Introduction to controlling

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A process of monitoring performance and taking action to ensure desired results.

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Introduction to controlling

  1. 1. Introduction to Controlling<br />By <br />Ahmed M. Adel<br />Ahmed ElMasry<br />HaythamNadim<br />Hazem Saied<br />
  2. 2. “Do not let circumstances control you. You change your circumstances”<br />Jackie Chan<br />
  3. 3. Controlling<br />Question 2: WHY!<br />Question 1: WHAT!<br /><ul><li>It helps ensure that objectives and accomplishments are consistent with one another throughout an organization
  4. 4. It helps maintain compliance with essential organizational rules and policies.
  5. 5. The value of control can be seen in three specific areas: </li></ul>is a leading telecommunication solution provider that offers a wide-set of turnkey solutions to meet the ongoing demands of fixed and wireless operators in the Middle East and Africa. With regional presence in most of MEA countries, Alkan CIT has always been able to support its clients’ businesses needs, hand-to-hand starting from planning and right through delivery and operations. Our portfolio comprises Satellite broadband services, OSS A process of monitoring performance and taking action to ensure desired results./BSS solutions, network infrastructure & security, Fiber optics networking, GIS solutions and GSM/CDMA specialized services including network planning & rollout, tower production, installation & commissioning as well as Operation & Maintenance. In our efforts to support the rapid regional expansion in GSM/ CDMA sector Alkan Tower Factory (ATF) was established to provide a comprehensive range of premium-quality self supporting and guyed towers that ensures optimal coverage over the most demanding environments and toughest terrains. Tower production services are complemented with Network Rollout in addition to Operation & Maintenance Services in order to guarantee sustainability and ongoing success. <br />
  6. 6. “One bad move nullifies forty good ones.”<br />WHY Controlling: The simple answer; Because:<br /><ul><li>I.A. Horowitz</li></li></ul><li>Planning<br /><ul><li>Stating the goals or employees accept that goals doesn’t guarantee that the necessary actions to accomplish the goal has been taken.
  7. 7. Controlling is very important since it ensures that the work flow is going according to the plan set before.</li></ul>“A plan is made for a few moves only, not for the whole game.”<br />RUEBEN Fine<br />
  8. 8. Employee empowerment<br /><ul><li>Many managers are reluctant to empower their employees because they fear something will go wrong for which they will be held responsible.
  9. 9. But an effective control system can provide information and feedback on employee performance and minimize the chance of potential problem.</li></ul>“Tactics flow from a superior position.”<br />Bobby Fischer<br />
  10. 10. Protecting the workplace<br /><ul><li>Today's environment brings heightened threats from natural disaster, financial scandals, workplace violence, supply chain disruptions, security breaches and even possible terrorist attack.
