CONTROL
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Control is the process of monitoring performance and taking action to ensure desired results are achieved. It involves establishing objectives and standards, measuring actual performance, comparing results to objectives and standards, and taking necessary action. There are two types of standards - output standards that measure performance results and input standards that measure work efforts. Measurement allows for accurate comparison of actual performance to desired performance to identify deviations and establish the need for corrective action.
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Priya power point
Controlling is the last function of management and involves determining areas to monitor, establishing performance standards, evaluating performance against those standards, and taking corrective action when needed. The purpose of controlling is to help organizations adapt to changes, limit errors, cope with complexity, and minimize costs. Key aspects of the controlling process include identifying appropriate areas to monitor, setting measurable standards, assessing performance, and addressing any deviations found.
QMS Concept
This document outlines a quality management system (QMS) implementation plan with short and long term targets. The short term plan focuses on reviewing the current QMS, socializing the new approach, and improving the system over 3 months. The long term plan aims to strengthen the QMS method, continue improvements, and prepare for international certification over 6 months. Key targets include balancing profits, improving efficiency, fostering good culture, and gaining certification.
Controlling (1)
The document discusses the topic of controlling in management. It provides a 4-step controlling process: 1) establishing objectives and standards, 2) measuring actual performance, 3) comparing actual performance to standards, and 4) taking corrective actions. It also discusses different tools that can be used for organizational control, such as budgetary control, financial ratio analysis, PERT/CPM methods, and balanced scorecards. Contemporary issues in control mentioned include workplace privacy vs monitoring, employee theft, workplace violence, and corporate governance.
Controlling process - Karan Valecha
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.
PDCA
The document outlines when and how to use the Plan-Do-Check-Act (PDCA) model for continuous improvement. PDCA should be used (1) for new improvement projects, developing new processes, repetitive work processes, and data collection; and (2) when implementing any change. The model involves planning changes, implementing them, measuring the results, and determining if further refinement is needed. When no improvements are identified, the scope of PDCA application is refined until an opportunity for improvement is found.
PMP Training - 08 project quality management
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
controlling
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.
Supervisory management - the process of control (relating to horticulture)
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.
Recommended
Priya power point
Controlling is the last function of management and involves determining areas to monitor, establishing performance standards, evaluating performance against those standards, and taking corrective action when needed. The purpose of controlling is to help organizations adapt to changes, limit errors, cope with complexity, and minimize costs. Key aspects of the controlling process include identifying appropriate areas to monitor, setting measurable standards, assessing performance, and addressing any deviations found.
QMS Concept
This document outlines a quality management system (QMS) implementation plan with short and long term targets. The short term plan focuses on reviewing the current QMS, socializing the new approach, and improving the system over 3 months. The long term plan aims to strengthen the QMS method, continue improvements, and prepare for international certification over 6 months. Key targets include balancing profits, improving efficiency, fostering good culture, and gaining certification.
Controlling (1)
The document discusses the topic of controlling in management. It provides a 4-step controlling process: 1) establishing objectives and standards, 2) measuring actual performance, 3) comparing actual performance to standards, and 4) taking corrective actions. It also discusses different tools that can be used for organizational control, such as budgetary control, financial ratio analysis, PERT/CPM methods, and balanced scorecards. Contemporary issues in control mentioned include workplace privacy vs monitoring, employee theft, workplace violence, and corporate governance.
Controlling process - Karan Valecha
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.
PDCA
The document outlines when and how to use the Plan-Do-Check-Act (PDCA) model for continuous improvement. PDCA should be used (1) for new improvement projects, developing new processes, repetitive work processes, and data collection; and (2) when implementing any change. The model involves planning changes, implementing them, measuring the results, and determining if further refinement is needed. When no improvements are identified, the scope of PDCA application is refined until an opportunity for improvement is found.
PMP Training - 08 project quality management
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
controlling
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.
Supervisory management - the process of control (relating to horticulture)
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.
