The document discusses various techniques for measuring and managing organizational performance, including control systems, benchmarking, and management by objectives. It begins by defining control as the process by which an organization ensures its plans are effectively carried out. It then covers topics such as establishing standards, measuring performance, comparing results to standards, and taking corrective actions. Benchmarking is defined as assessing performance against other organizations to analyze and improve. Management by objectives involves setting goals, planning work to achieve them, and reviewing results. The document provides details on implementing and applying these performance management techniques in organizations.
This document discusses control systems and what characteristics a good control system should provide. It defines a control system as a system that gathers and uses information to evaluate organizational performance and resources. A good control system provides accuracy, timeliness, flexibility, acceptability, and economic feasibility. It also discusses the importance of control systems in avoiding corporate failures and ensuring long-term success.
The document discusses the control process in food and beverage management. It defines control as a process used by managers to direct actions to achieve goals. Control techniques discussed include establishing standards, procedures, training, observation/correction, record keeping, disciplining employees, preparing budgets, and analyzing cost/benefit ratios of control measures. The document provides examples of various types of standards, budgets, and control measures that can be implemented.
Control involves setting standards, measuring performance against those standards, and taking corrective action when needed. It is an important managerial function that helps ensure goals are achieved as planned. Control can take various forms, including feedback control which looks at outputs after the fact, concurrent control which monitors activities as they occur, and feedforward control which regulates inputs upfront to prevent issues. The key aspects of any control system are setting measures, comparing to standards, analyzing deviations, and correcting as necessary.
Controlling is one of the key managerial functions along with planning, organizing, staffing and directing. It helps check for errors and take corrective actions to ensure goals are achieved as planned. Control is an ongoing process that compares actual performance to plans at each level of the organization. The four basic elements of an effective control system are: the characteristic or condition being controlled, a sensor to measure it, a comparator to evaluate deviations from plans, and an activator to initiate corrective actions. While control aims to improve performance, human resistance to change must be overcome through clear communication, trust-building, realistic standards, and focusing on outcomes rather than processes.
This document discusses the process of controlling in management. It defines controlling as measuring performance against standards and taking corrective action when needed. The key steps in the controlling process are: 1) Establishing standards of measurement, 2) Measuring actual performance, 3) Comparing actual performance to standards, 4) Analyzing causes of deviation, and 5) Taking corrective action. The document also discusses different types of controls like feed-forward, concurrent, and feedback controls and prerequisites for an effective control system like being simple, objective, and flexible.
Many manufactured products can have a significant impact on the well-being of consumers. As such, it stands to reason that stringent requirements and standards be set firmly in place for their manufacture.
System & process 0 f contrilling (chpt 18)Chandan58
The document discusses the principles of management control systems and processes. It defines controlling as measuring and correcting performance to ensure objectives are accomplished. The basic control process has three steps: establishing standards, measuring against standards, and correcting variations. Critical control points refer to key performance indicators that are crucial to evaluate performance against plans, such as physical, cost, capital and revenue standards. Effective controls also use feedback and feedforward systems to monitor performance and address issues before they arise.
Essentials of an efficient control systemAshit Malik
An efficient control system focuses on accomplishing organizational goals and needs. It is forward-looking to identify future plans and situations that require new plans. An effective control system detects and reports deviations promptly to allow for timely corrective actions. It also pays attention to human factors by motivating positive reactions and preventing mistakes rather than punishment. Additionally, a good control system is simple and understandable so that all managers can use it effectively.
This document discusses control systems and what characteristics a good control system should provide. It defines a control system as a system that gathers and uses information to evaluate organizational performance and resources. A good control system provides accuracy, timeliness, flexibility, acceptability, and economic feasibility. It also discusses the importance of control systems in avoiding corporate failures and ensuring long-term success.
The document discusses the control process in food and beverage management. It defines control as a process used by managers to direct actions to achieve goals. Control techniques discussed include establishing standards, procedures, training, observation/correction, record keeping, disciplining employees, preparing budgets, and analyzing cost/benefit ratios of control measures. The document provides examples of various types of standards, budgets, and control measures that can be implemented.
Control involves setting standards, measuring performance against those standards, and taking corrective action when needed. It is an important managerial function that helps ensure goals are achieved as planned. Control can take various forms, including feedback control which looks at outputs after the fact, concurrent control which monitors activities as they occur, and feedforward control which regulates inputs upfront to prevent issues. The key aspects of any control system are setting measures, comparing to standards, analyzing deviations, and correcting as necessary.
Controlling is one of the key managerial functions along with planning, organizing, staffing and directing. It helps check for errors and take corrective actions to ensure goals are achieved as planned. Control is an ongoing process that compares actual performance to plans at each level of the organization. The four basic elements of an effective control system are: the characteristic or condition being controlled, a sensor to measure it, a comparator to evaluate deviations from plans, and an activator to initiate corrective actions. While control aims to improve performance, human resistance to change must be overcome through clear communication, trust-building, realistic standards, and focusing on outcomes rather than processes.
This document discusses the process of controlling in management. It defines controlling as measuring performance against standards and taking corrective action when needed. The key steps in the controlling process are: 1) Establishing standards of measurement, 2) Measuring actual performance, 3) Comparing actual performance to standards, 4) Analyzing causes of deviation, and 5) Taking corrective action. The document also discusses different types of controls like feed-forward, concurrent, and feedback controls and prerequisites for an effective control system like being simple, objective, and flexible.
Many manufactured products can have a significant impact on the well-being of consumers. As such, it stands to reason that stringent requirements and standards be set firmly in place for their manufacture.
System & process 0 f contrilling (chpt 18)Chandan58
The document discusses the principles of management control systems and processes. It defines controlling as measuring and correcting performance to ensure objectives are accomplished. The basic control process has three steps: establishing standards, measuring against standards, and correcting variations. Critical control points refer to key performance indicators that are crucial to evaluate performance against plans, such as physical, cost, capital and revenue standards. Effective controls also use feedback and feedforward systems to monitor performance and address issues before they arise.
