2. TYPES OF CONTROL
• Based on elements to be controlled :
Strategic control.
Operational control.
• Based on stage at which control can be exercised in
controlling the work outcome :
Feed-forward control.
Concurrent control.
Feedback control.
3. BASED ON ELEMENTS TO BE CONTROLLED
1. STRATEGIC CONTROL
• Process of taking into account, the changing planning premises, both
external and internal to the organization, on which the strategy is based.
• Continuous evaluation of strategy along with its implementation.
• Taking corrective actions to adjust the strategy to the new
requirements.
• Time lag between strategy formulation and its implementation- strategy
may not work effectively.
4. 2. OPERATIONAL CONTROL
• Concerned with action or performance.
• Aimed at evaluating the performance of the organization as a whole or its
different components – strategic business units, divisions, and
departments.
• Can be exercised at different stages of work performance.
5. FACTORS STRATEGIC CONTROL OPERATIONAL CONTROL
Basic question Are we moving in the right How are we performing ?
direction ?
Aim Proactive, continuous questioning Allocation ad use of
of the basic direction of strategy. organizational resources.
Main concern Steering the future direction of the Action Control.
organization.
Focus External Environment. Internal Environment.
Time horizon Long – term. Short – term.
Exercise of Exclusively by top management, Mainly by executive or
control may be through lower level middle management on the
support. direction of top
management.
Main Environmental scanning, Budgets, schedules.
techniques information gathering, questioning
and review.
6. BASED ON STAGE AT WHICH CONTROL CAN BE
EXERCISED
1. FEEDFORWARD CONTROL
• Control of inputs that are required in an action.
• Evaluation of inputs and taking corrective measures before a
particular sequence of operation is completed.
• Attempts to remove the limitations of time lag.
• Monitors inputs into a process to determine whether the inputs are as
planned or not.
• Analogous to hunting a duck.
7. 2. CONCURRENT CONTROL
• Exercised during the operation of the program.
• Provides measures for taking corrective action or making adjustments
while the program is still in operation and before any major damage is
done.
• E.g. Quality control during the operation, safety check in a factory.
• Focus is on the process itself.
• Data provided by this control system is used to adjust the process.
8. 3. FEEDBACK CONTROL
• Based on the measurement of the results of an action.
• Based on the above, if any deviation between performance standards and
actual performance is found, then corrective action is undertaken.
• Sometimes, feed-forward or concurrent control is not possible to apply.
E.g. Personal characteristics of an individual which go into behavioural
processes are not measurable.
• Top management control is mostly based on feedback.
• To make feedback control effective, it is essential that corrective action is
taken as soon as possible.
9. STAGES OF CONTROL
FEEDFORWARD CONCURRENT
CONTROL CONTROL
INPUTS PROCESSING OUTPUTS
FEEDBACK CONTROL
10. CONTROLLING AND MANAGEMENT BY
EXCEPTION
• The important ways of tailoring controls for efficiency and effective
ness is to make them without pointing out of exception.
• In the other words, by concentrating on exceptions from planned
performance, and time honored exception will lead managers to
frame effective controlling in the organization.
11. MANAGEMENT BY EXCEPTION
• Management by exception constitutes of six basic ingredients. They
are
1. MEASUREMENT
2. PROJECTION
3. SELECTION
4. OBSERVATION
5. COMPARISION
6. DECISION MAKING
12. MANAGENT BY EXCEPTION
• MEASUREMENT :- assigns values to past and present
performance.This is to identify an exception.
• PROJECTION :- analyze the measurements and turns them out into
future expectations.
• SELECTION :- Involves the criteria which management will use to
progress towards organizational objectives.
13. MANAGEMNT BY EXCEPTION
• OBSERVATION :- involves measurement of current performance
• COMPARISION :- makes comparison of actual and planned
performance and identifies the exceptions that require attention
and reports the variances to management.
• DECISION MAKING :- prescribes the action that must be taken in
order to bring performance back into control. To adjust exceptions
to reflect changing conditions. To exploit opportunities.
14. BENEFITS OF MANAGEMENT BY EXCEPTION
• Saves time
• Concentrates on executives efforts on major problems.
• Better delegation authority,
increases span of management and provides better opportunities
for self motivated personnel.
15. • Makes use of trends, history and available business data.
• Identifies crisis and avoids uninformed,
impulsive pushing of panic button.
16. • It provides qualitative and quantitative yard sticks for judging
people and situations.
• It helps in performance appraisal.
• It enhances the degree of communication between different
segments of organization.
17. QUALITY CONTROL
QUALITY – a SENSE OF APPRECIATION that SOMETHING IS BETTER
THAN SOMETHING else
It changes in a LIFETIME, and it changes from GENERATION TO
GENERATION, and it varies by facets of HUMAN ACTIVITY
Operational point of view
QUALITY means focusing on the PRODUCTION of increasingly
BETTER PRODUCTS AND SERVICES at progressively more
COMPETITIVE PRICES
18. TOTAL QUALITY MANAGEMENT
(TQM)
• FIEGANBAUM’S DEFINITION :- Total composite of product and service
characteristics of marketing, engineering, manufacturing, maintenance
through which the product and service induced will meet the expectations
of the customers.
• INDIAN STATISTICAL INSTITUTE’S DEFINITION:- TQM is an integrated
organizational approach in delighting customers(both external and
internal) by meeting their expectations on a continuous basis through
everyone involved with the organization working on continuous
improvement in all products, services and processes along with proper
problem solving methodology.
19. PROCESSES OF TQM
• QUALITY PROCESS :- involves the understanding of who the
customer is, what is his needs, how are they satisfied.
• CONTINUOUS IMPROVEMENT:- It is a continuous process of
improving product quality and its delivery. It comprises of plan-to-
check-do-check-act(PDCA).
Evolving policies
Objectives and methods to achieve goals
Training to employees
Implementation
Checking causes for low quality.
Taking appropriate action
Preventing recurrence.
20. • PEOPLE PROCESS :- Deals with initiating and maintaining TQM. Involves
employee in three steps. Intellectual honesty. Self-control. Respect for
others.
• PROBLEMS AGAINST TQM
ORGANIZATIONAL BARRIERS. LACK OF SUPPORT
ATTUDINAL BARRIERS. ATTITUDE TOWARDS TRAINING, MANAGEMENT
STYLES, APPROACH TOWARDS QUALITY.
21. SUMMARY
• TYPES OF CONTROL
• CONTROLLING AND MANAGEMENT BY EXCEPTION
• BENEFITS OF MANAGEMENT BY EXCEPTION
• QUALITY CONTROL
• TOTAL QUALITY MANAGEMNT
