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Mbpctrl1234 Mbpctrl1234 Presentation Transcript

    • Control consists of making something happen the way it was planned to happen.
    • According to henry fayol
    • "control consists in verifying whether everything occurs in conformity with the plan adopted, the instructions issued and principles established. it's objective is to rectify them and prevent recurrence.”
    • The control functions includes 3 procedures .
    • 1.Measuring actual performance
    • 2.Comparing actual performance to standards
    • 3.Taking corrective action to ensure that planned events actually occur.
    • It can be classified into:
    • Strategic control
    • Operational control
    • Strategic control:
    • Focuses on monitoring and evaluating the strategic management process to ensure that it functions in the right direction.
    • Operational control:
    • Deals with monitoring and evaluating the operations to ensure that organizational issues and operations function in the right direction operation control focuses on various routine aspects of the production,marketing,hr and financial issues of the company.
    • 1 . Feedback control.
    • 2. Concurrent control.
    • 3. Feedforword control.
    • Feedback control focuses on organizational activities and operations after they are completed .Here Control process starts after the completion of the operations.
    • This type of control focuses on the outputs of the organization after transformation is complete.
    • Sometimes called post action or output control , fulfils a number of important functions. For one thing, it often is used when feed forward and concurrent controls are not feasible or are to costly.
    • Feed back control plays 3 roles at the operating level:
    • It provides the necessary information to the operating manager to evaluate overall organ effectiveness.
    • It is useful as a basis of evaluating and rewarding employees.
    • It alerts the operating managers who needs to adjust or modify their activities .
    • It plays a vital roles in strategic level.
    • Limitations:
    • The major drawback of this type of control is that, the time the manager has the information and if there is significant problem the damage is already done. But for many activities, feedback control fulfils a number important functions.
    • Concurrent control takes place while an activity is in progress.
    • Control is applied while the operations are in progress.
    • 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.
    • Example :
    • Compaq computers has set of 34 check points in its assembly line for successful production of laptops. Checks at all these 34 points ensure that the laptops produced perfectly.
    • This type of control is implemented before an activity starts.
    • It is future directed.
    • It focuses on preventing anticipated problems.
    • It regulates the inputs to ensure that they meet the standards necessary for transformation process.
    • It can be classified into
    • Budgetary techniques
    • Non-budgetary techniques
    • Budgets are plans for a specific period in numeric terms. They are statements of expected outcome in financial terms, physical terms, human resources terms etc.
    • Budgets would be the basis of delegation of authority and responsibility without loss of control
    • Types of budgets
    • Capital expenditure budgets
    • Cash budgets
    • Production budgets
    • Sales budget.
    • Advantages of budgetary control techniques
    • Clear guidelines for action and control
    • Coordination
    • Encourage team effort
    • Creative ideas
    • Over budgeting
    • Overriding enterprise goals
    • Hiding inefficiencies
    • Causing inflexibility
    • Statistical data
    • Special reports and analysis
    • Operational audit
    • Personal observations
    • Statistical data:
    • statistical data provide the basis for performing a no of activities for the present and the future. future, data act as a control technique for the present operation
    • Special reports and analysis:
    • accounting reports, financial reports,personnel reports etc.. provide information for reporting and control.
    • Operational audit:
    • operational audit is also known as internal audit. internal audit specifies the results of financial operational of the company including the company sales,profits,cost of salary etc.
    • Personal observations:
    • personal observations are more powerfully control devices. managers observe the various activates and operations including production, sales, human resources and finance
    • Management & organization behavior.
    • - P. subba rao
    • Management behavioral process.
    • -Sridhar Bhatt.
    • http://www.strategic-control.24xls.com/en105