Essentials of an efficient control systemAshit Malik
An efficient control system focuses on accomplishing organizational goals and needs. It is forward-looking to identify future plans and situations that require new plans. An effective control system detects and reports deviations promptly to allow for timely corrective actions. It also pays attention to human factors by motivating positive reactions and preventing mistakes rather than punishment. Additionally, a good control system is simple and understandable so that all managers can use it effectively.
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. The control process establishes objectives and standards, measures actual performance, compares results to the objectives and standards, and takes necessary action. There are various types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external involving direct managerial action. Organizations use various control systems like policies and procedures, compensation, and information systems to monitor performance and ensure objectives are met.
Controlling is the process of monitoring organizational activities to ensure they are accomplished as planned and taking corrective actions for any deviations. It is a forward-looking, continuous process exercised at all levels that helps ensure better performance, coordination, efficiency and effectiveness through establishing standards, measuring performance against those standards, and taking corrective action when needed. There are various techniques for controlling, including budgetary control, cost control, production planning and control, and non-budgetary techniques like return on investment analysis and management audits.
Controlling involves establishing standards, measuring performance against those standards, and correcting any deviations. Standards can be managerial, technical, related to products, processes, or regulations. Critical point standards focus on quality, revenue, time, quantity, cost, and capital. Principles of controlling include having a purpose for control, being future-directed, assigning responsibility, being efficient, being preventative, reflecting plans, being suitable to the organization, being individualized, using standards, focusing on critical points, addressing exceptions, and being flexible with the ability to take action.
The Critical KPI to drive Manufacturing ProductivityJason Corder
A net reduction in cost of operations directly and positively affects the bottom line. Companies can boost revenue without sacrificing profitability by factoring in long-term debt-to capital ratio. Since finance puts a premium on a company’s ability to maximize productivity and use existing assets, you have to continually measure, analyze, and adjust your processes. This is accomplished by a rigorous practice of productivity gains, cost cutting with increased efficiencies, and maximizing returns on fixed assets.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important as the final step in management, to empower employees, and protect the workplace.
The Critical KPI to Drive Manufacturing ProductivityCorey Vodvarka
This document provides an introduction to Overall Equipment Effectiveness (OEE), a methodology for measuring manufacturing productivity. OEE is calculated as the product of availability, performance, and quality percentages. World-class OEE is considered to be 85% or higher, achieved through availability of 90%, performance of 95%, and quality of 99.9%. The document discusses how to calculate OEE and its components, common loss events, and the importance of scrutinizing each component individually and together to improve productivity.
This document provides an introduction to process dynamics and control. It discusses key topics including:
- The objectives of process control which are safety, production specifications, environmental regulations, operational constraints, and economics.
- The basic elements of a control system which are the process, sensor, controller, final control element, manipulated variable, process variable, and set point.
- An example of controlling temperature and liquid level in a stirred tank heater using feedback control and how this control system addresses disturbances.
- The importance of process control for reducing variability, ensuring safe and efficient operations, meeting regulations, and optimizing economics. Process control is needed to maintain processes within specified limits despite changing conditions.
This document outlines the key aspects of controlling as a managerial function. It defines controlling as ensuring everything is carried out according to plan. Effective controls have several important characteristics: they are accurate, timely, objective, focused on strategic points, economically realistic, organizationally realistic, coordinated with workflow, flexible, prescriptive, and accepted by members. The control process involves establishing standards and methods to measure performance, measuring performance, determining if it matches standards, and taking corrective action if needed. Types of controls include budgetary controls using budgets and non-budgetary controls. Strategic control focuses on future goals rather than past performance.
This document discusses key performance indicators (KPIs) for evaluating job performance. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common types of KPIs such as process, input, output, leading, and lagging KPIs. It also describes qualitative and quantitative KPIs. Steps are provided for creating a KPI system, and common mistakes to avoid, such as having too many KPIs or ones that do not change based on goals.
This document provides an overview of a course on advanced process control fundamentals. The course aims to understand concepts of advanced industrial process control. Topics covered include process dynamics and control, process modeling, solution of differential equations, advanced control configurations, nonlinear compensation, multivariable control, and distributed control systems. Prerequisites for the course are several introductory control systems courses. The first lecture provides an introduction to process dynamics and control, including modeling a process, process control objectives, and the first order dynamics of processes. Process modeling involves formulating material and energy balances, developing constitutive equations, and ensuring the appropriate degrees of freedom.
This document discusses control and the control process. It defines control as monitoring activities to ensure goals are accomplished as planned and correcting deviations. The control process has three steps: measuring performance, comparing to standards, and taking action. There are three types of control: feedforward, concurrent, and feedback. Qualities of effective control include being accurate, timely, and focusing on exceptions. Contemporary issues that affect control are workplace privacy, employee theft, and violence.
This document is a guide to achieving operational efficiency through best practices in operations and maintenance (O&M). It was prepared by Pacific Northwest National Laboratory for the Federal Energy Management Program. The guide consists of 11 chapters that cover topics such as why O&M is important, O&M management, computerized maintenance management systems, types of maintenance programs, predictive maintenance technologies, commissioning existing buildings, metering for O&M, and O&M ideas for major equipment types. The target audience includes federal O&M and energy managers.
The controlling process is a four step process that includes establishing standards, measuring performance, comparing actual performance to standards, and taking remedial actions. It is an ongoing process used to manage an organization. Standards are plans or targets that are measurable or non-measurable. Performance is measured through quantitative and qualitative methods and compared to established standards. Deviations are identified and causes analyzed to determine corrective actions needed.
This document discusses the controlling function of management. Controlling involves verifying whether organizational goals are achieved according to standards by comparing actual and standard performance and taking corrective actions. It helps management minimize deviations and achieve goals efficiently. The effectiveness of controlling depends on the efficiency of planning, as planning defines goals and objectives while controlling monitors their accomplishment. Controlling guides managers to monitor subordinates' performance and provide feedback to improve it.
Controlling is one of the most important management processes and involves determining if objectives have been achieved and if the objectives were appropriate. An effective control system links activities to organizational objectives and focuses on positive performance rather than blame. It also ensures employees understand expectations. Regular audits and feedback help evaluate performance and ensure improvements. Maintaining accurate records management manuals that describe policies, responsibilities, and procedures is crucial for effective control of records systems. The manuals should be tailored to an organization's needs and activities.
