PPT STEPS IN CONTROLLING
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This document outlines the steps in the controlling process: 1. Establish standards against which to measure performance. 2. Measure actual performance of individuals, groups, departments, or the entire enterprise. 3. Compare actual performance to standards to identify any deviations, analyze the causes of deviations, and take corrective actions as needed to align performance with plans.
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Control process
Control is an important management function that involves establishing standards, measuring performance against those standards, comparing the results, and taking corrective actions when needed. Setting plans and structures is not enough to ensure an organization is functioning properly. Control requires planning standards and organizational structures to be effective. The basic control process involves establishing standards based on factors like profitability and productivity. Performance is then measured and compared to the standards to identify any deviations. When deviations are found, corrective actions are taken to realign performance with the plans and standards. Control must be tailored to individual managers and flexible enough to adapt to changing circumstances. Barriers to effective control can include overemphasis on short-term goals and increased employee frustration with control activities.
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Control is the last function of management used to verify that operations align with plans and standards. It measures performance, identifies deviations, and takes corrective actions. PERT-CPM techniques map relationships between project events and activities to aid planning and controlling. Budgets are quantitative financial statements prepared in advance to coordinate work, forecast finances, and establish accountability for a defined period.
controlling - management
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
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Directing
Directing refers to the process of instructing, guiding, counseling, motivating and leading people in an organization to achieve its objectives. Directing is a continuous process that flows from top to bottom and initiates action. It integrates employee efforts, guides employees, facilitates change, and brings stability to an organization. The principles of directing include maximizing individual contribution, maintaining harmony of objectives, having a unity of command, effective managerial communication, using appropriate direction techniques, leveraging informal organizations, and exercising leadership through follow through. The key elements of direction are supervision, motivation, and leadership. Supervision is the process of guiding employee efforts and resources to accomplish goals.
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This document discusses span of control and organizational structures. It defines span of control as the number of people reporting to a single manager. A narrow span of control means fewer subordinates per manager, creating a taller organizational structure with more management levels, while a wide span of control creates a flatter structure. Tall structures allow for close supervision but slower decision-making, while flat structures are less costly, allow faster communication and decisions, but with potentially looser control over subordinates. Wider spans of control are generally more cost-effective due to requiring fewer managers.
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Control process
Control is an important management function that involves establishing standards, measuring performance against those standards, comparing the results, and taking corrective actions when needed. Setting plans and structures is not enough to ensure an organization is functioning properly. Control requires planning standards and organizational structures to be effective. The basic control process involves establishing standards based on factors like profitability and productivity. Performance is then measured and compared to the standards to identify any deviations. When deviations are found, corrective actions are taken to realign performance with the plans and standards. Control must be tailored to individual managers and flexible enough to adapt to changing circumstances. Barriers to effective control can include overemphasis on short-term goals and increased employee frustration with control activities.
Controlling in Management - Definition,Scope,Steps,Techniques
Control is the last function of management used to verify that operations align with plans and standards. It measures performance, identifies deviations, and takes corrective actions. PERT-CPM techniques map relationships between project events and activities to aid planning and controlling. Budgets are quantitative financial statements prepared in advance to coordinate work, forecast finances, and establish accountability for a defined period.
controlling - management
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
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The document discusses the three levels of management in an organization: top level management, middle level management, and lower level/supervisory management. It describes the roles and responsibilities at each level. Top level management focuses on planning, coordinating, and controlling overall activities. Middle level management implements plans and oversees departments. Lower level management directly oversees workers and operations.
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Directing refers to the process of instructing, guiding, counseling, motivating and leading people in an organization to achieve its objectives. Directing is a continuous process that flows from top to bottom and initiates action. It integrates employee efforts, guides employees, facilitates change, and brings stability to an organization. The principles of directing include maximizing individual contribution, maintaining harmony of objectives, having a unity of command, effective managerial communication, using appropriate direction techniques, leveraging informal organizations, and exercising leadership through follow through. The key elements of direction are supervision, motivation, and leadership. Supervision is the process of guiding employee efforts and resources to accomplish goals.
