An organization is using feedforward control when

Feedforward control focuses on the regulation of inputs (human, material, and financial resources that flow into the organization) to ensure that they meet the standards necessary for the transformation process.

Feedforward controls are desirable because they allow management to prevent problems rather than having to cure them later. Unfortunately, these control require timely and accurate information that is often difficult to develop. Feedforward control also is sometimes called preliminary control, precontrol, preventive control, or steering control.

However, some authors use term "steering control" as separate types of control. This types of controls are designed to detect deviation some standard or goal to allow correction to be made before a particular sequence of actions is completed.

Concurrent Control

Concurrent control takes place while an activity is in progress. It involves the regulation of ongoing activities that are part of transformation process to ensure that they conform to organizational standards. Concurrent control is designed to ensure that employee work activities produce the correct results.

Since concurrent control involves regulating ongoing tasks, it requires a through understanding of the specific tasks involved and their relationship to the desired and product.

Concurrent control sometimes is called screening or yes-no control, because it often involves checkpoints at which determinations are made about whether to continue progress, take corrective action, or stop work altogether on products or services.

Controlling is the final, but very important function of management. Leading inspires, organizing brings people together, planning sets direction, and controlling makes sure things get accomplished, and on time.

Types of Control Systems

There are three types of control systems used to ensure things get accomplished, plans get followed, strategic direction continues, and organization objectives get met. These are Feedforward, Concurrent, and Feedback control systems. Think back to the Minds-On activity you completed in your Portfolio. You provided insight into doing well on a final exam, and making sure you reach your goal of obtaining a great final grade, by solving problems before the exam, during the exam and after the exam is over. You thought about, and worked through examples of each of these types of control systems that are used by organizations every day.

You also provided insight into how Toyota might potentially solve problems before the manufacturing of vehicles begins, during the manufacturing process, and after the manufacturing is completed. You were actually working through examples of Feedforward, Concurrent, and Feedback control mechanisms.

Here is a visual overview of the three control systems:

Feedforward Controls

Feedforward controls, also commonly referred to as preliminary controls, are mechanisms that take place before an activity or process takes place. As a result, these really are considered preventative measures - making sure the right things are in place in order for something to go smoothly. A Subway restaurant will not be able to make subs and provide customers with food they order if they do not have all their required ingredients in stock. Feedforward controls are considerations that are needed to make sure something is going to happen without failure - in this case, the ability to make and deliver all the subs on a menu.

Concurrent Controls

Concurrent controls are sometimes called steering controls - these focus on what happens during a task. Concurrent mechanisms attempt to ensure a plan is going as anticipated and making any required adjustments along the way. The aim of concurrent controls is to deal with problems accordingly as they arise. Most successful manufacturers use built in quality checkpoints to ensure finished products meet strict specifications. Quality control checks are a type of concurrent control that can uncover problems with the manufacturing process. This allows managers to make changes and adjust the process so that the quality of finished products gets back on track. It also ensures that a company is on track. Concurrent controls ensure that we don't find errors after the fact. This helps save time and money.

Feedback Controls

As you likely have already observed, feedback controls happen after the process or work is completed. Feedback controls are also commonly referred to as post-action controls. These types of control mechanisms are considered reactive in nature, that is, adjustments are made after the fact. This is a process of looking at what you did, and making decisions and adjustments to do it better the next time around. In the example of our family birthday cake, this might mean getting feedback from tasters, identifying if we did not follow the directions exactly, and perhaps even getting recommendations for other recipes.

Review your understanding of each of the three types of controls by completing the following activity. Read each statement and drag it to the best location:

• Feedforward
• Concurrent
• Feedback

Long Description

Identify one thing you already knew about feedback, one new thing you learned and what is still left to be understood. 

Internal and External Control

Managers are generally concerned with two broad focuses (or locus) of control: internal and external.

Watch this video to gain a perspective on internal control:

Now it’s your turn. Find an online resource that explains external control. This might be a video, a podcast, a newspaper or magazine article, or some other online resource. 

Steps in the Control Process

With the knowledge of internal and external control, and the ability to identify elements of feedforward, concurrent, and feedback controls, managers are able to use the control process to their full advantage. The control process is a system that permits the setting, measuring, matching, and adjusting of any organizational activity.

The steps of the control process are:

1. Establish standards and methods for measuring performance.
2. Measure the performance.
3. Determine whether performance matches the standard.
4. Take corrective action.

Step 1:  Establish standards and methods for measuring performance

Standards are objectives or goals - specific things that need to be accomplished in specific ways. Some examples of standards include a sales target, manufacturing safety records, customer and employee turnover rates or market share. McDonald’s attempts to ensure that a customer is only in the drive thru line for a specified length of time - this is an established standard.

Step 2:  Measure the performance.

In this step the standard is measured. This usually involves the collection of data and information. McDonald’s can measure the length of time that every single drive thru customer spends waiting in line. This is measuring the performance. It involves collecting data on the organizational task.

Step 3:  Determine whether performance matches the standard.

In this step, the data that was collected is compared to the set standard. If McDonald’s sets the standard that they want every drive thru customer to get through the line and complete their order in 3 minutes or less, managers are able to compare the actual measured results to the three minute standard.  Either they are going to meet the standard, or they are not.

Step 4:  Take corrective action.

If actual performance is not meeting the set standard, corrective action needs to take place. If McDonald’s finds that they are missing the drive thru standard by a minute, they need to work harder to get back on track. Managers must make decisions on what needs to happen and what action needs to take place in order to improve performance. Managers need to determine why they are not meeting standards to better help them take the most appropriate action.

Now it’s your turn to describe the control process. Identify a business or organization and provide a specific example of a process, task, or workflow to illustrate your understanding of each step in the control process.

Progressive Employee Discipline

Another common element of controlling within organizations is dealing with employee problems, issues and shortcomings. A common task that managers must undertake from time to time are disciplinary employee measures. When an employee’s performance does not meet organizational standards (arriving late, missing work days, poor performance, personality issues with others, conflict, etc.), they must take some sort of corrective action. This often involves disciplining the employee. This might involve a progressive system where harsher discipline takes place as additional employee issues arise. For example, it might start with a verbal warning, then a formal written warning, then a formal write up, a demotion, or loss of working hours, all the way up to termination. The goal of progressive discipline is to correct and improve employee performance before it gets worse.

Watch and hear more regarding progressive discipline:

Identify at least two potential benefits of using progressive discipline.

What is an example of feedforward control in management?

What is feed forward control approach?

Why is feedforward control the most desirable type of control?

What is the difference between feedforward control over concurrent control?