This document discusses various aspects of organizational control. It defines control as monitoring activities to ensure plans are followed and deviations are corrected. There are 4 steps to the control process: 1) establishing standards, 2) measuring performance, 3) comparing performance to standards, and 4) determining if corrective action is needed. Control occurs in different areas like physical, human, and financial resources. It also occurs at different levels like operations, financial, structural, and strategic. Effective control integrates planning, is flexible, accurate, timely, and objective.
This document discusses different types of controlling in management. It defines controlling as monitoring, comparing, correcting performance and taking action to ensure desired results. It then describes five levels of control: strategic, structural, operational, financial, and bureaucratic vs decentralized structural control. Strategic control involves checking premises and strategy. Structural control monitors organizational structure. Operational control regulates daily output. Financial control involves budgets, financial statements, and audits. Bureaucratic control uses hierarchy while decentralized control shares tasks and decisions.
Presentation management by Arsalan Sehro Arsalan Sehro
This document defines and describes management control systems and managerial control methods. It states that a management control system is a set of policies and procedures designed to ensure operations proceed according to plan. It then outlines the basic steps in a managerial control system - defining standards, measuring performance, and taking action. Finally, it discusses different managerial control methods including feedback control, concurrent control, feedforward control, financial control, quality control, inventory control, and budgeting.
Supervisory management - the process of control (relating to horticulture)thornec
Control is a continuous process that provides feedback to help organizations adapt to change, reduce errors, and cope with increasing complexity and size. The control process involves setting standards, measuring performance against those standards, evaluating any deviations, and correcting issues by improving performance, revising strategies, or adjusting standards. Effective control systems are integrated, flexible, accurate, timely, and simple. Control helps ensure organizations achieve their planned activities within budget.
This PPT contains defination of control of qulity, measures of quality, unit of measures of quality, self-control,the sensor, image of spreadsheet to explain sensor, image of measures drivers, difference between classic control and self-control etc in brief.
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. The control process establishes objectives and standards, measures actual performance, compares results to the objectives and standards, and takes necessary action. There are various types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external involving direct managerial action. Organizations use various control systems like policies and procedures, compensation, and information systems to monitor performance and ensure objectives are met.
Controlling is the process of monitoring organizational activities to ensure they are accomplished as planned and taking corrective actions for any deviations. It is a forward-looking, continuous process exercised at all levels that helps ensure better performance, coordination, efficiency and effectiveness through establishing standards, measuring performance against those standards, and taking corrective action when needed. There are various techniques for controlling, including budgetary control, cost control, production planning and control, and non-budgetary techniques like return on investment analysis and management audits.
Controlling involves establishing standards, measuring performance against those standards, and correcting any deviations. Standards can be managerial, technical, related to products, processes, or regulations. Critical point standards focus on quality, revenue, time, quantity, cost, and capital. Principles of controlling include having a purpose for control, being future-directed, assigning responsibility, being efficient, being preventative, reflecting plans, being suitable to the organization, being individualized, using standards, focusing on critical points, addressing exceptions, and being flexible with the ability to take action.
The Critical KPI to drive Manufacturing ProductivityJason Corder
A net reduction in cost of operations directly and positively affects the bottom line. Companies can boost revenue without sacrificing profitability by factoring in long-term debt-to capital ratio. Since finance puts a premium on a company’s ability to maximize productivity and use existing assets, you have to continually measure, analyze, and adjust your processes. This is accomplished by a rigorous practice of productivity gains, cost cutting with increased efficiencies, and maximizing returns on fixed assets.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important as the final step in management, to empower employees, and protect the workplace.
The Critical KPI to Drive Manufacturing ProductivityCorey Vodvarka
This document provides an introduction to Overall Equipment Effectiveness (OEE), a methodology for measuring manufacturing productivity. OEE is calculated as the product of availability, performance, and quality percentages. World-class OEE is considered to be 85% or higher, achieved through availability of 90%, performance of 95%, and quality of 99.9%. The document discusses how to calculate OEE and its components, common loss events, and the importance of scrutinizing each component individually and together to improve productivity.
This document provides an introduction to process dynamics and control. It discusses key topics including:
- The objectives of process control which are safety, production specifications, environmental regulations, operational constraints, and economics.
- The basic elements of a control system which are the process, sensor, controller, final control element, manipulated variable, process variable, and set point.
- An example of controlling temperature and liquid level in a stirred tank heater using feedback control and how this control system addresses disturbances.
- The importance of process control for reducing variability, ensuring safe and efficient operations, meeting regulations, and optimizing economics. Process control is needed to maintain processes within specified limits despite changing conditions.
This document outlines the key aspects of controlling as a managerial function. It defines controlling as ensuring everything is carried out according to plan. Effective controls have several important characteristics: they are accurate, timely, objective, focused on strategic points, economically realistic, organizationally realistic, coordinated with workflow, flexible, prescriptive, and accepted by members. The control process involves establishing standards and methods to measure performance, measuring performance, determining if it matches standards, and taking corrective action if needed. Types of controls include budgetary controls using budgets and non-budgetary controls. Strategic control focuses on future goals rather than past performance.
This document discusses key performance indicators (KPIs) for evaluating job performance. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common types of KPIs such as process, input, output, leading, and lagging KPIs. It also describes qualitative and quantitative KPIs. Steps are provided for creating a KPI system, and common mistakes to avoid, such as having too many KPIs or ones that do not change based on goals.
This document provides an overview of a course on advanced process control fundamentals. The course aims to understand concepts of advanced industrial process control. Topics covered include process dynamics and control, process modeling, solution of differential equations, advanced control configurations, nonlinear compensation, multivariable control, and distributed control systems. Prerequisites for the course are several introductory control systems courses. The first lecture provides an introduction to process dynamics and control, including modeling a process, process control objectives, and the first order dynamics of processes. Process modeling involves formulating material and energy balances, developing constitutive equations, and ensuring the appropriate degrees of freedom.
