10
Controll ing and Allocating Resources

Control is typically last in the list of management functions and follows planmng, organi7ing, staffing, and directing. In many ways, controlling is the most important, but it cannot occur until the results of the first four have been implemented. Managers control to ensure that the expected results actually occur after a structure or task is integrated with technology or people. Control depends on information conveyed to managers who continuously monitor sensors to ensure that ind1\ 1dual work results are effective and desirable and that organization objective are accomplished within resource con traints. The management model in Figure 5.8 reflects these relationships. Control allows managers to know if an HSO's or HS's services are high quality. Control enables managers to determine the effectiveness of processes. Control measures the quality of input resources, whether they are properly a llocated, and whether resource usc is appropnate. Control enables a detennination that organization objectives are being achieved. Quality control, infection control, performance improvement, risk management, cost control, utilization review, narcotics control, budgets, position control for staffing levels, and credentials review are all control or control-like activities. Chapter 5 describes the controlling function as gathering infonnation about and monitonng activities and performance, comparing actual results with expected re ults and, as appropnatc, taking corrective action by changing inputs or proces es. Control and planning are closely hnkcd; the standards and desired results used in control are derived from the HSO's H 's strategic and operational plans.

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Managing Health Services Organizations and Systems

Monitoring (Control) and Intervention Points
Control systems are mfonnation based. The genenc control