importance of controlling
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The document is a PowerPoint presentation that discusses controlling and organizing functions. It defines controlling as taking necessary measures to ensure achievement of organizational goals. The controlling process involves establishing standards, measuring performance, comparing performance to standards, analyzing deviations, and taking corrective actions. Organizing is defined as identifying activities, grouping related jobs, establishing departments, assigning duties, and developing reporting relationships. The functions of controlling and organizing help achieve goals, ensure efficiency, improve motivation, and facilitate coordination within an organization.
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This ppt covers the following points :-
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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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Compensation Management importance and factors influencing compensation
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Controlling 2 ppt
Controlling is a managerial function that involves establishing performance standards, measuring actual performance, comparing the two to analyze deviations, and taking corrective actions. The key steps in controlling are establishing standards, measuring performance, comparing performance to standards, identifying the causes of deviations, and correcting deviations through actions like changing plans, tasks, techniques, structure, or facilities. Controlling is important for adjusting operations, verifying policies, ensuring managerial responsibility and accountability, applying psychological pressure to improve performance, coordinating actions, and achieving organizational efficiency and effectiveness.
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Art of Controlling - Principles of Management
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Controlling involves measuring performance against standards, identifying deviations, and taking corrective actions. The chapter discusses the definition, nature, and process of controlling. It also covers characteristics of effective control, types of control for different purposes, common control methods like budgets and reports, and how accounting concepts and techniques can be used as control devices for areas like quality, production, and inventory. The overall goal of controlling is to ensure activities stay on track according to plans.
Unit 7 controlling
This document discusses the concepts of controlling and the relationship between planning and controlling. It defines controlling as a process of monitoring performance and taking action to ensure desired results. Controlling is a continuous, dynamic, action-oriented, and forward-looking process exercised at all levels of management. The key steps in controlling are establishing objectives and standards, measuring actual performance, comparing results to objectives, identifying deviations, and taking corrective action. Planning precedes controlling and provides the basis for it, while controlling ensures plans are implemented properly and kept on track. Planning and controlling are interdependent and mutually reinforcing functions.
Controlling
Controlling involves evaluating and regulating ongoing activities to ensure goals are achieved. It provides indications of performance relative to goals and a mechanism to adjust performance. Control is important for managing people and resources, coping with uncertainty, and planning. There are different levels of control including strategic, tactical, and operational control. The control process involves establishing standards, measuring performance, comparing to standards, correcting deviations, and changing standards if needed. Effective control is integrated with planning, flexible, accurate, timely, and objective. Common control techniques include financial control using statements, ratios, and budgets, as well as quality, inventory, and structural controls.
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Controlling is a fundamental management function that involves setting performance standards, measuring actual performance, comparing results to standards, analyzing deviations, and taking corrective action. It is important for accomplishing organizational goals, making efficient use of resources, improving employee motivation, and ensuring order and discipline. Traditional control techniques include budgetary control and break-even analysis, while modern techniques include zero-based budgeting, responsibility accounting, and PERT and CPM analysis.
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Elements of organizing
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1. The document discusses the organizing function of management according to various authors and theories. It describes organizing as establishing roles, coordination, and structure within an organization.
2. Key aspects of organizing covered include departmentalization, chains of command, spans of control, and centralization vs. decentralization. Formal and informal organization structures are also compared.
3. The organizing process involves considering plans and goals, determining tasks, grouping tasks, designing reporting relationships, and staffing roles. Organizational structures define relationships and help achieve organizational goals.
Controlling (Principles of Management)
Group 8 is led by Cristobal Dennisse Ann and includes Janica Marie Cusipag, Ricky Mae Cardenas, Jenny Dela Cruz, and Sherrie Dorio. The document defines controlling and the controlling subsystem. It explains the three main steps in the controlling process: 1) measuring performance, 2) comparing measured performance to standards, and 3) taking corrective action. It also discusses power and how managers can increase their personal power within an organization.
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Controlling is an ongoing process that involves establishing performance standards, measuring actual performance, comparing the two, and taking corrective actions. It helps management ensure goals are achieved efficiently by minimizing deviations. Planning and controlling are closely related, with planning defining goals and controlling monitoring their achievement. Various control tools and techniques can be used for financial, quality, marketing, human resource, and information technology functions.
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Managers use control systems to monitor performance and ensure that organizational strategies and structures are working effectively. There are three types of control - feedforward, concurrent, and feedback. Feedforward control aims to anticipate problems, concurrent control addresses issues as they arise, and feedback control examines past performance to inform future actions. Effective control involves setting standards, measuring performance, comparing results to standards, and taking corrective action when needed. Control can also happen through financial targets, direct supervision, rules and procedures, and developing an organizational culture with shared values and norms.