This document discusses control and the control process. It defines control as monitoring activities to ensure goals are accomplished as planned and correcting deviations. The control process has three steps: measuring performance, comparing to standards, and taking action. There are three types of control: feedforward, concurrent, and feedback. Qualities of effective control include being accurate, timely, and focusing on exceptions. Contemporary issues that affect control are workplace privacy, employee theft, and violence.
This document is a guide to achieving operational efficiency through best practices in operations and maintenance (O&M). It was prepared by Pacific Northwest National Laboratory for the Federal Energy Management Program. The guide consists of 11 chapters that cover topics such as why O&M is important, O&M management, computerized maintenance management systems, types of maintenance programs, predictive maintenance technologies, commissioning existing buildings, metering for O&M, and O&M ideas for major equipment types. The target audience includes federal O&M and energy managers.
The controlling process is a four step process that includes establishing standards, measuring performance, comparing actual performance to standards, and taking remedial actions. It is an ongoing process used to manage an organization. Standards are plans or targets that are measurable or non-measurable. Performance is measured through quantitative and qualitative methods and compared to established standards. Deviations are identified and causes analyzed to determine corrective actions needed.
This document discusses the controlling function of management. Controlling involves verifying whether organizational goals are achieved according to standards by comparing actual and standard performance and taking corrective actions. It helps management minimize deviations and achieve goals efficiently. The effectiveness of controlling depends on the efficiency of planning, as planning defines goals and objectives while controlling monitors their accomplishment. Controlling guides managers to monitor subordinates' performance and provide feedback to improve it.
Controlling is one of the most important management processes and involves determining if objectives have been achieved and if the objectives were appropriate. An effective control system links activities to organizational objectives and focuses on positive performance rather than blame. It also ensures employees understand expectations. Regular audits and feedback help evaluate performance and ensure improvements. Maintaining accurate records management manuals that describe policies, responsibilities, and procedures is crucial for effective control of records systems. The manuals should be tailored to an organization's needs and activities.
This document discusses various aspects of organizational control. It defines control as monitoring activities to ensure plans are followed and deviations are corrected. There are 4 steps to the control process: 1) establishing standards, 2) measuring performance, 3) comparing performance to standards, and 4) determining if corrective action is needed. Control occurs in different areas like physical, human, and financial resources. It also occurs at different levels like operations, financial, structural, and strategic. Effective control integrates planning, is flexible, accurate, timely, and objective.
This document discusses different types of controlling in management. It defines controlling as monitoring, comparing, correcting performance and taking action to ensure desired results. It then describes five levels of control: strategic, structural, operational, financial, and bureaucratic vs decentralized structural control. Strategic control involves checking premises and strategy. Structural control monitors organizational structure. Operational control regulates daily output. Financial control involves budgets, financial statements, and audits. Bureaucratic control uses hierarchy while decentralized control shares tasks and decisions.
Presentation management by Arsalan Sehro Arsalan Sehro
This document defines and describes management control systems and managerial control methods. It states that a management control system is a set of policies and procedures designed to ensure operations proceed according to plan. It then outlines the basic steps in a managerial control system - defining standards, measuring performance, and taking action. Finally, it discusses different managerial control methods including feedback control, concurrent control, feedforward control, financial control, quality control, inventory control, and budgeting.
Supervisory management - the process of control (relating to horticulture)thornec
Control is a continuous process that provides feedback to help organizations adapt to change, reduce errors, and cope with increasing complexity and size. The control process involves setting standards, measuring performance against those standards, evaluating any deviations, and correcting issues by improving performance, revising strategies, or adjusting standards. Effective control systems are integrated, flexible, accurate, timely, and simple. Control helps ensure organizations achieve their planned activities within budget.
This PPT contains defination of control of qulity, measures of quality, unit of measures of quality, self-control,the sensor, image of spreadsheet to explain sensor, image of measures drivers, difference between classic control and self-control etc in brief.
Controlling is the process of ensuring actual performance matches planned performance. It involves setting standards, measuring actual performance, comparing the two to identify deviations, analyzing the causes of deviations, and taking corrective actions. This helps accomplish organizational goals, judge standard accuracy, efficiently use resources, improve employee motivation, ensure order and discipline, coordinate activities, and support better decision making. However, controlling faces limitations like difficulty setting standards for intangibles, limited control over external factors, employee resistance, and high costs for small organizations. The controlling process consists of five steps - setting standards, measuring actual performance, comparing to standards, analyzing deviations, and taking corrective actions.
This document discusses controlling as a function of management. It outlines qualities of an effective control system including accuracy, timeliness, flexibility, acceptability, integrity, strategic placement, corrective action, and emphasis on exceptions. It also discusses types of controls including market, bureaucratic, and clan controls. Finally, it examines the control process including establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective action.
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.
Controlling is one of the key managerial functions that involves monitoring performance, comparing results to standards, and taking corrective actions. There are three main types of organizational control systems: output control using budgets and goals, behavioral control through direct supervision, and bureaucratic control via rules and procedures. Additionally, clan control focuses on shared values and norms to influence behavior within an organization. Effective control requires establishing standards, measuring performance, identifying deviations, and implementing appropriate actions to minimize variations from objectives.
Control is a key managerial function that involves setting performance standards, measuring actual performance against those standards, analyzing any deviations, and taking corrective actions. An effective control system is forward-looking, detects deviations promptly, focuses on critical points, is objective and flexible, and motivates improvement. Setting standards and measuring performance allows managers to identify gaps and ensure organizational goals are met.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important for linking planning to results, empowering employees, and protecting the workplace.
This document discusses measuring and improving maintenance performance. It introduces structured auditing as a method to evaluate maintenance systems using standardized factors and metrics. Key performance indicators can also be used and classified by input, output, and internal system measures. Benchmarking involves comparing performance to competitors and industry leaders to identify gaps and best practices for improvement. The key is establishing metrics, conducting regular audits and analysis, prioritizing deficiencies, implementing corrective actions, and continually measuring outcomes to drive maintenance performance improvement. Management commitment to continuous improvement is essential to sustaining this process.
This module discuss about Strategic Control, Strategic Control Process, Different Controlling Techniques, Operational Control-Budgeting, Scheduling, Key Success Factors, Benchmarking and Essentials of Effective Control System.