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The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization differentiates tasks among specialized units and integrates their work. Key aspects of an organization include a group working toward common objectives, division of labor, cooperative efforts, communication, central authority, rules, and a dynamic element. A sound organizational structure facilitates administration, encourages growth and innovation, ensures optimal resource use, and continuity of the enterprise. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
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Controlling in management
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Controlling ppt
Controlling is a management function that involves monitoring performance, ensuring desired results are achieved, and that individuals and groups work consistently with short and long term plans. It establishes objectives and standards, measures actual performance, compares results to objectives, and takes necessary corrective action. There are different types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external through direct managerial action. Organizational control systems include processes, policies, performance management, and compensation.
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This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
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The document discusses the processes of management. It defines management process as the interrelated social and technical functions that occur in a formal organization to accomplish goals through human and other resources. The key elements of management process are planning, organizing, directing, and controlling. Additional elements include motivating, coordinating, staffing, and communicating. Planning is the primary function, while controlling involves establishing standards, measuring performance, and taking corrective actions.
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This document provides an overview of management by objectives (MBO). It defines MBO as a process where managers establish objectives for their departments that are consistent with overall organizational goals. Key steps in the MBO process include setting specific and measurable goals, establishing review periods, and evaluating performance. The benefits of MBO include improved planning, accountability, and motivation of employees. Some limitations are that MBO can be time-consuming and require competent managers to implement successfully.
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Direct supervision and observation is the oldest technique of controlling where the supervisor directly observes employees and solves problems. This allows the supervisor to get first-hand information and a better understanding of the workers. Financial statements like the profit and loss account and balance sheet are prepared and used to control the organization by comparing current figures to previous years' figures. Budgetary control is done through budgets for all aspects of the business by a budget committee to facilitate planning and control. Break-even analysis finds the point where there is no profit or loss to evaluate performance and take corrective actions.
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This document discusses six key elements of organizational structure: work specialization, departmentalization, centralization and decentralization, chain of command, span of control, and formalization. It focuses on explaining chain of command and span of control. Chain of command establishes clear reporting relationships within an organization based on authority and responsibility. Span of control refers to the number of subordinates a manager can effectively oversee, which varies depending on the type and complexity of work. The document also discusses organizational charts, advantages and disadvantages of structure, and introduces the concept of Holacracy as an alternative organizational model.
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This document discusses leadership styles and their definitions. It defines leadership as influencing others towards goals and outlines three main styles: autocratic, where the leader makes all decisions; democratic, where the leader involves others in decision making; and laissez-faire, where the leader gives employees freedom to make decisions. It compares the styles and notes that the best style depends on the situation, employees, and leader's abilities. Factors like tasks, traditions, employees and time influence which style is most effective.
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Controlling ppt
Controlling is a key managerial function that involves establishing standards, measuring performance, comparing results to standards, and taking corrective action. It is a continuous process of monitoring performance, identifying variances, and ensuring objectives are met according to plan. The control process includes establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action when needed. Control can happen at different times - preliminary controls anticipate problems, concurrent controls monitor ongoing work, and feedback controls examine end results. Traditional control techniques include personal observation and statistical reports, while modern techniques include management information systems and program evaluation review techniques.
