Controlling in Management
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This document discusses controlling as a management function. It defines controlling as a process of monitoring performance and taking action to ensure desired results. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives and standards, and taking any necessary corrective action. The document outlines different types of controls like preliminary, concurrent, and postaction controls. It also discusses internal and external controls, organizational control systems, and operations management and control techniques. The overall purpose is to explain how controlling is a key management function for ensuring organizational performance meets established objectives and standards.
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controlling - management
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
Unit 7 controlling
This document discusses the concepts of controlling and the relationship between planning and controlling. It defines controlling as a process of monitoring performance and taking action to ensure desired results. Controlling is a continuous, dynamic, action-oriented, and forward-looking process exercised at all levels of management. The key steps in controlling are establishing objectives and standards, measuring actual performance, comparing results to objectives, identifying deviations, and taking corrective action. Planning precedes controlling and provides the basis for it, while controlling ensures plans are implemented properly and kept on track. Planning and controlling are interdependent and mutually reinforcing functions.
Controlling
Controlling 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.
types of planning
The document discusses different types of plans organizations use for training: short-range and long-range plans. It also outlines key components of planning including objectives, policies, strategies, procedures, programs, budgets, and rules. Objectives are goals or purposes that guide organizations and are essential to the planning process. Policies provide guidance for decision making. Procedures provide step-by-step directions for carrying out activities. Rules define allowed and prohibited behaviors. Programs implement policies to achieve objectives. Budgets allocate resources over different time periods from long-term to current.
Controlling 2 ppt
Controlling is a managerial function that involves establishing performance standards, measuring actual performance, comparing the two to analyze deviations, and taking corrective actions. The key steps in controlling are establishing standards, measuring performance, comparing performance to standards, identifying the causes of deviations, and correcting deviations through actions like changing plans, tasks, techniques, structure, or facilities. Controlling is important for adjusting operations, verifying policies, ensuring managerial responsibility and accountability, applying psychological pressure to improve performance, coordinating actions, and achieving organizational efficiency and effectiveness.
PPM- Controlling
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.
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.
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.
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controlling - management
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
Unit 7 controlling
This document discusses the concepts of controlling and the relationship between planning and controlling. It defines controlling as a process of monitoring performance and taking action to ensure desired results. Controlling is a continuous, dynamic, action-oriented, and forward-looking process exercised at all levels of management. The key steps in controlling are establishing objectives and standards, measuring actual performance, comparing results to objectives, identifying deviations, and taking corrective action. Planning precedes controlling and provides the basis for it, while controlling ensures plans are implemented properly and kept on track. Planning and controlling are interdependent and mutually reinforcing functions.
Controlling
Controlling 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.
types of planning
The document discusses different types of plans organizations use for training: short-range and long-range plans. It also outlines key components of planning including objectives, policies, strategies, procedures, programs, budgets, and rules. Objectives are goals or purposes that guide organizations and are essential to the planning process. Policies provide guidance for decision making. Procedures provide step-by-step directions for carrying out activities. Rules define allowed and prohibited behaviors. Programs implement policies to achieve objectives. Budgets allocate resources over different time periods from long-term to current.
Controlling 2 ppt
Controlling is a managerial function that involves establishing performance standards, measuring actual performance, comparing the two to analyze deviations, and taking corrective actions. The key steps in controlling are establishing standards, measuring performance, comparing performance to standards, identifying the causes of deviations, and correcting deviations through actions like changing plans, tasks, techniques, structure, or facilities. Controlling is important for adjusting operations, verifying policies, ensuring managerial responsibility and accountability, applying psychological pressure to improve performance, coordinating actions, and achieving organizational efficiency and effectiveness.
PPM- Controlling
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.
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.
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.
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Controlling by Taufiq
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.
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.
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CONTROLLING
Control in management involves setting standards, measuring performance against those standards, and taking corrective action when needed. It is an important function that helps minimize deviations from standards and ensure organizational goals are achieved as planned. Control is a continuous, multi-level process that is forward-looking and linked to planning. It aims to maximize resource use, ensure purposeful behavior, and improve efficiency and effectiveness.