The document discusses controlling as a management function. It defines controlling as regulating organizational activities so that actual performance conforms to expected goals and standards. The controlling process involves establishing objectives and standards, measuring performance, comparing results to standards, and taking corrective actions. Common control techniques discussed include management by objectives, employee discipline systems, inventory control, and financial controls. The role of controlling in the management process and designing effective control systems is also examined.
control system , feed forward, preventive, profit & loss control& ROI.chetan birla
Feed-forward refers to providing control and direction to subordinates before expecting an output. It involves providing documents for review and ex post information before any changes in output occur. Feed-forward systems monitor inputs to ensure they are as planned, unlike feedback systems which measure outputs and provide corrective actions. Preventive control focuses on anticipating possible deviations and preventing them through qualified managers and applying management principles to minimize errors and improve performance. Profit and loss statements show a company's revenues, expenses, and profits/losses over an accounting period. Companies can control certain items like inventory to increase profits.
This document discusses controlling and the controlling process. It defines controlling as assuring that actual activities conform to planned activities by regulating organizational activities so that actual performance meets expected standards and goals. The importance of controlling includes adapting to changing conditions, limiting errors, and preventing failure. The controlling process involves determining areas to control, establishing standards, measuring actual performance, comparing to standards, and taking corrective action. The document also describes types of controls, characteristics of effective control systems, and cybernetic vs non-cybernetic controls.
The document discusses controlling as a function of management. It describes perspectives on control including ensuring outcomes are as planned by comparing performance to standards. It also covers challenges managers face in controlling like coping with uncertainty. The purpose of control is outlined as helping the organization adapt to change, limit errors, and minimize costs. The steps in the control process are established standards, measure performance, compare to standards, and determine if corrective action is needed. Different types of control are described like preliminary and feedback control. Lastly, the characteristics of an effective control system are discussed as being accurate, timely, objective, and flexible.
Controlling is an essential management function that ensures organizational resources are used effectively and efficiently to achieve goals. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective actions. There are three main types of control: feedforward, concurrent, and feedback. An effective control system must reflect the nature of the activities, report deviations quickly, be flexible, economical, understandable, and ensure corrective actions are taken when needed. Proper controlling is important for organizations to adapt to changes, improve quality, speed up processes, and add value.
Maintenance Leading and Lagging Key Performance Indicators (KPIs)Ricky Smith CMRP
“It is not possible to manage what you cannot control and you cannot control what you cannot measure!” (Peter Drucker)
Performance measurement is a fundamental principle of management. The measurement of performance is important because it identifies current performance gaps between current and desired performance and provides indication of progress towards closing the gaps. Carefully selected key performance indicators identify precisely where to take action to improve performance.
This paper deals with the identification of key performance indicators for the maintenance function, by first looking at the ways that maintenance performance metrics relate to manufacturing metrics. Since performance measurements for maintenance must include both results metrics and metrics for the process that produces the results, this document presents a representation for the business process for maintenance. The document then identifies typical business process and results metrics that can be used as key performance indicators for the maintenance function.
Production Control for Financial Operation v4Jon LaBerge
Financial operations often lack production control processes to manage workflows, similar to manufacturing. This can lead to inefficient processes and lower quality work. The document proposes applying manufacturing production control concepts to financial operations through standardized checklists of tasks and dedicated resources to schedule work and ensure timely completion. Key benefits include improved productivity, quality, and audit support through monitoring workflows and identifying bottlenecks or past due tasks. A minimum of one full-time production control resource is recommended for every ten production resources to plan and oversee the work.
The document defines controlling as measuring and correcting subordinate activities to ensure conformity with plans. It outlines the basic controlling process as establishing standards, measuring performance against standards, and correcting variations. Some requirements for an effective control system include tailoring controls to plans and positions, focusing on exceptions, maintaining objectivity, and flexibility. Traditional control techniques include budgetary control and non-budgetary controls like internal audits. Modern techniques involve network methods like PERT and CPM which use charts to plan and control project activities and identify critical paths.
Similar to Chapter [vii] day 9 of 1st march 2015 (20)
Sales & marketing day 5 [class of 12th jan 2020]pyi kyaw lynn
The document discusses various topics related to sales and marketing management. It covers the definition of selling, differentiating between business to consumer and business to business sales, the elements of a sale and a good sales representative. The document also outlines the steps in the sales process from prospecting to follow up, provides examples of sales communication techniques, and discusses barriers to effective communication.
Sales & marketing day 4 [class of 5th jan 2020]pyi kyaw lynn
1. The document discusses various marketing management topics including pricing strategies, demand curves, inventory management, store merchandizing, and segmentation, targeting, and positioning.
2. Key points include how discounting prices can attract customers and stimulate sales while improving cash flow and margins, and how inventory management techniques like JIT, FIFO and LIFO work.
3. Store merchandizing elements like layout, fixtures, product placement and shelf arrangement are covered, along with segmentation strategies such as undifferentiated, differentiated, concentrated and micro segmentation.
Sales & marketing day 3 [class of 22nd dec 2019]pyi kyaw lynn
The document discusses various pricing philosophies and strategies. It covers competitive pricing, everyday low pricing (EDLP), regular on-sale pricing, and discount pricing. It also discusses using different pricing levels, pricing policies involving customer recognition, cooperative advertising, distribution structures, and dealing with local competition. The key strategies discussed are setting prices based on competitor prices, maintaining low prices everyday, offering periodic seasonal sales, and deep discount clearance pricing.
Sales & marketing day 2 [class of 15th dec 2019]pyi kyaw lynn
The document discusses various types of media used for advertising and marketing. It covers offline media platforms like newspaper, magazines, radio, television, outdoor promotions and special events. It also discusses key components of a media plan such as reach, frequency, continuity and timing. The document then talks about media planning, media strategy and provides a sample media plan template. It defines advertising and discusses different types of advertising like product advertising, institutional advertising. It also outlines key players in advertising like agencies and media. Finally, it covers the components of advertising including idea, execution and media.
