This document discusses control in organizations. It covers the basic elements of the control process, which are establishing standards, measuring performance, comparing performance to standards, and evaluating results to take corrective action if needed. It also discusses different types of control, including strategic control to assess long-term goals, tactical control to regulate day-to-day functions, and operational control to regulate specific activities. Key factors that determine control effectiveness are the focus, amount, quality, flexibility, cost-benefit ratio, and source of control. Different control approaches are needed depending on the stability of the environment.
The document discusses key aspects of organizational control including definitions, approaches, importance, processes, types, qualities of effective systems, and contemporary issues. Specifically, it defines control as monitoring activities to ensure plans are followed and deviations addressed. The three basic approaches are market control using external mechanisms, bureaucratic control using rules/procedures, and clan control using shared values/culture. An effective control system is described as flexible, reasonably criteria, timely, emphasizing exceptions. Contemporary issues addressed are workplace privacy, employee theft, and violence.
What Is Control and Why Is It Important?
Define control.
Contrast the three approaches to designing control systems.
Discuss the reasons why control is important.
The Control Process
Describe the three steps in the control process.
Tell why what is measured is more critical than how it’s measured.
Explain the three courses of action managers can take in 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.
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.
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.
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.
The document discusses various concepts related to controlling in management. It defines control and describes the control process which involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. It also discusses requirements for effective control like tailoring control to plans/positions, making it objective and flexible. Non-budgetary control techniques like statistical data, break-even analysis and personal observation are also summarized.
Controlling for Organizational PerformanceKriti Kampani
Controlling involves monitoring work performance, comparing it to standards, and correcting any deviations. Effective controls ensure goals are met. Performance is measured against known standards of accuracy, completeness, cost and speed. Organizational performance compares results to goals/objectives across financial, market and shareholder value metrics. Controlling performance is important for accomplishing goals, improving efficiency, motivation, coordination and discipline. The control process involves setting standards, measuring actual performance, comparing to standards, analyzing deviations, and taking corrective actions such as revising standards or performance.
The document discusses key aspects of organizational control including definitions, approaches, importance, processes, types, qualities of effective systems, and contemporary issues. Specifically, it defines control as monitoring activities to ensure plans are followed and deviations addressed. The three basic approaches are market control using external mechanisms, bureaucratic control using rules/procedures, and clan control using shared values/culture. An effective control system is described as flexible, reasonably criteria, timely, emphasizing exceptions. Contemporary issues addressed are workplace privacy, employee theft, and violence.
What Is Control and Why Is It Important?
Define control.
Contrast the three approaches to designing control systems.
Discuss the reasons why control is important.
The Control Process
Describe the three steps in the control process.
Tell why what is measured is more critical than how it’s measured.
Explain the three courses of action managers can take in 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.
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.
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.
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.
The document discusses various concepts related to controlling in management. It defines control and describes the control process which involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. It also discusses requirements for effective control like tailoring control to plans/positions, making it objective and flexible. Non-budgetary control techniques like statistical data, break-even analysis and personal observation are also summarized.
Controlling for Organizational PerformanceKriti Kampani
Controlling involves monitoring work performance, comparing it to standards, and correcting any deviations. Effective controls ensure goals are met. Performance is measured against known standards of accuracy, completeness, cost and speed. Organizational performance compares results to goals/objectives across financial, market and shareholder value metrics. Controlling performance is important for accomplishing goals, improving efficiency, motivation, coordination and discipline. The control process involves setting standards, measuring actual performance, comparing to standards, analyzing deviations, and taking corrective actions such as revising standards or performance.
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.
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.
This document outlines the steps in the controlling process:
1. Establish standards against which to measure performance.
2. Measure actual performance of individuals, groups, departments, or the entire enterprise.
3. Compare actual performance to standards to identify any deviations, analyze the causes of deviations, and take corrective actions as needed to align performance with plans.
Strategic control involves tracking the implementation of a strategic plan and determining if adjustments need to be made based on observed results. It has six key steps: setting organizational goals and objectives, establishing performance standards, measuring actual performance, comparing performance to standards, analyzing any deviations, and taking corrective actions if needed. Premise control, a component of strategic control, systematically checks if the underlying assumptions of the strategy are still valid.