Unit 6.pom
Controlling involves measuring current performance against predetermined standards to ensure progress towards objectives. It establishes reasonable standards, measures performance, and compares it to standards. When performance does not meet standards, corrective actions like improving performance, changing policies, or revising standards can be taken. Controlling uses feedback, concurrent, and feedforward methods by monitoring inputs, processes, and outputs to anticipate and prevent issues while learning from past results.
Doc3
Controlling is one of the four main functions of management and involves measuring performance, comparing it to standards, and taking corrective action. Managers use various control tools and techniques including objectives and standards, accurate and timely measurement, comparison of actual performance to objectives, corrective action, management by exception, and feedforward, concurrent, and feedback controls. Controls can be internal through self-discipline or external through supervision, policies, budgets, and other administrative systems. Quality control, total quality management, continuous improvement, control charts, and techniques like Six Sigma and Gantt charts are important control methods. Financial ratios and balanced scorecards also help managers exercise strategic control.
Controlling
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.
Process of controlling
Process of controlling has four steps.
1. Establishment of standards
2.Measurement of performance
3 Comparison of actual and standard performance
4. Taking remedial actions
CONTROLLING PROCESS IN SUPERVISION
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.
Quality assurance in project management
This document discusses quality assurance in project management. It provides definitions of quality and lists six quality control goals for managing projects. It outlines five techniques for discovering potential project problems, including cause/effect matrix, creative techniques, process mapping, simulation, and value analysis. It also defines the role of a project analyst and identifies skills and responsibilities for quality analysis. The document then lists and describes six common quality management tools: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. It concludes with additional quality-related topics.
Controlling ppt
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.
Principles of management – mgt101
Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions.
Controlling mangament and its process
This document discusses the process of controlling in a business context. It begins by defining controlling and its importance in achieving organizational goals and ensuring standards are met. It then outlines key aspects of the controlling process: setting standards, measuring performance, comparing actual performance to standards, analyzing any deviations, and taking corrective measures. The document also notes some limitations of controlling, such as its inability to control external factors and difficulty in setting quantitative standards. It provides examples throughout to illustrate controlling concepts.
The control process
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.
Controlling
Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
Four Steps of Controlling Process
The four-step process of control establishes performance standards, measures actual performance, compares actual performance to standards, and takes corrective action if needed. Setting performance standards establishes quantitative and qualitative goals. Measuring actual performance involves evaluating outcomes against intended goals using both top-down and bottom-up approaches. Comparing actual performance to standards determines any variations between the two. Taking corrective action prescribes changes when performance deviates from standards. All four steps are important for effective management.
Process of control- Controlling function of management
1. Establish quantitative and qualitative standards to measure organizational performance against goals. Standards include revenue, production units, costs, employee motivation and labor relations.
2. Measure actual performance using techniques like sampling, reports and observation. Performance is measured based on the same standards.
3. Compare actual performance to standards to find any deviations and analyze significant deviations, focusing on key result areas with the greatest impact like labor costs for a manufacturer. Only exceptions exceeding limits need management attention through corrective action.
Operations reviews
The document discusses different levels of operational reviews that can be implemented to ensure teams are focusing on the right things and continuously improving performance.
Mini reviews within a shift analyze data over a short timeframe to provide focus. Tactical reviews within a shift analyze data since the last review to provide focus until the next review. 24 hour meetings analyze data over the last 24 hours and provide focus for the next 24 hours. Weekly/strategic reviews analyze a week's performance to identify improvement opportunities.
The reviews have different objectives like identifying greatest losses, reviewing action effectiveness, setting improvement targets. They also have minimum standards like agreed structure and attendance, identifying top losses, assigning responsibilities. Regularly auditing the reviews ensures the accuracy of data
Project Quality Management
The document discusses project quality management. It describes quality management as including the processes required to ensure a project satisfies its intended needs. There are three key quality processes: plan quality, perform quality assurance, and perform quality control. Planning quality involves determining quality policies and standards. Quality assurance ensures adherence to quality standards. Quality control monitors whether quality standards are being met. The document provides details on various tools and techniques used for each quality process.
