Here are the solutions to questions 12, 13, and 14: 12. Discuss the concept and process of control in management. Concept of Control: Control in management is the process of monitoring organizational performance, comparing it with predetermined standards, and taking corrective actions to ensure that objectives are achieved as planned. It is a crucial function that ensures activities are aligned with goals and resources are utilized effectively. Process of Control: • Establishing Standards: Setting clear, measurable performance targets or benchmarks against which actual performance will be evaluated. These standards are derived from organizational objectives. • Measuring Actual Performance: Regularly assessing and quantifying the actual results of activities. This involves collecting data through various methods like reports, observations, and audits. • Comparing Actual Performance with Standards: Analyzing the measured performance against the established standards to identify any deviations or variances. • Analyzing Deviations: Investigating the causes of any significant deviations. This step determines why performance fell short or exceeded expectations. • Taking Corrective Action: Implementing necessary changes to bring performance back in line with standards or to adjust standards if they are found to be unrealistic. This could involve retraining, reallocating resources, or revising plans. 13. Outline Deming's quality management principles in brief. W. Edwards Deming's quality management principles, often known as his 14 Points for Management, provide a framework for transforming organizational effectiveness and quality. In brief, some key principles include: • Create Constancy of Purpose: Focus on long-term improvement of products and services, rather than short-term profits. • Adopt the New Philosophy: Embrace a new way of thinking about quality, moving away from acceptable levels of defects. • Cease Dependence on Mass Inspection: Build quality into the product from the start, rather than relying on inspection to catch defects. • End the Practice of Awarding Business on Price Tag Alone: Consider total cost, including quality, when selecting suppliers. • Improve Constantly and Forever: Continuously improve every process for planning, production, and service. • Institute Training on the Job: Provide thorough training for all employees to ensure they understand their roles and how to perform them effectively. • Institute Leadership: Leaders should guide and coach, not just supervise, focusing on helping people do a better job. • Drive Out Fear: Create an environment where employees feel safe to ask questions, report problems, and suggest improvements without fear of reprisal. • Break Down Barriers Between Departments: Encourage teamwork and collaboration across different functional areas. • Eliminate Slogans, Exhortations, and Targets: Focus on systemic improvements rather than motivational posters or arbitrary targets that don't address root causes. • Eliminate Quotas and Management by Objective: Remove numerical quotas and management by objective (MBO) that can hinder quality and foster short-term thinking. • Remove Barriers to Pride of Workmanship: Empower employees to take pride in their work by removing obstacles that prevent them from doing their best. • Institute a Vigorous Program of Education and Self-Improvement: Encourage continuous learning and development for everyone in the organization. • Put Everybody to Work to Accomplish the Transformation: Quality improvement is everyone's responsibility, from top management to frontline workers. 14. Discuss the concept and types of decision making. Concept of Decision Making: Decision making is the cognitive process of selecting a course of action from among multiple alternatives to achieve a desired outcome. It involves identifying a problem or opportunity, gathering relevant information, evaluating options, and making a choice, often under conditions of uncertainty or risk. It is a core function of management and is essential for organizational success. Types of Decision Making: • Programmed Decisions: These are routine, repetitive decisions for which established procedures or rules exist. They are typically made for well-defined problems and can often be automated or delegated to lower-level management. Examples include reordering office supplies or processing customer returns. • Non-Programmed Decisions: These are unique, non-routine decisions that require a custom solution. They are made for novel, ill-defined, or complex problems where no established procedures exist. These decisions often involve significant judgment, creativity, and strategic thinking, typically made by upper management. Examples include launching a new product or merging with another company. • Strategic Decisions: These are high-level, long-term decisions that define the overall direction and scope of an organization. They involve significant resources and have a broad impact, often made by top management. Examples include market entry strategies or major investment decisions. • Tactical Decisions: These are medium-term decisions that implement strategic plans. They focus on how to achieve the strategic objectives and are typically made by middle management. Examples include departmental budget allocations or production scheduling. • Operational Decisions: These are short-term, day-to-day decisions that ensure the smooth functioning of the organization. They are made by lower-level management or frontline employees. Examples include daily task assignments or inventory management.