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 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 strategic control, which involves monitoring a company's strategic plans and assumptions to ensure performance matches strategic goals. It defines strategic control as a top-level, long-term process used to oversee strategic plan formation and execution. The document outlines the key differences between strategic control and operational control, and describes four types of strategic control: premise control, implementation control, strategic surveillance, and special alert control.
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.
The document discusses various organizational control techniques used by managers. It describes control methods such as budgeting, non-budgetary devices, benchmarking, financial ratio analysis, linear programming, Gantt charts, critical path method, program evaluation and review technique, management by exception, and information technology. Each technique is explained along with its advantages and limitations for organizational control.
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.
The control process involves establishing standards, measuring actual performance, comparing performance to standards, and taking corrective action. There are three main types of control: feedforward focuses on resources before actions; feedback focuses on outputs after actions; and concurrent monitors ongoing activities. Standards can be physical, cost-related, capital-related, revenue-related, intangible, goals, or strategic. Effective control systems are accurate, reasonable, timely, economical, flexible, understandable, emphasize exceptions, and use multiple criteria with corrective action. Control tools include information systems, financial tools like budgets and ratios, analytical tools, and traditional tools like reports.
This document discusses organizational control and the control process. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. It describes the key things managers must evaluate like productivity, quality, customer satisfaction, and innovation. It introduces control systems as formal processes that provide managers with feedback on performance. The document outlines the characteristics of a good control system and lists the three main types of control. It concludes by detailing the four step control process of establishing standards, measuring performance, comparing to standards, and taking corrective action when needed.
The document discusses the management control of projects. It defines a project as a set of activities intended to accomplish a specified end result of interest to management. Projects vary in size and complexity, from small annual audits to large multi-year efforts like landing astronauts on the moon. Effective project management requires formal control systems to manage resources, schedules, budgets, and ensure objectives are met. Key aspects of control include monitoring time, costs, quality, and generating positive goal-seeking behavior through appropriate control mechanisms. Control is exercised through various phases from initial planning to ongoing execution and post-performance reviews.
This document discusses organizational control and culture. It covers three main types of control systems - input, output, and behavior control. It also discusses the goal-setting process and how goals are established at different organizational levels. Additionally, it outlines different control methods like financial measures, operating budgets, direct supervision, management by objectives, rules and standard operating procedures, and organizational culture/clan control. It explains how culture is created through a founder's values, socialization of new employees, ceremonies and stories within an organization.
planning and controling to sweet and shortrArpit Darhe
This document discusses planning and controlling in management. It defines planning as setting objectives and determining how to accomplish them. Managers plan by establishing goals, analyzing the present situation, identifying factors that can help or hinder goals, and developing strategic and operational plans. Controlling is measuring performance against standards, comparing results to objectives, and taking corrective action as needed. Planning and controlling are separate but related management functions that reinforce each other.
Control is the last function of management. Success or failure of planning depends on the success or failure of controlling.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
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.
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.
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.
Control involves monitoring activities to ensure goals are met and correcting deviations. It is important as the final stage of management functions, providing feedback on performance and protecting the workplace. The control process involves measuring actual performance against standards, identifying variances, and taking action. Organizational performance measures include productivity, effectiveness, financial ratios, and balanced scorecards. Information and cultural controls vary across countries. Issues around privacy, monitoring, and intellectual property require balance.
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.
The document outlines a learning outline for a chapter on organizational control. It covers key topics like defining control, the control process, measuring and improving organizational performance, and tools for control like financial ratios, balanced scorecards, and benchmarking. The overall purpose of control is to monitor activities and ensure they are accomplishing organizational goals.
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.
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.
This document outlines the steps in the controlling process:
1. Establish standards against which to measure performance.
2. Measure actual performance of individuals, groups, departments, or the entire enterprise.
3. Compare actual performance to standards to identify any deviations, analyze the causes of deviations, and take corrective actions as needed to align performance with plans.
Strategic control involves tracking the implementation of a strategic plan and determining if adjustments need to be made based on observed results. It has six key steps: setting organizational goals and objectives, establishing performance standards, measuring actual performance, comparing performance to standards, analyzing any deviations, and taking corrective actions if needed. Premise control, a component of strategic control, systematically checks if the underlying assumptions of the strategy are still valid.