Sales & marketing day 1[ marketing mgt on 8th dec 19]pyi kyaw lynn
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Chapter [vii] day 9 of 1st march 2015
1. Managing Organization
ABE Graduate Diploma (QCF Level -6)
Prepared & Presented
By
Pyi Kyaw Lynn
B.A (English), Yangon University
M.B.A (Finance), Assumption University of Thailand
1/3/2015 1PKL
2. CHAPTER [VII] : THE ROLE OF MANAGEMENT
1/3/2015 2
TODAY’S AGENDA
Principles of Control
Control As An
Organizational Process
Measuring Performance
Benchmarking
Techniques of Performance
Management
MBO OUTSOURCING
BENCHMARKING CONTROL
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3. [A] Principles of Control
1/3/2015 3
Control is the
means by which
the organization
ensures that the
plans which have
been made for its
operations are
effectively carried
out.
Control is about
reviewing all
aspects of the
operation &
performance of
the organization,
so that
management may
take appropriate
action.
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4. 5 Major Purposes of Management Control
1/3/2015 4
Identifying
Opportunities
Handling
Complex
Situations
Detecting
Irregularities
Coping with
Changes
Decentralizing
Authority
MANAGEMENT
CONTROL
Identifying
variations
from the
established
standards.
Identifying
changing
operational or
environmental
factors.
Assessing
successful
performance
as the basis for
expansion of
activities.
Ensuring
effective co-
ordination
of activities.
Ensuring the
effective
delegated
responsibilities
at the lowest
levels.
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5. Elements Of A Control System
1/3/2015 5
After planning objectives & targets in the first stage.
Standard of performance is to be established for the task.
A standard is a given valued to measure the satisfactory
achievement of the operation . E.g., quality of goods produced.
Monitor actual performance of operation & looking for variance
from the plan.
The way in which actual performance is measured must be in the
same terms as the standard set.
The information provided by the sensor is known as feedback.
Device or person to compare the actual performance detected by
the sensor with the standard < planned target >.
Information of any deviations to be passed to take actions.
SENSOR
COMPARATOR
Machine or person for corrective action where necessary to
improve performance
Integral part of the control process.
CORRECTOR
STANDARD
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6. Closed-Loop Control System
1/3/2015 6
ACTIVITY /PERFORMANCE
CORRECTOR SENSORCOMPARATOR
INPUTS OUTPUTS
CONTROL SYSTEM
All elements of the control system are contained within the operating system.
The system correct any deviation in performance standard as a normal part of operation
process. E.g., temperature /pressure, robotic, input of data into computer system.
The system does not identify the cause of deviation from the standard. The sensor
monitor output regularly & corrector take actions if deviation found.
E.g., In central heating system, the thermostat or sensor cuts of the power and maintain
the required temperature in case of overheating. E.g., water heater
error
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8. Open-Loop Control System
1/3/2015 8
ACTIVITY/PERFORMANCE
OPERATIONAL SYSTEM
CORRECTOR COMPARATOR SENSOR
INPUTS OUTPUTS
CONTROL SYSTEM
The system analyze the causes of the deviation in addition to measurement &
correction, preventing not to happen again.
The system is designed to analyze & detect which elements cause the deviation.
E.g., In case of fall in production, the system review the possible causes such as physical
conditions of work, the psychological factors of work force & etc.
If found the cause, corrective action is taken until performance is back to standard.
E.g., Traffic control system, Electric washing machine
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9. Techniques of Control System
1/3/2015 9
The space which allows for minor deviations between the upper &
lower limits within which performance is allowed to fluctuate.
TOLERANCE
LIMITS
Feedback Regularity : The regularity with which the sensor
monitors performance & provide feedback continually.
Management by Exception : It means that only deviations outside
the tolerance limits are to be reported to management for action so
that management is not overloaded.
Advantages : managers not overloaded with a mass of routine
information which may obscure important facts & figures.
FEEDBACK
SCREENING
Negative feedback is when the correction it causes takes place the
opposite direction to the original divergence in order to offset the
error & return the system to equilibrium.
Positive feedback is where the indications are that the organization
should take steps to push performance in the direction in which it is
already going. E.g., if production is rising.
TYPES OF
FEEDBACK
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10. Approaches to Control System
1/3/2015 10
Takes place before operations begin and includes policies ,
procedures, and rules designed to ensure that planned activities are
carried out properly.
E.g., Control of supply of materials and equipment before operation.
Feed-Forward
Controls
Takes place while plans are being carried out. It includes directing,
monitoring, and fine-tuning activities as they are performed.
E.g., In factory, monitoring systems that track errors per hour,
machine speeds, and other measures allow personnel to correct
production problems continuously before they become disasters.
Concurrent
(real-time)
Control
Focuses on the use of information about results to correct deviations
from the acceptable standard after they arise.
The problem is that, it takes place after an operation has been
completed.
E.g., Actual spending is much higher compared to targeted quarterly
budget.
Feedback
Control
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11. 5 Stages of Organizational Control
1/3/2015 11
Objectives &
Targets
Deviations
Standards of
Performance
Actual
Performance
Corrective
Action
FeedbackMeasurement
4 Comparing
5 Rectifying
3 Monitoring2 Establishing1 Planning
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12. [B] Control As An Organizational Process
1/3/2015 12
Determination
of Areas to
Review
Establishment of
Standards of
Performance
Identifying the key elements which are crucial to success in
the operation . Planning objectives & targets to be
achieved !!
E.g., The objectives of a road building project is to
complete each stage on time & within budget. But the
control points with regards to ordering materials for the
next stage needs to be considered.
Specifying targets control to measure the degree & quality
of achievement. Unless quantifiable targets or outputs,
there can be no way of deciding what the firm is trying to
achieve.
Targets can be addressed by performance indicators & can
be expressed in quantitative terms.
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13. Cont’d
1/3/2015 13
Performance
Measurement
Related to the means of monitoring actual performance
Feedback & system of reporting information to be accurate,
relevant & timely
Feedback to be related to desired end- results & designed
means to achieve targets.
1st Aspect : Deciding the means of measurement –
Quantitative : accounting ratios, percentage & numerical data.
Qualitative : face to face interviews, questionnaires for
customer satisfaction or staff’s motivation.
2nd Aspect : Deciding the frequency of measurement.