Quality control
This document discusses quality control in healthcare laboratories. It defines key terms like accuracy, precision, bias, and error. It explains the different types of quality costs like prevention, appraisal, and failure costs. It introduces the concept of total quality management using the five "Q" framework of quality planning, assessment, control, improvement and processes. It emphasizes that 85% of problems are due to process issues that require management changes. Quality control procedures like calibration checks and statistical process control are discussed. The document promotes using the PDCA (plan-do-check-act) cycle for continuous quality improvement.
6 pom kc controlling
Controlling is the process of monitoring activities to ensure plans are followed and deviations are corrected. It establishes standards, monitors performance against those standards, measures actual performance, and takes corrective actions. An effective control system needs acceptability, flexibility, accuracy, timeliness, and cost effectiveness. Common controlling techniques include observation, break-even analysis, statistical reports, budgetary control, management audits, return on investment analysis, and project management tools like Gantt charts, PERT, and budgets.
Continuous improvement smaic model
The SMAIC model of continuous improvement involves 5 phases: Select, Measure, Analyze, Improve, and Control. The Select phase identifies processes for improvement and develops action plans. Measure involves collecting baseline performance data. Analyze studies current processes to establish improvement goals. Improve develops and tests proposed solutions. Control documents and monitors processes to institutionalize improvements.
Managerial Control
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.
Six sigma problem solving
The document outlines the DMAIC problem-solving method, which consists of 5 steps: Define, Measure, Analyze, Improve, and Control. It provides details on each step, including defining the problem, measuring additional metrics, analyzing collected data, developing and testing solutions, and controlling the implemented solution. The DMAIC method provides a structured roadmap for resolving issues using the Six Sigma approach.
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Unit 6.pom
Controlling involves measuring current performance against predetermined standards to ensure progress towards objectives. It establishes reasonable standards, measures performance, and compares it to standards. When performance does not meet standards, corrective actions like improving performance, changing policies, or revising standards can be taken. Controlling uses feedback, concurrent, and feedforward methods by monitoring inputs, processes, and outputs to anticipate and prevent issues while learning from past results.
Doc3
Controlling is one of the four main functions of management and involves measuring performance, comparing it to standards, and taking corrective action. Managers use various control tools and techniques including objectives and standards, accurate and timely measurement, comparison of actual performance to objectives, corrective action, management by exception, and feedforward, concurrent, and feedback controls. Controls can be internal through self-discipline or external through supervision, policies, budgets, and other administrative systems. Quality control, total quality management, continuous improvement, control charts, and techniques like Six Sigma and Gantt charts are important control methods. Financial ratios and balanced scorecards also help managers exercise strategic control.
Controlling
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.
Process of controlling
Process of controlling has four steps.
1. Establishment of standards
2.Measurement of performance
3 Comparison of actual and standard performance
4. Taking remedial actions
CONTROLLING PROCESS IN SUPERVISION
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.
Quality assurance in project management
This document discusses quality assurance in project management. It provides definitions of quality and lists six quality control goals for managing projects. It outlines five techniques for discovering potential project problems, including cause/effect matrix, creative techniques, process mapping, simulation, and value analysis. It also defines the role of a project analyst and identifies skills and responsibilities for quality analysis. The document then lists and describes six common quality management tools: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. It concludes with additional quality-related topics.
Controlling ppt
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.
Principles of management – mgt101
Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions.
Controlling mangament and its process
This document discusses the process of controlling in a business context. It begins by defining controlling and its importance in achieving organizational goals and ensuring standards are met. It then outlines key aspects of the controlling process: setting standards, measuring performance, comparing actual performance to standards, analyzing any deviations, and taking corrective measures. The document also notes some limitations of controlling, such as its inability to control external factors and difficulty in setting quantitative standards. It provides examples throughout to illustrate controlling concepts.
The control process
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.