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 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 strategic control, which involves monitoring a company's strategic plans and assumptions to ensure performance matches strategic goals. It defines strategic control as a top-level, long-term process used to oversee strategic plan formation and execution. The document outlines the key differences between strategic control and operational control, and describes four types of strategic control: premise control, implementation control, strategic surveillance, and special alert control.
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.
The document discusses various organizational control techniques used by managers. It describes control methods such as budgeting, non-budgetary devices, benchmarking, financial ratio analysis, linear programming, Gantt charts, critical path method, program evaluation and review technique, management by exception, and information technology. Each technique is explained along with its advantages and limitations for organizational control.
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.
The control process involves establishing standards, measuring actual performance, comparing performance to standards, and taking corrective action. There are three main types of control: feedforward focuses on resources before actions; feedback focuses on outputs after actions; and concurrent monitors ongoing activities. Standards can be physical, cost-related, capital-related, revenue-related, intangible, goals, or strategic. Effective control systems are accurate, reasonable, timely, economical, flexible, understandable, emphasize exceptions, and use multiple criteria with corrective action. Control tools include information systems, financial tools like budgets and ratios, analytical tools, and traditional tools like reports.
This document discusses organizational control and the control process. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. It describes the key things managers must evaluate like productivity, quality, customer satisfaction, and innovation. It introduces control systems as formal processes that provide managers with feedback on performance. The document outlines the characteristics of a good control system and lists the three main types of control. It concludes by detailing the four step control process of establishing standards, measuring performance, comparing to standards, and taking corrective action when needed.
The document discusses the management control of projects. It defines a project as a set of activities intended to accomplish a specified end result of interest to management. Projects vary in size and complexity, from small annual audits to large multi-year efforts like landing astronauts on the moon. Effective project management requires formal control systems to manage resources, schedules, budgets, and ensure objectives are met. Key aspects of control include monitoring time, costs, quality, and generating positive goal-seeking behavior through appropriate control mechanisms. Control is exercised through various phases from initial planning to ongoing execution and post-performance reviews.
This document discusses organizational control and culture. It covers three main types of control systems - input, output, and behavior control. It also discusses the goal-setting process and how goals are established at different organizational levels. Additionally, it outlines different control methods like financial measures, operating budgets, direct supervision, management by objectives, rules and standard operating procedures, and organizational culture/clan control. It explains how culture is created through a founder's values, socialization of new employees, ceremonies and stories within an organization.
planning and controling to sweet and shortrArpit Darhe
This document discusses planning and controlling in management. It defines planning as setting objectives and determining how to accomplish them. Managers plan by establishing goals, analyzing the present situation, identifying factors that can help or hinder goals, and developing strategic and operational plans. Controlling is measuring performance against standards, comparing results to objectives, and taking corrective action as needed. Planning and controlling are separate but related management functions that reinforce each other.
Control is the last function of management. Success or failure of planning depends on the success or failure of controlling.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
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.
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.
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.
Control involves monitoring activities to ensure goals are met and correcting deviations. It is important as the final stage of management functions, providing feedback on performance and protecting the workplace. The control process involves measuring actual performance against standards, identifying variances, and taking action. Organizational performance measures include productivity, effectiveness, financial ratios, and balanced scorecards. Information and cultural controls vary across countries. Issues around privacy, monitoring, and intellectual property require balance.
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.
The document outlines a learning outline for a chapter on organizational control. It covers key topics like defining control, the control process, measuring and improving organizational performance, and tools for control like financial ratios, balanced scorecards, and benchmarking. The overall purpose of control is to monitor activities and ensure they are accomplishing organizational goals.
Chapter vi strategic control and evaluationSuzana Vaidya
The document discusses strategic control and evaluation. It describes strategic control as assessing whether organizational strategies are successfully achieving goals and objectives. There are four types of strategic control: premise control, strategic surveillance, special alert control, and implementation control. Strategic control involves determining what to measure, establishing standards, measuring actual performance, comparing to standards, and taking corrective action if needed. Key performance measures discussed include the balanced scorecard and activity-based costing. Responsibility centers are also described as a way to evaluate divisions and functions.