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This document discusses controlling as an important management function. It defines controlling as evaluating performance and taking corrective actions if needed to ensure plans are followed. The document outlines characteristics of controlling like being a continuous process exercised at all levels. It discusses traditional techniques like direct supervision, break-even analysis, and budgetary control and modern techniques like management audits, management information systems, and PERT/CPM analysis. The overall purpose of controlling is to monitor performance and ensure objectives are met according to plans.
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The document discusses various aspects of controlling as a managerial function. It defines controlling as measuring and correcting performance to ensure plans and objectives are being accomplished. It describes the nature of controlling as being forward-looking, pervasive, continuous, action-oriented, dynamic, and goal-oriented. The integrated control system involves establishing performance standards, measuring performance against standards, identifying deviations, and taking corrective actions. Control tools and techniques discussed include information systems, financial controls using budgets, operations controls using quality control charts and the economic order quantity model, and behavioral controls. Gantt charts and load charts are also presented as operational planning and control tools.
Controlling in management
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It sees to it that the right things happen, in the right ways, and at the right time
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The document discusses different aspects of control as a management function. It defines control as verifying performance against plans and standards to identify errors and ensure objectives are met. Control involves measuring performance, comparing it to standards, and taking actions to correct deviations. It discusses different control techniques like personal observation, reports, and adjusting standards or employee performance to bring results in line with goals. The key aspects of an effective control system are outlined.
Management principles aand practices
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
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Controlling and Its Meaning, Nature, Importance,Elements,Process.
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This document defines and discusses the concept of controlling in management. It provides definitions of controlling from various authors and outlines the nature, importance, elements of the control cycle, differences between planning and control, the controlling process, and types of control. In summary:
Controlling involves comparing actual performance to planned performance, identifying deviations, and taking corrective actions to ensure goals are met. It is an ongoing process that helps achieve objectives, improve performance and quality, and adapt to changes. The control cycle establishes goals, plans, compares performance, provides feedback, and evaluates results.Control function
The document discusses the controlling function of management. It defines controlling as monitoring, comparing, and correcting work performance to ensure objectives are met properly and on time. The main types of control discussed are feedforward, concurrent, and feedback controls. Various control tools and techniques are also outlined, including project management, inventory control, financial ratios, balanced scorecards, and management information systems. Characteristics of effective control systems emphasize being suitable, timely, objective, flexible, economical, and focusing on strategic points while motivating high performance.
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Controlling as a Management Function.ppt
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its goals efficiently and complies with rules. There are three types of control: preliminary controls set directions before work begins, concurrent controls monitor ongoing work, and postaction controls assess end results. Controls can be internal through self-monitoring or external through direct managerial action. Organizations use management processes, compensation systems, discipline, and information systems to implement controls.
OD_09.ppt
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its desired results in an efficient manner consistent with its plans and policies. The control process involves establishing objectives and standards, measuring actual performance, comparing the results, and taking necessary actions. Controls can be preliminary, concurrent, or postaction and can be either internal through self-control or external through direct managerial action. Organizations implement various control systems including processes, compensation, discipline, information, and operations management to monitor performance.
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Describe controlling function. the Importance of controlling and how companies should do in order to ensure their goals can be achieve.
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The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in 1992 by Kaplan and Norton to provide a balanced perspective beyond just financial measures. The Balanced Scorecard approach suggests viewing an organization from four perspectives: financial, customer, internal business processes, and learning and growth. Key to implementation is obtaining executive support, involving leaders and employees, enhancing information systems, and monitoring progress.
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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.
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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.
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Controlling-The Last Management function after Planning,Organising,Directing & Staffing.
'Controlling' is a part of subject Organisation Structure & Process(OSP).Its also a part of subject Principles of Business Management(PBM).
CONTROLLING
Control in management involves setting standards, measuring performance against those standards, and taking corrective action when needed. It is an important function that helps minimize deviations from standards and ensure organizational goals are achieved as planned. Control is a continuous, multi-level process that is forward-looking and linked to planning. It aims to maximize resource use, ensure purposeful behavior, and improve efficiency and effectiveness.
Unit 5 controlling
This document discusses controlling as an important management function. It defines controlling as evaluating performance and taking corrective actions if needed to ensure plans are followed. The document outlines characteristics of controlling like being a continuous process exercised at all levels. It discusses traditional techniques like direct supervision, break-even analysis, and budgetary control and modern techniques like management audits, management information systems, and PERT/CPM analysis. The overall purpose of controlling is to monitor performance and ensure objectives are met according to plans.