Controlling
Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
Four Steps of Controlling Process
The four-step process of control establishes performance standards, measures actual performance, compares actual performance to standards, and takes corrective action if needed. Setting performance standards establishes quantitative and qualitative goals. Measuring actual performance involves evaluating outcomes against intended goals using both top-down and bottom-up approaches. Comparing actual performance to standards determines any variations between the two. Taking corrective action prescribes changes when performance deviates from standards. All four steps are important for effective management.
Process of control- Controlling function of management
1. Establish quantitative and qualitative standards to measure organizational performance against goals. Standards include revenue, production units, costs, employee motivation and labor relations.
2. Measure actual performance using techniques like sampling, reports and observation. Performance is measured based on the same standards.
3. Compare actual performance to standards to find any deviations and analyze significant deviations, focusing on key result areas with the greatest impact like labor costs for a manufacturer. Only exceptions exceeding limits need management attention through corrective action.
Operations reviews
The document discusses different levels of operational reviews that can be implemented to ensure teams are focusing on the right things and continuously improving performance.
Mini reviews within a shift analyze data over a short timeframe to provide focus. Tactical reviews within a shift analyze data since the last review to provide focus until the next review. 24 hour meetings analyze data over the last 24 hours and provide focus for the next 24 hours. Weekly/strategic reviews analyze a week's performance to identify improvement opportunities.
The reviews have different objectives like identifying greatest losses, reviewing action effectiveness, setting improvement targets. They also have minimum standards like agreed structure and attendance, identifying top losses, assigning responsibilities. Regularly auditing the reviews ensures the accuracy of data
Project Quality Management
The document discusses project quality management. It describes quality management as including the processes required to ensure a project satisfies its intended needs. There are three key quality processes: plan quality, perform quality assurance, and perform quality control. Planning quality involves determining quality policies and standards. Quality assurance ensures adherence to quality standards. Quality control monitors whether quality standards are being met. The document provides details on various tools and techniques used for each quality process.
Quality control
This document discusses quality control in healthcare laboratories. It defines key terms like accuracy, precision, bias, and error. It explains the different types of quality costs like prevention, appraisal, and failure costs. It introduces the concept of total quality management using the five "Q" framework of quality planning, assessment, control, improvement and processes. It emphasizes that 85% of problems are due to process issues that require management changes. Quality control procedures like calibration checks and statistical process control are discussed. The document promotes using the PDCA (plan-do-check-act) cycle for continuous quality improvement.
6 pom kc controlling
Controlling is the process of monitoring activities to ensure plans are followed and deviations are corrected. It establishes standards, monitors performance against those standards, measures actual performance, and takes corrective actions. An effective control system needs acceptability, flexibility, accuracy, timeliness, and cost effectiveness. Common controlling techniques include observation, break-even analysis, statistical reports, budgetary control, management audits, return on investment analysis, and project management tools like Gantt charts, PERT, and budgets.
Continuous improvement smaic model
The SMAIC model of continuous improvement involves 5 phases: Select, Measure, Analyze, Improve, and Control. The Select phase identifies processes for improvement and develops action plans. Measure involves collecting baseline performance data. Analyze studies current processes to establish improvement goals. Improve develops and tests proposed solutions. Control documents and monitors processes to institutionalize improvements.
Managerial Control
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.
Six sigma problem solving
The document outlines the DMAIC problem-solving method, which consists of 5 steps: Define, Measure, Analyze, Improve, and Control. It provides details on each step, including defining the problem, measuring additional metrics, analyzing collected data, developing and testing solutions, and controlling the implemented solution. The DMAIC method provides a structured roadmap for resolving issues using the Six Sigma approach.
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Process of control- Controlling function of management
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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.
Becdosmppt on controlling
Controlling is a management function that involves monitoring performance, ensuring objectives are met, and taking corrective action when needed. It establishes objectives and standards of measurement, measures actual performance, compares results to standards, and takes action to correct deviations. 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.