Controlling is the process of evaluating and regulating ongoing activities to ensure organizational goals are achieved. It provides indications of performance and a mechanism to adjust performance to keep organizations moving toward their goals. Controlling evaluates physical, human, information, and financial resources. The control process involves setting standards, measuring actual performance, comparing results to standards, identifying deviations, taking corrective actions, and follow up. Planning and controlling are interrelated functions that reinforce each other. Controls can occur at strategic, tactical, and operational levels and can take the form of feedforward, concurrent, or feedback controls. Effective control systems are integrated with planning, flexible, accurate, timely, objective, and use techniques like financial controls, budgetary controls, and structural controls
Organizational Productivity
Productivity: the overall output of goods and/or services divided by the inputs needed to generate that output.
Output: sales revenues
Inputs: costs of resources (materials, labor expense, and facilities)
Ultimately, productivity is a measure of how efficiently employees do their work
Organizational Productivity
Productivity: the overall output of goods and/or services divided by the inputs needed to generate that output.
Output: sales revenues
Inputs: costs of resources (materials, labor expense, and facilities)
Ultimately, productivity is a measure of how efficiently employees do their work
Controlling
The process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations.
The Purpose of Control
To ensure that activities are completed in ways that lead to accomplishment of organizational goals.
1) Analog Devices Inc (ADI) is a leading manufacturer of integrated circuits that experienced both growth and stagnation in the 1980s and 1990s.
2) In the late 1980s, ADI emphasized quality improvement through its Total Quality Management program to address growing inventory and defect levels. This led to improved delivery times, cycle times, yields, and lower defects.
3) In the 1990s, ADI's strategy shifted from cost reduction to wealth creation through innovation. It introduced new performance measures and planning systems to align with this strategy.
The document provides an overview of controlling concepts including:
- The definition and importance of controlling as monitoring activities to ensure plans are followed.
- Types of control include budgetary control, standard costing, just-in-time and ABC analysis.
- Control techniques help managers identify variances from plans, take corrective actions, and improve future performance.
- Effective control systems empower employees and protect organizations from disruptions.
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.
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.
The document discusses control and organizational performance. It defines control as the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. There are three approaches to control systems: market control using external measures, bureaucratic control emphasizing rules and procedures, and clan control regulating behavior through shared culture. The control process has three steps - measuring performance, comparing to standards, and taking action on deviations. Managers use various tools for organizational performance including financial ratios, budgets, balanced scorecards, and benchmarking.
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.
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.
Project control involves monitoring a project's schedule, costs, and performance. There are three main types of control systems: cybernetic control monitors outputs against milestones; go/no-go control uses testing to ensure preconditions are met; and post-performance control applies lessons learned after a project. Variance analysis compares planned and actual costs/schedules to identify variances which may require corrective action. Effective control systems are accurate, timely, objective, focused on key points, economically realistic, flexible, and accepted by team members.
Project control involves monitoring a project's schedule, costs, and performance against the project plan. There are three main types of control systems: cybernetic control monitors outputs against milestones; go/no-go control uses testing to ensure preconditions are met; and post-performance control applies lessons learned after a project or task is complete. Variance analysis compares planned versus actual results to identify variances, analyze potential impacts and causes, and determine necessary actions. Effective control systems are accurate, timely, objective, focused on strategic points, economically realistic, organizationally realistic, and coordinated with workflow.
The document discusses various aspects of organizational control, including:
1) It defines control and describes the three approaches to control systems - market, bureaucratic, and clan control.
2) It explains the three steps in the control process - measuring performance, comparing to standards, and taking action to correct deviations.
3) It discusses tools managers use to control organizational performance, such as financial ratios, balanced scorecards, benchmarking, and information controls.
Planning is an important process for small businesses to identify goals and strategies. However, small business owners often ignore planning due to lack of time, funds, or interest. Planning helps optimize the use of limited resources. The key managerial functions for any business include planning, organizing, controlling, and re-planning. Planning establishes objectives, strategies, policies and procedures. Organizing structures business activities and assigns responsibilities. Controlling compares actual performance to standards and takes corrective actions. Re-planning revises strategies and policies when objectives are not met. Failure to plan properly can lead a business from economic failure to financial and legal failure.