  11. 11. Managers must protect organizational assets in the event that any of these happen.</li></ul>“To protect the sheep you gotta catch the wolf, and it takes a wolf to catch a wolf.”<br />Alonzo Harris<br />
  12. 12. HOW TO CONTROL!?<br />
  13. 13. The Process<br />"Measurement is the first step that leads to control and eventually to improvement. If you can't measure something, you can't understand it. If you can't understand it, you can't control it. If you can't control it, you can't improve it."<br />H. James Harrington <br />Question 1: WHAT we Measure!<br />First to do: MEASURING!<br /><ul><li>This is even more important than how it is measured because selecting the wrong criteria can create serious problems.</li></ul>is a leading telecommunication solution provider that offers a wide-set of turnkey solutions to meet the ongoing demands of fixed and wireless operators in the Middle East and Africa. With regional presence in most of MEA countries, Alkan CIT has always been able to support its clients’ businesses needs, hand-to-hand starting from planning and right through delivery and operations. Our portfolio comprises Satellite broadband services, OSS To determine what actual performance is, a manager must get information about it.Without measurement, effective control is not possible.Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired.(ATF) was established to provide a comprehensive range of premium-quality self supporting and guyed towers that ensures optimal coverage over the most demanding environments and toughest terrains. Tower production services are complemented with Network Rollout in addition to Operation & Maintenance Services in order to guarantee sustainability and ongoing success<br />Question 2: HOW we Measure!<br /><ul><li>Using personal observations, statistical reports, oral reports, and written reports </li></li></ul><li>Measuring<br />
  14. 14. The Process<br />“Winners compare their achievements with their goals, while losers compare their achievements with those of other people.”<br />NidoQubien<br />Second: Comparing<br /><ul><li>It's critical to determine an acceptable Range of variance, deviations outside the range need attention</li></ul>Example: Benchmarking, using historical data<br />is a leading telecommunication solution provider that offers a wide-set of turnkey solutions to meet the ongoing demands of fixed and wireless operators in the Middle East and Africa. With regional presence in most of MEA countries, Alkan CIT has always been able to support its clients’ businesses needs, hand-to-hand starting from planning and right through delivery and operations. Our portfolio comprises Satellite broadband services, OSS This step determines the variation between actual performance and a standard(ATF) was established to provide a comprehensive range of premium-quality self supporting and guyed towers that ensures optimal coverage over the most demanding environments and toughest terrains. Tower production services are complemented with Network Rollout in addition to Operation & Maintenance Services in order to guarantee sustainability and ongoing success<br />
  15. 15. The Process<br />“There are two types of sacrifices: correct ones, and mine.”<br />Mikhail Tal<br />Correct Actual Performance<br />Third: Taking Managerial ACTIONS!<br /><ul><li>Depending on what the problem is a manager could take different corrective actions
  16. 16. One decision that a manager must take is whether to take immediate corrective action which corrects problems at once to get performance back on track, or to use Basic corrective action which looks at how and why performance deviated before correcting the source of deviation
  17. 17. Effective managers analyze deviations and if the benefits justify it, they take the time to pinpoint and correct the causes of variance.</li></ul>Revise the STANDARD<br /><ul><li>In some cases, variance may be a result of an unrealistic standard.
  18. 18. If performance consistently exceeds the goal, the manager should look at whether the goal is too easy and needs to be raised
  19. 19. If you as a manager believe the standards is realistic, fair and achievable , tell employees that you expect future work to improve and then take the necessary corrective action to help make that happen (don’t just blame the goal or the team) </li></li></ul><li>Controlling for organizational performance<br /><ul><li>Organization performance: is the accumulated result of all the work activities in the organization
  20. 20. Now what we need to know is how to measure organizational performance?</li></ul>"Don't lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.”<br />RALPH MARTSON<br />
  21. 21. organizational PRODUCTIVITY<br /><ul><li>Is the amount of goods or services produced by the inputs needed to generate that output
  22. 22. Input is measured by the costs of acquiring and transforming resources for inputs
  23. 23. Output is measured by the sales revenue an organization receives when goods are sold
  24. 24. The easiest way to do this is to raise prices of outputs but the market now a days is very competitive so this option is not valid any more.
  25. 25. Then the only other option is being more efficient in performing work and thus decreases expenses. </li></li></ul><li>Organizational effectiveness<br /><ul><li>Is a measure of the appropriateness of organizational goals and .how well those goals are being met.
  26. 26. Industry and company ranking:
  27. 27. For instance Fortune magazine chooses which companies to on its "best companies to work for“</li></ul>"Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition.”<br />HENRY MITZBERG<br />
  28. 28. ORG. Performance I<br />Feedforward control<br />Tools for measuring organizational performance<br /><ul><li>This way prevents problems before it takes place before the actual activity
  29. 29. Example: the scheduled e preventive maintenance programs on aircraft
  30. 30. This tool requires timely and accurate information that isn’t always easy to get.</li></ul>Concurrent control:<br /><ul><li> Focus on what happens during the work process. Sometimes called steering controls, they monitor ongoing operations and activities to make sure that things are being done correctly</li></ul>Feedback control<br /><ul><li>The control takes place after the activity is done
  31. 31. The major problem with this type of control that by the time the manager has the
  32. 32. Information, the problems have already occurred which lead to waste of time and money</li></li></ul><li>ORG. Performance II<br />Balanced scorecard<br />Tools for measuring organizational performance<br /><ul><li>It is used to evaluate organizational performance from more than just a financial perspective.