Objectives of management
This document discusses objectives, vision, mission, goals, and strategies in management. It defines objectives as commitments to achieve measurable results by deadlines. Vision is a company's long-term goal, while mission outlines its business and customers. Goals and objectives are interchangeably used targets like profit, growth, and social responsibility. Strategy is a company's plan to outperform rivals. The document also describes Management by Objectives (MBO) as integrating managerial activities toward objectives. The MBO cycle includes setting objectives, developing action plans, periodic review, and performance appraisal. Effective MBO implementation requires supportive culture, commitment from leadership, and being suitable for the organization. Motivation principles incorporate participation, feedback, reciprocal interests,
Directing ppt
The document discusses the managerial function of directing. It compares directing to a teacher guiding students in a classroom by leading them to their goals through discipline, inspiration, and guidance. Directing involves supervision, communication, motivation, and leadership to ensure employees perform their jobs well and organizational goals are achieved. Key elements of directing include communication, supervision, motivation, and leadership. Communication involves transmitting information from managers to employees. Supervision ensures employees perform work as instructed through guidance and problem solving. Motivation inspires employees to maximize their capabilities and achieve objectives.
Meaning,nature,scope,process of management & approaches of a system
This document provides an overview of management concepts including:
- Definitions of management from various thinkers such as Fayol and Drucker.
- The five functions of management as planning, organizing, staffing, directing, and controlling.
- Descriptions of different management levels from top to middle to lower.
- An explanation of the system approach to management, describing organizations as open systems that interact with their environment.
Theories of organizational behaviour
Classical Organizational Theory, Neoclassical Organizational Theory, Contingency Theory, Systems Theory
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This document provides an overview of different types of planning, their advantages, and limitations. It discusses strategic planning which covers long term goals over 3-5 years, and operational planning which focuses on short term goals under one year. Planning has advantages like facilitating management by objectives, minimizing uncertainties, improving coordination, and encouraging innovations. However, planning can also be costly, time consuming, provide a false sense of security given uncertainties, and be challenging with rapid changes. The document aims to educate on various aspects of organizational planning.
Directing as management function
The document discusses several key concepts in management including directing, communication, motivation, and leadership. It defines directing as guiding subordinates towards organizational goals through activities like supervision and inspiration. Communication is defined as the exchange of information between two or more people. Motivation is described as impelling people to action by addressing their needs and incentives. Leadership is the ability to guide followers voluntarily through influence rather than coercion towards achieving goals.
Elements of management
Management is the science of making people and resources productive.
It is the process of planning, organizing, directing and controlling the available resources of the organization to achieve its goals and objectives.
Fasna
This document outlines the steps in the controlling process:
1. Establish standards against which to measure performance.
2. Measure actual performance of individuals, departments, or the whole enterprise.
3. Compare actual performance to standards to identify any deviations. If deviations exist, identify the causes such as errors in planning or defective implementation.
4. Take corrective actions based on the identified causes to ensure performance meets the established standards according to plan.
Performance appraisal
The document discusses issues with performance appraisal systems and ways they can be improved. It notes that studies have found widespread dissatisfaction among employees and managers with existing appraisal systems. However, the document also states that performance appraisals can be made more effective by precisely defining performance dimensions, incorporating feedback to address situational factors, and using multiple raters to reduce biases. It provides recommendations for designing an appraisal system, such as determining the measurement approach, rater selection, and process characteristics. The goal is to create a system that can both accurately evaluate performance and support employee development.
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Controlling in management
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Controlling ppt
Controlling is a management function that involves monitoring performance, ensuring desired results are achieved, and that individuals and groups work consistently with short and long term plans. It establishes objectives and standards, measures actual performance, compares results to objectives, and takes necessary corrective action. There are different types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external through direct managerial action. Organizational control systems include processes, policies, performance management, and compensation.
Controlling process
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Controlling
Controlling refers to measuring performance against standards, identifying deviations, and taking corrective actions. It involves setting standards, measuring actual performance, comparing performance to standards, analyzing deviations, and making corrections. Controlling and planning are interrelated functions - planning provides the basis for standards while controlling improves future planning. The process of controlling involves ongoing measurement, evaluation, and adjustment to ensure organizational goals are achieved.