E.g., Running a nuclear power plant needs constant
monitoring.
But over-frequent monitoring runs the risks of overlooking
significant items of detail.
Frequent measurement of performance linked to the narrow
span of control. Small tolerance limits reduce the span of
control so that control to be ready for deviation.
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14. Cont’d
1/3/2015 14
Comparison of
Performance
Against
Standards
Management techniques to be set up to identify variations
from the standards.
Require means of interpreting & evaluating information to
provide details of progress, reveal deviation & identify causes.
Computerized information or manual system can be applied for
detecting variations.
E.g., budgeting control, management by exception, tolerance
limits, flexi time system <upper limit 10 hrs & lower limit 7 hrs>
In case performance is not up to standard, corrective action is
to be taken , analyzing the reason for the shortfall in
performance that may lead to the failure of targeted objectives.
To review the operation of the control system.
Corrective action : recognition, rewards or bonuses in relation
to motivation.
E.g. Employee’s fault or the equipment.
Taking
Appropriate
Action
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15. Effective Control Systems
1/3/2015 15
UNDERSTANDABLE
DESIGN
TIME
SELECTIVE
FLEXIBLE
The control standards to be clearly stated & understandable to
all involved in the operation.
Control scheme to be specifically designed for the functional
area & specific information to be supplied to the operation.
Deviations from the planned objectives to be fed back to
management in good times for adjustments to be made.
Selective information to be supplied to concentrate on key areas
critical to the operation.
Control system not to be too rigid, to be flexible & capable of
taking into account changes in relevant circumstances.
ACTION
Good control system has the ability to indicate suitable courses
of corrective action to improve performance.
ECONOMIC The cost of the setting up & maintenance of the system to be
economic
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16. [C] Measuring Performance
1/3/2015 16
ECONOMY
EFFICIENCY EFFECTIVENESS
The acquisition of inputs or
resources of a given quality at
the lowest cost. E.g.,
overstaffing, overpriced
facilities.
Achieving the goals or
objectives of the organization
or operation.
E.g., ratio of actual outputs to
planned outputs.
Obtaining the maximum
possible output from a given
level of inputs or the use of the
minimum inputs to achieve
given output.
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17. Approaches to Measuring Performance
1/3/2015 17
System
Resource
Internal
Process
Goal
Stakeholder
View
Competing
Values
View organization as a system & success is based on obtaining
resources or inputs.
Concentrates on the internal efficiency rather than effectiveness,
drawback is lack of objectives & needs of customers. E.g., focus
only on input output ratio.
Focuses effectiveness by comparing actual performance with the
planned objectives, drawback is not effective if inappropriate
measures are used.
Focuses on the nature of the interest of the key stakeholders
which may be internal or external.
Internal : job satisfaction & departmental efficiencies
External : competitor’s performance, market share
Stable : hierarchical structures & centralized decision.
Flexible : greater empowerment & task-based.
Focuses on the overall performance of the whole organization.
Balance Score
Card
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18. Balanced Scorecard Approach
1/3/2015 18
Customer Perspective
Identifying customer’s
expectations.
Setting objectives to meet the
expectations.
e.g., customer prefer short lead
time on deliveries.
Internal Business Perspective
Business processes & technologies
critical to success.
Goals relating to manufacturing
capacity, quality, efficiencies,
performance measures against
objectives.
Innovation & Learning Perspective
Focuses on the development of the
capacity of the organization.
Improving staff morale, encouraging
participation, personal
development & training.
New products development.
Financial Perspective
Focuses on the financial health
of the business.
Focuses on the financiers such as
shareholders , tax payers.
Focuses on cash flows & Return
on Investments.
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21. Measures of Performance [General approach]
1/3/2015 21
DEFINITION
Measures of performance imply that what is to be assessed is
capable of being measured. So they must be quantitative.
Measures of
Efficiency
Are concerned with the way in which inputs are converted into
outputs through the activities of the organization. It includes –
activity counts & throughput in relation to time
productivity & utilization rated compared to inputs
quality in relation to number of rejected items
costs & expenditures levels compared to budgets
profitability
Measures of
Effectiveness
Are concerned with the outputs of the organization. It includes
Sales or volume of output units compared to market shares.
Revenue from outputs compared to products or markets.
Quality of goods or services delivered compared to complaints &
returns.
Types of Performance Measures
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22. Measures of Performance [Specific approach]
1/3/2015 22
To measure overhead cost & utilization
To measure machine efficiency & production time
To measure adequacy of lighting, heating, etc [qualitative ]
To measure the number of customer rejects or sales returns
To measure the number of people served or the speed of service.
To measure the level of customer satisfaction
To measure the standard costs for materials & stock turnover.
To measure the packaging material performance [no of reported
breakages on arrival]
Performance
Measure for
Overheads
Performance
Measures for
Sales
Performance
Measures for
Materials
To measure sales per individual employee
To measure the units of production per production operative.
To measure the number of invoices posted per data-entry clerk.
Performance
Measures for
People
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24. [D] Benchmarking
Main business functions subject to benchmarking
- Customer service
- Manufacturing
- Human resources
- Information services
1/3/2015 24
DEFINITION
FUNCTIONAL
BENCHMARKING
PROCESS
BENCHMARKING
MAIN BUSINESS
FUNCTIONS
An organization’s assessment of the performance & practices of
other organizations & competitors in an effort to analyze and
compare its own performance.
Comparing performance relating to a single business function.
Comparing performance relating to a structured set of activities
designed to produce a specified output for a particular customer or
market. This type looks at the activities of competitors supplying the
same customer or market.
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25. Purposes, Benefits & Limitations of Benchmarking
1/3/2015 25
PURPOSES
BENEFITS LIMITATIONS
BENCHMARKING
To understand your organization
compared with similar others.
To determine the gap between your
organization with those with others.
To ascertain the best practices must be
introduced to close the gap.
It enables realistic targets
It increases motivation of staff
It provide early warning of
competitive disadvantage.
It promotes teamwork & cross
functional learning.
Selection of an inappropriate set of
measures.
Selection of a benchmarking partner not
representing good practice.
Inability to gain suitable benchmarking data.