Quality Control
The document discusses quality control in project management. It defines quality control as monitoring project results to ensure they meet quality standards. It should be performed throughout the project on both product and management results. Quality control is often done by a dedicated department but does not have to be. The project team should understand statistical quality control concepts. Quality control involves work results, quality plans, definitions, checklists, inspections, control charts, sampling, flowcharting and trend analysis to identify issues and make improvements.
Organizational controlling
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.
Auditing Manufacturing Process and Product and Process Information.pdf
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Controlling
Controlling is a managerial function that ensures activities are performed according to plans through setting standards, measuring performance, comparing results to standards, and taking corrective actions. There are three types of control: pre-control before work begins to set directions and resources; concurrent control during work to monitor operations; and post-control after work to focus on end results. Traditional control techniques include personal observation, reports, break-even analysis, and budgets. Advanced techniques include self-control, management audits, PERT, CPM, and MIS. The goal of controlling is to help accomplish organizational goals efficiently through monitoring and ensuring order, discipline, and coordination of actions.
Controlling-Type, Process, Barriers &Techniques
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.
controlling
This document discusses the concept and process of controlling. Controlling is defined as monitoring performance and taking action to ensure desired results. It involves establishing standards, measuring performance, comparing actual results to standards, and correcting any deviations. The key aspects of controlling covered include its characteristics as a continuous, dynamic, and action-oriented process exercised at all levels of management. The document also outlines the importance of controlling for adjustment, policy verification, responsibility, coordination, and organizational effectiveness. Finally, it describes the typical steps in the control process of establishing standards, measuring performance, comparing to standards, and correcting deviations.
Controlling
This document discusses controlling as a management function. It defines controlling as verifying that plans are followed and resources are efficiently used to achieve goals. Controlling measures deviations from standards and helps take corrective actions. The controlling process involves establishing standards, measuring performance, comparing actual and standard performance, and taking remedial actions. Traditional controlling techniques include personal observation, statistical data, break-even analysis, and budgetary control. Modern techniques include management information systems, PERT, CPM, and management audits. For controlling to be effective it must be accurate, timely, flexible, integrated, economically feasible, and enable corrective actions.
Controlling
Controlling is one of the four main management functions and involves measuring performance, comparing results to objectives and standards, and taking corrective action. There are several types of organizational control systems, including performance appraisals, compensation systems, employee discipline, and information systems. Effective controls are strategic, understandable, encourage self-control, timely, and flexible.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)
The document discusses various aspects of controlling as a management function, including definitions of control, the control process, budgetary control techniques, and traditional non-budgetary control methods like personal observation, break-even analysis, financial statements, and quality control. The control process involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. Budgetary control specifically refers to using budgets to monitor costs and operations by setting financial goals, comparing actual to budgeted results, and adjusting performance as needed.
Unit 5_Controlling.pptx
Controlling is an important management process that helps organizations adapt to change, limit errors, and cope with complexity. There are four levels of control: operational, financial, structural, and strategic. A controller helps line managers with control activities. The control process involves establishing standards, measuring performance, comparing performance to standards, determining if corrective action is needed, and taking steps to maintain standards or correct deviations. Budgetary control and non-budgetary techniques are used. Productivity, cost, quality, purchase, and maintenance controls are also discussed. Operational planning describes short-term ways to achieve milestones and strategic goals.
Managerial Control
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.
Controlling
Controlling is a management function that involves monitoring performance, comparing results to standards, and taking corrective action. There are three main steps to the control process: measuring actual performance, comparing results to objectives and standards, and taking necessary actions to address any deviations. Control can take various forms, including feedforward, concurrent, and feedback control, and internal and external controls. The goal is to ensure activities and results align with plans and objectives.
Auditing for Sterile Production Area
The document provides information about auditing a microbiological laboratory. It defines quality audits and outlines the scope and objectives of auditing. Key areas that are audited include laboratory equipment, standard operating procedures, documentation, environmental monitoring, and testing processes. The document discusses auditing the laboratory facility, equipment, documentation systems, and testing methods to ensure compliance with standards.
7. Controlling.pptx
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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.
