begins.

 Concurrent control When a manager takes a decision or controls a problem while the activity is running.

Feedback control Feedback implies controlling a problem after the project is done in order to not do the same mistake next time.

Financial control
Controlling the financial sides of the company, for example, controlling the expenses of a company to decrease it. Financial control also includes controlling a budget for a specific project.

Balanced score cards Approach

A way to evaluate the performance of an organization from more than financial perspectives. Y3ni taree2a le taqyeem mostawa el sherka b 7agat tanya 3er el arba7 1- Financial, customer, internal processes, and assets. Taqyeem el sherka 3n taree2 el arba7, w reda el 3omala, w toro2 el sho3l, w momtalakat el sherka.

Information control
Controlling the critical and secret information in a company. A management information system is a system used to provide managers with information.

Benchmarking of best practices

Benchmarking is the search for the best practices among competitors and noncompetitors that lead to superior performance. Y3ni el ba7s 3n a7sn toro2 le el sho3l aw el edara bein kol el sharekat 3ashan nwsl l a7sn ada2.

Issues in control
Cross cultural differences: Different employees have different backgrounds and cultures and they must be controlled in a different way. Workplace violence: Violence between employees. Workplace concerns: Workplace privacy is the belief that each employee should have privacy in his company, employee theft is any unauthorized taking of the companys belongings by the employees.

Good luck