Insufficient knowledge of the data collected.
PKL
26. Benchmarking Process
26
CSF AREAS PARTNER DATA ANALYSIS
Understand
ing &
measuring
critical
success
factors
To focus on
core areas
& factors
that
determine
the success
Selecting the
areas of
performance
to be
benchmarke
d by
determining
the activities.
Selecting
the
benchmark
partner
using
appropriate
criteria.
Assessing
competitor
(local,
national,
internation
al) in other
industries.
Collecting
data in
partner
organization
s using
techniques
similar to
those
employed in
organization
.
Currying out
a
comparative
analysis of
data.
Identifying
areas of
differences
& finding
root causes
in terms of
activities,
decision-
making, etc.
Positive
benchmark:
the
organization
is ahead of
its
competitors.
Negative
benchmark:
the
organization
behind its
competitors.
FEEDBACK
1/3/2015 PKL
28. Management By Objectives
1/3/2015 28
DEFINITION
Management by objectives is a process of positive action for results,
comprising the setting of objectives, planning of work for their
achievement & monitoring results.
BENEFITS
Individual objectives are integrated with the objectives of the
organization.
The emphasis on planning for results helps to establish priorities for
the organization and individual jobs.
The review process facilitates communication with a positive outlook.
The involvement of job holders contribute to enhancing employee
motivation.
PROBLEMS
The tendency of over bureaucratic, time consuming & costly
Lack of commitment & understanding by management
The potential conflict between personal & organizational goals.
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32. Outsourcing
1/3/2015 32
DEFINITION
Contracting with an external organization for the provision of
particular services , if not outsources, have to be provided directly
by the organization.
ADVANTAGES
Effective form of cost control as the cost of providing is borne by
the contractor in case of cost increase.
Cheaper option as the contractor is able to apply economies of
scale.
The contractor can employ expertise staff , benefiting organization
without having to employ its own staff.
Suitable for small organizations due to saving in staff, time &
expertise.
DIS
ADVANTAGES
Some functions are not appropriate to be outsources. E.g., legal
work or information management.
Once outsourced for a particular function, it is quite difficult to
reverse the decision.
Conflict of interest between the firm & contractor
PKL
34. Reasons for Outsourcing
Lower Wages : Lower operational and labor costs are among the primary reasons
why companies choose to outsource. When properly executed it has a defining
impact on a company's revenue and can deliver significant savings
Focusing on Core Business : Companies also choose to outsource or offshore so
that they may continue focusing on their core business processes while delegating
mundane time consuming processes to external agencies
Global knowledge: Outsourcing and off-shoring also enable companies to tap in to
and leverage a global knowledge base, having access to world class capabilities
Freeing Up Internal Resources: That could be put in to effective use for other
purposes is also one of the primary benefits realized when companies outsource
or offshore
Improved Service: Outsourcing can help improve service. Why waste time and
valuable resources training an in-house customer service team when there are
professionals to be hired that can usually do the same task for less money? IT , HR
functions and financial services . Having an offshore company handle non-core
business activities usually leads to better service.
1/3/2015 34PKL
35. The Advantages of Outsourcing
Swiftness and Expertise: Most of the times tasks are outsourced to vendors who
specialize in their field. The outsourced vendors also have specific equipment and
technical expertise. Effectively the tasks can be completed faster and with better
quality output.
Concentrating on core process rather than the supporting ones: Outsourcing the
supporting processes gives the organization more time to strengthen their core
business process
Risk-sharing: one of the most crucial factors determining the outcome of a
campaign is risk-analysis. Outsourcing certain components of your business
process helps the organization to shift certain responsibilities to the outsourced
vendor. Since the outsourced vendor is a specialist, they plan your risk-mitigating
factors better.
Reduced Operational and Recruitment costs: Outsourcing eludes the need to hire
individuals in-house; hence recruitment and operational costs can be minimized to
a great extent. This is one of the prime advantages of offshore outsourcing
1/3/2015 35PKL
36. The Disadvantages of Outsourcing
Risk of exposing confidential data: When an organization outsources HR, Payroll
and Recruitment services, it involves a risk if exposing confidential company
information to a third-party.
Synchronizing the deliverables: In case you do not choose a right partner for
outsourcing, some of the common problem areas include stretched delivery time
frames, sub-standard quality output and inappropriate categorization of
responsibilities. At times it is easier to regulate these factors inside an organization
rather than with an outsourced partner
Hidden costs: Although outsourcing most of the times is cost-effective at times the
hidden costs involved in signing a contract while signing a contract across
international boundaries may pose a serious threat.
Lack of customer focus: An outsourced vendor may be catering to the expertise-
needs of multiple organizations at a time. In such situations vendors may lack
complete focus on your organization’s tasks.
1/3/2015 36PKL
39. Q & A
1. “Managers must understand what they need to do, and then learn
better ways of doing it from others”.
Explain the main functions of management. [10 marks]
Discuss the usefulness of ‘benchmarking’ to managers. [15 marks]
2. Organizations need clear guidance on how to achieve a balance
between financial and non-financial measure of performance. Such
guidance already exists in the form of the “Balanced Scorecard
Approach”.
Explain the Balanced Scorecard Approach to measuring organizational
performance. [10 marks]
3. Evaluate the contribution that internal benchmarking can make to
organizational performance. [ 15 marks]
1/3/2015 39PKL
40. 4. Organizational controls are part of a systematic process through which
managers regulate activity to meet planned goals and performance
standards.
Explain the main elements of an organizational control system.
[10 marks]
Discuss the factors that are likely to influence the effectiveness of an
organizational control system. [15 marks]
5. The managerial function of control is an effective way of monitoring an
organization’s performance.
With the aid of examples, explain the difference between a “closed-loop and
opened-loop” control system. [10 marks]
Using a company of your choice, discuss how a manager can use control as a
measure of performance. [15 marks]
6. (a) “Control” is crucial to management. Explain the main purposes of a
management control system. [10 marks]
(b) Critically analyze the ways in which an organization can implement
control mechanisms, indicating the likely problems. Use examples from the
workplace to support your answer. [15 marks]
1/3/2015 40
Q & A
PKL