Controlling
The document discusses the process of controlling in an organization. It defines controlling as monitoring, comparing, and correcting work performance and results. There are three main steps to controlling: 1) measuring actual performance, 2) comparing actual performance to standards, and 3) taking managerial actions to address any deviations. Controlling applies to both employee performance and machinery/operations. It is important for effective planning in an organization.
Controlling in management
Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
7Keeping Things in CheckControls and the Control Process.docx
7
Keeping Things in Check
Controls and the Control Process
Learning Objectives
After Studying This Chapter, Students Should Be Able To
· Understand the elements of control, measurement tools, and corrective steps
· Differentiate among the types of controls utilized within an organization
· Employ control strategies for effective management
· Identify which control processes are effective in an operational setting
· Describe an integrated planning process
Chapter Summary
Chapter 7 focuses on maintaining control by becoming adept at utilizing various control techniques and processes.
Components of the Control Process
There are four basic components of the control process:
1. Planning: Sets the directions and allocates resources.
2. Organizing: Brings people and material resources together in working combinations.
3. Leading: Inspires people to best utilize these resources.
4. Controlling: Checks that the right things happen, in the right way, and at the right time.
Objectives and Standards
· Objectives provide the performance targets.
· Output standards measure results in terms of performance quantity, quality, cost, or time.
· Input standards measure effort in terms of the amount of work expended in task performance.
Measurement Tools
Managers are able to not only adopt measurement tools by which success can be determined, but they also can use historical comparison (historical information), relative comparison (comparing to performances of others), or engineering comparison (comparing to scientific standards as a means of evaluating performance).
Corrective Action
The last step in the control process is to take any action necessary to correct or improve future performance. Management by exception can be used to direct action on problems requiring more urgent attention.
Effective Controls
The best managers, by contrast, are proactive and positive in applying the control process to full advantage. Effective controls in organizations share the following characteristics:
· Controls are understandable: They support decision making by presenting data in understandable terms; they do not involve complex reports and hard-to-understand statistics.
· Controls encourage self-control: They allow for mutual trust, good communication and participation among everyone involved.
· Controls are timely and exception-oriented: They report deviations quickly, lending insight into why a performance gap exists and what you can do to correct it.
· Controls are positive in nature: They emphasize their contribution to development, change, and systems improvement; they deemphasize their role in penalties and reprimands.
· Controls are fair and objective: They are considered impartial and accurate by everyone; they are respected for one fundamental purpose—performance enhancement.
· Controls are flexible: They leave room for individual judgment and can be modified to fit new circumstances as they arise.
Types of Control
A variety of control strat.
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CONTROL
- 2. A process of monitoring 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.
- 4. Measuring performance. Comparing measured performance to standards. Taking correlative action.
- 5. Establish objectives and standards. Measure actual performance. Compare results with objectives and standards. Take necessary action.
- 6. The control process begins with planning and the establishment of performance objectives. There are two types of standards: Output Standards - measures performance results in terms of quantity, quality, cost, or time. Input Standards - measures work efforts that go into a performance task.
- 7. Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired. Without measurement, effective control is not possible
- 8. The comparison of actual performance with desired performance establishes the need for action. Ways of making such comparisons include: Historical / Relative / Engineering Benchmarking.
- 9. Taking any action necessary to correct or improve things. There are two types of exceptions: Problems - below standard Opportunities - above standard
- 10. Concurrent controls Focus on what happens during work process. Monitor ongoing operations to make sure they are being done according to plan. Can reduce waste in unacceptable finished products or services.
- 11. Feedback controls Take place after work is completed. Provide useful information for improving future operations. Focus on quality of end results
- 12. Internal and external controls Allows motivated individuals and groups to exercise self-discipline in fulfilling job expectations. Occurs through personal supervision and the use of formal administrative systems.
- 13. Bureaucratic controls Influences behavior through authority, policies, procedures, job descriptions, budgets, and day-to- day supervision. Clan controls Influences behavior through norms and expectations set by the organizational culture.