This document provides an overview of project control. It discusses the fundamental purposes of control, which include maximizing resources, achieving purposeful behavior, finding deviations from plans, and suggesting corrective actions. It also describes the three main types of control systems: cybernetic control, go/no-go control, and post-performance control. Additionally, it explains variance analysis as a method to monitor planned versus actual costs and analyze potential causes of variances.
This document summarizes a qualitative study that investigated stress intervention strategies implemented at five Australian universities over three years. The study aimed to understand the types of interventions used and the level (individual, organizational, or both) they were directed at. It also explored the priority initiatives at each university. Senior HR directors from the universities completed an online survey identifying stress reduction strategies in areas like awareness, job design, work-life balance, and communication. The interventions focused mainly on organizational-level primary strategies to reduce or eliminate stressors, like improving training, career development, pay, and fairness of policies. Enhancing work-life balance and leadership development programs were also common. The findings provide insight into university management's views of work stress causes
This document summarizes a research paper that studied the relationship between employees' perceptions of organizational politics and their performance, with the mediating role of social exchange perceptions. The study collected survey responses from over 1,000 employees across organizations in Pakistan. Structural equation modeling was used to analyze the data. The results showed that perceptions of social exchange fully mediate the relationship between perceptions of organizational politics and employees' performance. Perceptions of unfair politics can harm the social exchange relationship between employees and their organization and negatively impact performance.
This document provides an overview of a framework for understanding the emotion process in organizations. The framework outlines the emotion process as occurring in stages, beginning with an eliciting stimulus and ending with potential behavioral consequences. Key points of the framework include:
- The emotion process starts with an individual encountering a stimulus, registering its meaning, and experiencing physiological changes and feelings. This can then influence behaviors, attitudes, and expressions.
- Emotion regulation processes occur at each stage and are influenced by individual and group factors. These regulation processes can become automatic with practice.
- The behaviors and expressions from one individual can then act as eliciting stimuli for others, allowing the emotion process to spread between individuals.
- This
This document provides guidelines for assigning subject headings for works related to testing. It outlines headings for general works on testing processes, psychological tests, intelligence testing and ability testing. It also provides examples of assigning testing subdivisions under topics like drugs, materials, and classes of people. The document emphasizes searching for existing phrase headings before assigning testing subdivisions and including multiple relevant headings.
The document summarizes a study on leadership competencies for successful change management. It presents a competency model developed based on a literature review. The model includes antecedents of competency development, three dimensions of competencies (cognitive, functional, personal/social), and outcomes of successful change management. An online survey was administered to 284 public administration managers across Europe to test the model. Factor analyses identified seven competency factors and indicators of successful change management.
The costs and_effects_of_workplace_accidents_-_twenty_case_studies_from_irelandSanjeev Mossae
This report summarizes 20 case studies of workplace accidents in Ireland. The accidents resulted in a wide range of costs and effects for both employers and employees. For employers, financial costs varied greatly from €0 to over €3.8 million. Average costs were approximately €52,000. Nearly half of serious accidents resulted in personal injury claims. Costs to employees included lost income, savings, and permanent physical and psychological effects. Employees also reported negative impacts to relationships with coworkers and employers. The case studies provide insights into the human and economic impacts of workplace accidents beyond typical injury statistics.
The document discusses a study that examined the relationship between the personality traits and leadership styles of 105 Malaysian managers and their ability to lead change. The results showed that the managers tended to have personalities that were conscientious and open to experience, and they primarily used a consultative leadership style. Certain personality traits like extroversion and leadership styles like involvement were found to positively correlate with managers' ability to lead change.
This document summarizes a thesis submitted by Jane M. Moraski to the United States Marine Corps Command and Staff College titled "Leadership: The Personality Factor". The thesis argues that individuals with certain personality traits and types, as assessed by the Myers-Briggs Type Indicator, have a greater likelihood of becoming successful high-ranking military leaders. The document provides an overview of theories of leadership and analyzes the relationship between personality, leadership styles, and successful military leaders like General Douglas MacArthur and Admiral Chester Nimitz.
Unlocking the Secrets to Safe Patient Handling.pdfLift Ability
Furthermore, the time constraints and workload in healthcare settings can make it challenging for caregivers to prioritise safe patient handling Australia practices, leading to shortcuts and increased risks.