  33. 33. It typically looks at four areas that contribute to a company's performance : finances , customers , internal processes , and people/innovation/growth assets.</li></ul>Financial control:<br /><ul><li>The main concept is that every business wants to earn profit and to achieve this goal some financial controls need to done quarterly or annually according to the management agreement
  34. 34. Such as: liquidity, leverage, activity, profitability, budgets</li></ul>Information controls<br /><ul><li>Managers need the right information at the right information at the right time and in the right amount to monitor and measure organizational activities and performance</li></li></ul><li>A management information system (MIS) <br /><ul><li>Is a system used to provide managers with needed information on a regular basis.
  35. 35. This can be done manually or computerized</li></li></ul><li>A management information system (MIS) <br /><ul><li>Is a system used to provide managers with needed information on a regular basis.
  36. 36. This can be done manually or computerized</li></li></ul><li>Contemporary methods in Controlling!<br />
  37. 37. Contemporary Methods<br />Adjusting control from cultural difference<br /><ul><li>The differences are primarily in the measurement and the corrective action steps of the control process.
  38. 38. Technology impact on control must be taken into consideration when comparing advanced nations with less technologically advanced countries
  39. 39. Managers in foreign countries must be aware of constraints on corrective actions they make.
  40. 40. Some countries law prohibits closing facilities, laying off employees, taking money out of the country…etc.</li></li></ul><li>Work Place Concerns<br />The work place concerns<br />Work Place Theft<br /><ul><li>Employee theft is defined as any unauthorized taking if company property by employees for their personal use
  41. 41. 85 % of all organizational theft and fraud is committed by employees not outsiders
  42. 42. The concept of feedforward, concurrent and feedback control is useful for identifying measures to reduce employee theft</li></ul>Work place privacy<br /><ul><li>Why do managers need to monitor what employees are doing (computer & phones usage)?
  43. 43. The fact that employees are hired to work not to surf the web, check stock prices, chat, see videos...Etc. which lead to massive cost due to the lost productivity.
  44. 44. Managers don’t want to risk being sued for creating a hostile workplace environment because of offensive messages or inappropriate images on a coworker screen.
  45. 45. Managers want to be sure that employees are not passing information on to others who could use it to harm the company.</li></li></ul><li>Work Place Concerns<br />The work place concerns<br />Work place Violence<br /><ul><li>This occurs because employees feel stress due to job uncertainties, declining values of retirement accounts, long hours, information overloaded, unrealistic deadlines and uncaring managers.
  46. 46. Other experts described dangerously dysfunctional work environments are characterized by the following:
  47. 47. Employee work driven by numbers , time and crises
  48. 48. Rapid and unpredictable change
  49. 49. Destructive communication style
  50. 50. Defensive attitude
  51. 51. Double standards in terms of policies , procedures and training opportunities
  52. 52. Low attempt from managers to encourage emotionally troubled employees
  53. 53. Repetitive and boring work with no chance with doing something else
  54. 54. Bad environment in terms of temperature, air quality, overcrowded spaces, noise levels and excessive over time.</li></li></ul><li>Controlling & Customers<br />Why controlling is important for customer interactions?<br /><ul><li>The level of employee service productivity and service quality influences customer perception of service values.
  55. 55. When service quality is high, it has a positive impact on customer satisfaction, which leads to customer loyalty. And customer loyalty improves organizational revenue growth and profitability</li>

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