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Controlling and Its Meaning, Nature, Importance,Elements,Process.
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This document defines and discusses the concept of controlling in management. It provides definitions of controlling from various authors and outlines the nature, importance, elements of the control cycle, differences between planning and control, the controlling process, and types of control. In summary:
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This document discusses building employee trust during the implementation of a performance management system like the balanced scorecard (BSC) at an organization. It proposes a trust-building model to gain employee participation and acceptance of changes brought by a new system. The model was successfully applied during implementation of the BSC at a mining company in Zimbabwe. Building trust is crucial for change management. The model focuses on consistency, transparency, and addressing employee concerns to develop trust on the dimensions of capability, commitment, consistency, benevolence, dedication and ethics.
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importance of controlling
- 1. PowerPoint by OPTIMISTIC GROUP DIVYANSH,MANAN,SHIVENDRA SANIL,GAURAV,SYED © 2006 Prentice Hall 8-1
- 2. © 2006 Prentice Hall 8-2
- 3. CONTROLLING is a very important function .it is concerned with taking necessary measures or preventive actions to ensure achievement of organisational goal. Controlling in simple words, Determine the behaviour or supervise the running of . © 2006 Prentice Hall 8-3
- 4. ESTABLISHING STANDARDS MEASURING OF PERFORMANCE COMPARING PERFORMANCE WITH STANDARDS ANALYSING DEVIATIONS TAKING CORRECTIVE ACTIONS © 2006 Prentice Hall 8-4
- 5. ESTABLISHING STANDARDS Standard means target or yardstick against which performance is measured . MEASURING OF PERFORMANCE After stetting up of standards the performance of the employees is measured by evaluating the actual work done by employees. COMPARE PERFOMANCE AGAINST STANDARD After measuring the performance the manager compares the actual performance with the planned performance and standards. © 2006 Prentice Hall 8-5
- 6. ANALYSING DEVIATION All deviations need not be brought to the noticed to top management. TAKING CORRECTIVE MEASURES On comparing the actual performance with the planned performance, the manager will come to know about the deviations between the plan and actual performance. © 2006 Prentice Hall 8-6
- 7. © 2006 Prentice Hall 8-7
- 8. ORGANISING can be defined as “identifying and grouping different activities in organisation and bringing together the physical, financial resources to establish most productive relation for the achievement of specific goal organisation”. © 2006 Prentice Hall 8-8
- 9. PROCESS..... GROUPING ESTABLISHING DIVISION OF THE JOBS & ASSIGNMET REPORTING WORK DEPARTMEN OF DUTIES RELATIONSHIP TATION © 2006 Prentice Hall 8-9
- 10. DIVISION OF WORK THE organising function being with the division of total work into smaller units. GROUPING THE JOBS & DEPARTMENTALISATION After dividing the work in smaller jobs, related & similar jobs are grouped together & put under one department. © 2006 Prentice Hall 8-10
- 11. ASSINGMENT OF DUTIES The work is assigned according to their ability. © 2006 Prentice Hall 8-11
- 12. © 2006 Prentice Hall 8-12
- 13. HELPS IN ACIEVING ORGANISATIONAL GOALS When all the activities are going according to plan then automatically these will direct towards achievement of organisational goal. JUDGING ACCURACY OF STANDARDS An accurate control system revises standards from time to time to match them with environmental changes. © 2006 Prentice Hall 8-13
- 14. MAKING EFFICIENT USE OF RESOURCES Each activity is performed according to predetermined standards , as a result there is most and effective use of resources. IMPROVING EMPLOYEE MOTIVATION An effective control system communicates the goals and standards of appraisal for employees to subordinates well in advance. © 2006 Prentice Hall 8-14
- 15. ENSURES ORDER AND DISCIPLINE Sharp control can have a check over dishonesty and fraud of employees. FACILITATE COORDINATION IN ACTION Control help to maintain equilibrium between means and ends. CONTROLLING HELPS IN IMPROVING THE PERFORMANCE OF THE EMPLOYEES Under controlling it is made sure that employees are aware of these duties and responsibilities very clearly. © 2006 Prentice Hall 8-15
- 16. CONTROLLING HELPS IN MINIMISING THE ERRORS Small errors or small mistakes may not seriously affects the organisation. © 2006 Prentice Hall 8-16
- 17. © 2006 Prentice Hall 8-17