Under Pressure : Kenneth Kruk's StrategyKenneth Kruk
Kenneth Kruk's story of transforming challenges into opportunities by leading successful medical record transitions and bridging scientific knowledge gaps during COVID-19.
About this webinar: This talk will introduce what cancer rehabilitation is, where it fits into the cancer trajectory, and who can benefit from it. In addition, the current landscape of cancer rehabilitation in Canada will be discussed and the need for advocacy to increase access to this essential component of cancer care.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...rightmanforbloodline
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
Hypertension and it's role of physiotherapy in it.Vishal kr Thakur
This particular slides consist of- what is hypertension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is summary of hypertension -
Hypertension, also known as high blood pressure, is a serious medical condition that occurs when blood pressure in the body's arteries is consistently too high. Blood pressure is the force of blood pushing against the walls of blood vessels as the heart pumps it. Hypertension can increase the risk of heart disease, brain disease, kidney disease, and premature death.
Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
Can coffee help me lose weight? Yes, 25,422 users in the USA use it for that ...nirahealhty
The South Beach Coffee Java Diet is a variation of the popular South Beach Diet, which was developed by cardiologist Dr. Arthur Agatston. The original South Beach Diet focuses on consuming lean proteins, healthy fats, and low-glycemic index carbohydrates. The South Beach Coffee Java Diet adds the element of coffee, specifically caffeine, to enhance weight loss and improve energy levels.
Stem Cell Solutions: Dr. David Greene's Path to Non-Surgical Cardiac CareDr. David Greene Arizona
Explore the groundbreaking work of Dr. David Greene, a pioneer in regenerative medicine, who is revolutionizing the field of cardiology through stem cell therapy in Arizona. This ppt delves into how Dr. Greene's innovative approach is providing non-surgical, effective treatments for heart disease, using the body's own cells to repair heart damage and improve patient outcomes. Learn about the science behind stem cell therapy, its benefits over traditional cardiac surgeries, and the promising future it holds for modern medicine. Join us as we uncover how Dr. Greene's commitment to stem cell research and therapy is setting new standards in healthcare and offering new hope to cardiac patients.
KEY Points of Leicester travel clinic In London doc.docxNX Healthcare
In order to protect visitors' safety and wellbeing, Travel Clinic Leicester offers a wide range of travel-related health treatments, including individualized counseling and vaccines. Our team of medical experts specializes in getting people ready for international travel, with a particular emphasis on vaccines and health consultations to prevent travel-related illnesses. We provide a range of travel-related services, such as health concerns unique to a trip, prevention of malaria, and travel-related medical supplies. Our clinic is dedicated to providing top-notch care, keeping abreast of the most recent recommendations for vaccinations and travel health precautions. The goal of Travel Clinic Leicester is to keep you safe and well-rested no matter what kind of travel you choose—business, pleasure, or adventure.
The best massage spa Ajman is Chandrima Spa Ajman, which was founded in 2023 and is exclusively for men 24 hours a day. As of right now, our parent firm has been providing massage services to over 50,000+ clients in Ajman for the past 10 years. It has about 8+ branches. This demonstrates that Chandrima Spa Ajman is among the most reasonably priced spas in Ajman and the ideal place to unwind and rejuvenate. We provide a wide range of Spa massage treatments, including Indian, Pakistani, Kerala, Malayali, and body-to-body massages. Numerous massage techniques are available, including deep tissue, Swedish, Thai, Russian, and hot stone massages. Our massage therapists produce genuinely unique treatments that generate a revitalized sense of inner serenely by fusing modern techniques, the cleanest natural substances, and traditional holistic therapists.
MBC Support Group for Black Women – Insights in Genetic Testing.pdfbkling
Christina Spears, breast cancer genetic counselor at the Ohio State University Comprehensive Cancer Center, joined us for the MBC Support Group for Black Women to discuss the importance of genetic testing in communities of color and answer pressing questions.
Healthy Eating Habits:
Understanding Nutrition Labels: Teaches how to read and interpret food labels, focusing on serving sizes, calorie intake, and nutrients to limit or include.
Tips for Healthy Eating: Offers practical advice such as incorporating a variety of foods, practicing moderation, staying hydrated, and eating mindfully.