Concept & Nature of Management
Management involves coordinating resources like money, people, equipment and procedures to achieve organizational goals. It is defined by several experts as the process of planning, organizing, staffing, directing and controlling the efforts of organizational members and using all available resources to achieve defined objectives. The key functions of management include planning, organizing, staffing, directing, coordinating, reporting and budgeting. Management operates at different levels in an organization and involves decision making, communication, motivation and control. It is considered both an art and a science as it involves both theoretical principles and practical skills in getting work done through others.
Processes of management
The document discusses the processes of management. It defines management process as the interrelated social and technical functions that occur in a formal organization to accomplish goals through human and other resources. The key elements of management process are planning, organizing, directing, and controlling. Additional elements include motivating, coordinating, staffing, and communicating. Planning is the primary function, while controlling involves establishing standards, measuring performance, and taking corrective actions.
MBO
This document provides an overview of management by objectives (MBO). It defines MBO as a process where managers establish objectives for their departments that are consistent with overall organizational goals. Key steps in the MBO process include setting specific and measurable goals, establishing review periods, and evaluating performance. The benefits of MBO include improved planning, accountability, and motivation of employees. Some limitations are that MBO can be time-consuming and require competent managers to implement successfully.
Techniques of controlling
Direct supervision and observation is the oldest technique of controlling where the supervisor directly observes employees and solves problems. This allows the supervisor to get first-hand information and a better understanding of the workers. Financial statements like the profit and loss account and balance sheet are prepared and used to control the organization by comparing current figures to previous years' figures. Budgetary control is done through budgets for all aspects of the business by a budget committee to facilitate planning and control. Break-even analysis finds the point where there is no profit or loss to evaluate performance and take corrective actions.
Chain of Command & Span of Control
This document discusses six key elements of organizational structure: work specialization, departmentalization, centralization and decentralization, chain of command, span of control, and formalization. It focuses on explaining chain of command and span of control. Chain of command establishes clear reporting relationships within an organization based on authority and responsibility. Span of control refers to the number of subordinates a manager can effectively oversee, which varies depending on the type and complexity of work. The document also discusses organizational charts, advantages and disadvantages of structure, and introduces the concept of Holacracy as an alternative organizational model.
Span of control in Management Concepts
INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
Leadership & styles
This document discusses leadership styles and their definitions. It defines leadership as influencing others towards goals and outlines three main styles: autocratic, where the leader makes all decisions; democratic, where the leader involves others in decision making; and laissez-faire, where the leader gives employees freedom to make decisions. It compares the styles and notes that the best style depends on the situation, employees, and leader's abilities. Factors like tasks, traditions, employees and time influence which style is most effective.
Elements of Management
This document provides an overview of the key elements of management that were presented by 5 individuals. It discusses the 5 major functions of management: planning, organizing, staffing, directing, and controlling. For each function, it provides brief explanations of their meanings and importance to the effective management of an organization. The overall summary aims to concisely define the essential elements and functions of management.
Controlling ppt
Controlling is a key managerial function that involves establishing standards, measuring performance, comparing results to standards, and taking corrective action. It is a continuous process of monitoring performance, identifying variances, and ensuring objectives are met according to plan. The control process includes establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action when needed. Control can happen at different times - preliminary controls anticipate problems, concurrent controls monitor ongoing work, and feedback controls examine end results. Traditional control techniques include personal observation and statistical reports, while modern techniques include management information systems and program evaluation review techniques.
Objectives of management
This document discusses objectives, vision, mission, goals, and strategies in management. It defines objectives as commitments to achieve measurable results by deadlines. Vision is a company's long-term goal, while mission outlines its business and customers. Goals and objectives are interchangeably used targets like profit, growth, and social responsibility. Strategy is a company's plan to outperform rivals. The document also describes Management by Objectives (MBO) as integrating managerial activities toward objectives. The MBO cycle includes setting objectives, developing action plans, periodic review, and performance appraisal. Effective MBO implementation requires supportive culture, commitment from leadership, and being suitable for the organization. Motivation principles incorporate participation, feedback, reciprocal interests,
Directing ppt
The document discusses the managerial function of directing. It compares directing to a teacher guiding students in a classroom by leading them to their goals through discipline, inspiration, and guidance. Directing involves supervision, communication, motivation, and leadership to ensure employees perform their jobs well and organizational goals are achieved. Key elements of directing include communication, supervision, motivation, and leadership. Communication involves transmitting information from managers to employees. Supervision ensures employees perform work as instructed through guidance and problem solving. Motivation inspires employees to maximize their capabilities and achieve objectives.