Benefits of Regular Exercise:
Physical Benefits: Discusses how exercise aids in weight management, muscle and bone health, cardiovascular health, and flexibility.
Mental Benefits: Explains the psychological advantages, including stress reduction, improved mood, and better sleep.
Tips for Staying Active:
Encourages consistency, variety in exercises, setting realistic goals, and finding enjoyable activities to maintain motivation.
Maintaining a Balanced Lifestyle:
Integrating Nutrition and Exercise: Suggests meal planning and incorporating physical activity into daily routines.
Monitoring Progress: Recommends tracking food intake and exercise, regular health check-ups, and provides tips for achieving balance, such as getting sufficient sleep, managing stress, and staying socially active.
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...rightmanforbloodline
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
At Apollo Hospital, Lucknow, U.P., we provide specialized care for children experiencing dehydration and other symptoms. We also offer NICU & PICU Ambulance Facility Services. Consult our expert today for the best pediatric emergency care.
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Deep Leg Vein Thrombosis (DVT): Meaning, Causes, Symptoms, Treatment, and Mor...The Lifesciences Magazine
Deep Leg Vein Thrombosis occurs when a blood clot forms in one or more of the deep veins in the legs. These clots can impede blood flow, leading to severe complications.
PET CT beginners Guide covers some of the underrepresented topics in PET CTMiadAlsulami
This lecture briefly covers some of the underrepresented topics in Molecular imaging with cases , such as:
- Primary pleural tumors and pleural metastases.
- Distinguishing between MPM and Talc Pleurodesis.
- Urological tumors.
- The role of FDG PET in NET.
These learning objectives are expressed in the chapter and you may prefer to move directly to slide 5, if you are comfortable that students agree with the objectives.
It should be noted at this point, that all slides that have been prepared for this and the other chapters, have been animated to assist in the presentation. The most important animations are not the bulleted text items (which are animated) but rather the animation of models and exhibits. Models and exhibits contain “sequenced” animations and attempt to portray in visual terms, what the text attempts to portray in words. Many of the models contained in the textbook are taken out of their “static” context and shown here as the “dynamic” constructs they are. A dynamic construct is one that shows how one variable or event is affected by another, and this implies change. Such concepts should be presented dynamically, which means the animation should reflect the change implied by the construct or model. It is a good idea to “play” through the slides before presenting the materials to be sure you understand how they work.
Although these slides can be printed and displayed as “transparencies”, the dynamic nature of the concepts will be less obvious. The slides are best shown in the classroom with your computer connected to the overhead projector. To view the animated presentation, select “View Show” from the Slide Show pull-down menu, or press the F5 key at the top of the keyboard, or select “Slide Show” from the View pull-down menu.
. The slides were prepared using Office 2000 to facilitate the likely lowest common denominator for software. However, they will also play under Office XP and newer software.
Exhibit 16.1, found on page 568 of the textbook, has been animated to permit point-by-point discussion of the four control functions in management. Each mouse click will advance an arrow and its associated function for discussion.
Exhibit 16.2 (see page 570 of the text) is animated to permit some discussion as the model unfolds. The first mouse click will bring up planning and organizing, the second click will bring up control and the third click will finish the model in terms of the feedback loop.
Exhibit 16.3 (page 570 of the textbook) has been animated and will presented over four slides, but punctuated with the various models that are contained within the section in the textbook. You will need to play this sequence of slides (through slide 14) before class to ensure you know how the model and related discussion unfolds. After this slide, for instance, exhibits 16.4 and 16.5 are inserted. Then the model will continue on the slide following exhibit 16.5.
Although the model itself will automatically build when the slides open, the explanatory points on the right side of the slide are activated by mouse clicks as bulleted text.
Exhibit 16.4, found on page 572 in the text, illustrates the relationship between confusion in measuring performance and the degree to which standards have been concretely or abstractly specified. It is animated to permit you to discuss the scales if you wish. If you prefer not to elaborate on them, simply click quickly to the final element of the slide, the up-right pointing arrow. This requires only three mouse clicks.
Exhibit 16.5 (page 572) is animated to permit point-by-point discussion of the three questions managers should ask as they establish standards.
This slide is the continuation of the basic elements in the control process exhibit. Text on the right side of the slide is activated by mouse clicks as used for bulleted text.