Meaning,nature,scope,process of management & approaches of a system
This document provides an overview of management concepts including:
- Definitions of management from various thinkers such as Fayol and Drucker.
- The five functions of management as planning, organizing, staffing, directing, and controlling.
- Descriptions of different management levels from top to middle to lower.
- An explanation of the system approach to management, describing organizations as open systems that interact with their environment.
Theories of organizational behaviour
Classical Organizational Theory, Neoclassical Organizational Theory, Contingency Theory, Systems Theory
Plannning and Types of planning
This document provides an overview of different types of planning, their advantages, and limitations. It discusses strategic planning which covers long term goals over 3-5 years, and operational planning which focuses on short term goals under one year. Planning has advantages like facilitating management by objectives, minimizing uncertainties, improving coordination, and encouraging innovations. However, planning can also be costly, time consuming, provide a false sense of security given uncertainties, and be challenging with rapid changes. The document aims to educate on various aspects of organizational planning.
Directing as management function
The document discusses several key concepts in management including directing, communication, motivation, and leadership. It defines directing as guiding subordinates towards organizational goals through activities like supervision and inspiration. Communication is defined as the exchange of information between two or more people. Motivation is described as impelling people to action by addressing their needs and incentives. Leadership is the ability to guide followers voluntarily through influence rather than coercion towards achieving goals.
Elements of management
Management is the science of making people and resources productive.
It is the process of planning, organizing, directing and controlling the available resources of the organization to achieve its goals and objectives.
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Meaning,nature,scope,process of management & approaches of a system
Meaning,nature,scope,process of management & approaches of a system
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Fasna
This document outlines the steps in the controlling process:
1. Establish standards against which to measure performance.
2. Measure actual performance of individuals, departments, or the whole enterprise.
3. Compare actual performance to standards to identify any deviations. If deviations exist, identify the causes such as errors in planning or defective implementation.
4. Take corrective actions based on the identified causes to ensure performance meets the established standards according to plan.
Performance appraisal
The document discusses issues with performance appraisal systems and ways they can be improved. It notes that studies have found widespread dissatisfaction among employees and managers with existing appraisal systems. However, the document also states that performance appraisals can be made more effective by precisely defining performance dimensions, incorporating feedback to address situational factors, and using multiple raters to reduce biases. It provides recommendations for designing an appraisal system, such as determining the measurement approach, rater selection, and process characteristics. The goal is to create a system that can both accurately evaluate performance and support employee development.
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This document discusses controlling and evaluation mechanisms in nursing management. It outlines the six steps of controlling as establishing performance standards, conducting job analyses, monitoring and measuring performance, comparing performance to standards, taking corrective action, and using preventative methods like coaching. Evaluation ensures quality of care, establishes comparisons, and promotes self-monitoring and improvement. Effective control focuses on critical factors, integrates with processes, gains employee acceptance, provides timely information economically, and is accurate and comprehensible. Performance appraisal is a key control process that evaluates employees against standards for compensation, career planning, feedback, training, and human resource planning. Establishing appropriate standards and effectively evaluating performance against those standards is essential for controlling in nursing management.
Eap 4
Hiring for fit, conducting thorough job analyses, and validating assessments can help organizations reduce turnover and increase sales productivity. Validation is the process of ensuring assessments accurately predict job performance by linking them to job requirements and measuring how employee assessment results correlate with actual job performance. Developing effective and legally defensible selection processes involves job analysis, identifying necessary competencies, choosing valid assessments, and ensuring the overall system is empirically tied to higher performance and retention.
Management controls
Control involves monitoring activities to ensure goals are met and correcting deviations. There are three approaches to control systems: market, bureaucratic, and clan. The control process involves measuring performance, comparing to standards, and taking action on deviations. Effective control is accurate, timely, flexible, and emphasizes exceptions. Contingency factors like organization size affect control design. Controls can become dysfunctional if unfocused, incomplete, or inflexible. Quality, inventory, financial, and human resource controls are used.
Audit procedures
Analytical procedures and two basic audit approaches - systems based approach and direct substantive testing - are commonly used in audits. Analytical procedures involve analyzing financial ratios and trends to identify unexpected fluctuations. The systems based approach relies on evaluating internal controls, while direct substantive testing gathers evidence through examining transactions without relying on controls. Both approaches use procedures like analytical reviews, sampling, confirmations, and documentation to gather evidence and assess audit risk. The level of substantive testing required depends on the risks identified and whether controls can be relied upon.
Controlling
The document discusses the concept of control in management. It defines control as measuring and correcting performance to ensure goals are met. Key aspects of control include setting standards, measuring performance, comparing results to standards, and taking corrective actions. Control helps organizations operate efficiently and achieve their objectives by monitoring performance and addressing any deviations. Various control techniques are outlined, including different types of standards, comparisons, and corrective actions.
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PPT STEPS IN CONTROLLING
- 1. PowerPoint Presentation STEPS IN CONTROLLING Prepared by: SHAIJU V
- 2. 2 CONTROLLING “ CONTROLLING IS DETERMINING WHAT IS BEING ACCOMPLISHED, THAT IS EVALUATING THE PERFORMANCE AND,IF NECESSARY APPLYING CORRECTIVE MEASURES SO THAT PERFORMANCE TAKES PLACE ACCORDING TO PLAN”
- 3. 3 STEPS IN CONTROL PROCESS 1. ESTALISHMENT OF STANDARDS 2. MEASUREMENT OF PERFORMANCE 3. COMPARING ACTUAL PERFORMANCE WITH THE STANDARDS 4. IDENTIFYING THE CAUSES OF DEVIATIONS 5. TAKING CORRECTIVE ACTION
- 4. 4 ESTABLISHMENT OF STANDARDS A STANDARD ACT AS A REFERENCE LINE OR A BASIS OF EVALUATION OF ACTUAL PERFORMANCE. IT SERVE AS A TEST OF PERFORMANCE
- 5. 5 MEASUREMENT OF PERFORMANCE MEASUREMENT OF PERFORMANCE OF VARIOUS INDIVIDUALS, GROUPS, DEPARTMENTS OR THE WHOLE ENTERPRISE. IT MEANS THE EVALUATION OF WORK DONE AND RESULT ACHIEVED
- 6. 6 COMPARING ACTUAL PERFORMANCE WITH THE STANDARDS IT INVOLVE TWO STEPS 1. FINDING THE EXTENT OF DEVIATIONS 2. IDENTIFYING THE CAUSES OF DEVIATIONS
- 7. 7 IDENTIFYING THE CAUSES OF DEVIATION A DETAILED ANALYSIS IS MADE OF THE CAUSES RESPONSIBLE FOR SUCH DEVIATION. THE DEVIATION MAY BE DUE TO ERRORS IN PLANNING, DEFECTIVE IMPLEMENTATION, CARELESS OPERATIVE PERFORMANCE ETC……….
- 8. 8 TAKING CORRECTIVE ACTION CORRECTIVE ACTIONS ARE INITIATED ON THE BASIS OF FACTORS CAUSING DEVIATIONS FROM STANDARDS
- 9. 9 THANK YOU
- 10. 9 THANK YOU