Exhibit 16.6 is found on page 573 of the textbook. The exhibit has been animated to permit you to discuss each of the four questions separately if you wish.
This slide continues exhibit 16.3.
And this slide finishes exhibit 16.3. The next slide moves to a new topic.
Exhibit 16.7 is on page 576 of the textbook. The model is animated to permit you to discuss point-by-point the outcomes of performance measurement. When the lables “actual performance better (worse) than expected performance” appear, it will require a mouse click to activate the arrow pointing to the “action taken” boxes. This will permit you to elicit from the students what they think the action that should be taken will be.
The topic of scope of control is divided into strategic, tactical, and operational control. The general field of healthcare was chosen for photos that are periodically inserted and will permit you to have a good discussion in this rapidly evolving field as it pertains to these three levels of control.
Exhibit 16.8 is found on page 577 of the textbook. The textbook has a brief discussion of this exhibit and relates the scope of control to the three control levels, operational, tactical and strategic (left to right in the exhibit). Examples in healthcare (from maintenance and routine functions such as record keeping to broader functions such as determination of growth and implementation of hospital goals) can be fit nicely to a discussion here.
Exhibit 16.9 (page 578 of the textbook) us animated to permit discussion of the scales (2 mouse clicks) and the relationship (3rd mouse click). You can simply click three times if you do not wish to discuss the scales.
Exhibit 16.10 (found on page 579 of the text) is animated to permit point-by-point discussion. The scales can be discussed and then subsequent mouse clicks will activate each of the four quadrants in the exhibit, in the order left to right, bottom to top.
Exhibit 16.11 is found on page 581 of the textbook. The model is animated to permit you to discuss each variable (time frame, objective, types of comparisons, and focus) independently.
Exhibit 16.12, found on page 582, and is animated to permit you to discuss the ratios point-by-point. One click will bring up the ratio label and formula, a second mouse click will bring up the GAP data and ratio calculation, and the third click will bring up the Limited data and ratio calculation. Continue in this fashion until all four ratios have been discussed. The exhibit takes two slides, which will appear seamlessly as one if presented in the “View Show’ mode.
Exhibit 16.13 (see page 584 of the textbook) is animated to permit point-by-point discussion. It requires only four mouse clicks, each bringing up one issue and its related question(s). The exhibit is presented over two slides which will appear seamlessly as one, if presented in the “View Show” mode.
Exhibit 16.14 (see page 586 of the text) is animated to permit point-by-point discussion of the four sub-functions in the HRM function.
Exhibit 16.13 (see page 584 of the textbook) has been animated to permit point-by-point discussion of Bureaucratic and Clan structures. Due to the volume of information on this slide, the font size is at the margin of readability in traditional classrooms. Handouts may be a good idea in rooms where students seated at the back of the room cannot read the text.
This slide is followed by exhibit 16.16 which illustrates the precontrol, concurrent control and postcontrol activities. You may prefer to delay detailed discussion of these four activities until that slide.
Exhibit 16.16 (page 589 in the text) has been animated to permit point-by-point discussion of the three operational controls. It requires only three mouse clicks. I sometimes relate this model to the “systems model” of organizations, as input, transformation and output activiteis. If your students are familiar with that model, then you can elicit what types of organizational activities are control functions at each level. For instance, precontrol activities would include such things as “selection” of human inputs, “inspection of raw materials” for raw materials, etc. Concurrent control might include training and inspection of “in-process” work at the concurrent control level. In this sense, it might be suggested that control activities are a normal part of everyday management activities, and that we are just now understanding that a big part of managerial work is control.
Exhibit 16.17 which is a compilation of informational points beginning with “focus of control” and ending with “source of control” is presented on slide 32 (two slides later). You might prefer to delay detailed discussion until that slide, using this slide for overview purposes.
The next slide presents exhibit 16.17 which is a compilation of informational points beginning with “focus of control” and ending with “source of control.” You might prefer to delay detailed discussion until that slide, using this slide for overview purposes.
Exhibit 16.17 (see page 590 of the textbook) has been animated to permit point-by-point discussion of the key factors in effectiveness control. Some of the points will have been covered in previous slides, but discussion of the questions will serve a useful purpose. Six mouse clicks are required, each will bring up a key factor and its related question(s).