Controlling ppt
The document discusses various aspects of controlling as a managerial function. It defines controlling as measuring and correcting performance to ensure plans and objectives are being accomplished. It describes the nature of controlling as being forward-looking, pervasive, continuous, action-oriented, dynamic, and goal-oriented. The integrated control system involves establishing performance standards, measuring performance against standards, identifying deviations, and taking corrective actions. Control tools and techniques discussed include information systems, financial controls using budgets, operations controls using quality control charts and the economic order quantity model, and behavioral controls. Gantt charts and load charts are also presented as operational planning and control tools.
Controlling in management
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Introduction to Management - Meaning, Nature, Scope, Levels of Management
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
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Significance of Management from the point of view of Modern Business Operations.
Principles of management
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
The nature and significance of control
The document discusses different aspects of control as a management function. It defines control as verifying performance against plans and standards to identify errors and ensure objectives are met. Control involves measuring performance, comparing it to standards, and taking actions to correct deviations. It discusses different control techniques like personal observation, reports, and adjusting standards or employee performance to bring results in line with goals. The key aspects of an effective control system are outlined.
Management principles aand practices
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
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This document defines and discusses the concept of controlling in management. It provides definitions of controlling from various authors and outlines the nature, importance, elements of the control cycle, differences between planning and control, the controlling process, and types of control. In summary:
Controlling involves comparing actual performance to planned performance, identifying deviations, and taking corrective actions to ensure goals are met. It is an ongoing process that helps achieve objectives, improve performance and quality, and adapt to changes. The control cycle establishes goals, plans, compares performance, provides feedback, and evaluates results.Control function
The document discusses the controlling function of management. It defines controlling as monitoring, comparing, and correcting work performance to ensure objectives are met properly and on time. The main types of control discussed are feedforward, concurrent, and feedback controls. Various control tools and techniques are also outlined, including project management, inventory control, financial ratios, balanced scorecards, and management information systems. Characteristics of effective control systems emphasize being suitable, timely, objective, flexible, economical, and focusing on strategic points while motivating high performance.
Strategic Management PPT
This document presents guidelines for crafting successful business strategies. It defines strategy as determining long-term goals and adopting actions to achieve those goals. Strategic management is defined as formulating, implementing, evaluating, and controlling strategies to realize organizational goals. The document states that in a global business environment, strategic thinking is required and good corporate strategies allow companies to be competitively strategic. It provides that a strategy states how an organization will achieve its mission and objectives.
Organizational effectiveness and change mgt
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
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Controlling as a Management Function.ppt
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its goals efficiently and complies with rules. There are three types of control: preliminary controls set directions before work begins, concurrent controls monitor ongoing work, and postaction controls assess end results. Controls can be internal through self-monitoring or external through direct managerial action. Organizations use management processes, compensation systems, discipline, and information systems to implement controls.
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Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its desired results in an efficient manner consistent with its plans and policies. The control process involves establishing objectives and standards, measuring actual performance, comparing the results, and taking necessary actions. Controls can be preliminary, concurrent, or postaction and can be either internal through self-control or external through direct managerial action. Organizations implement various control systems including processes, compensation, discipline, information, and operations management to monitor performance.
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Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its goals. The control process involves establishing objectives and standards, measuring actual performance, comparing results, and taking necessary actions. Controls can be preliminary, concurrent, or postaction. Managers use internal controls that rely on self-control and external controls involving direct supervision. Organizations implement control systems through various management processes, compensation, employee discipline, information, operations management, and quality control.
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Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its goals. The control process involves establishing objectives and standards, measuring actual performance, comparing results, and taking necessary actions. Controls can be preliminary, concurrent, or postaction. Managers use internal controls that rely on self-control and external controls involving direct supervision. Organizations implement control systems through various management processes, compensation, employee discipline, information, operations management, and quality control.
Od 09
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its goals. The control process involves establishing objectives and standards, measuring actual performance, comparing results, and taking necessary actions. Controls can be preliminary, concurrent, or postaction. Managers use internal controls that rely on self-control and external controls involving direct supervision. Organizations implement control systems through various management processes, compensation, employee discipline, information, and operations management.
controlling.ppt
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its goals. The control process involves establishing objectives and standards, measuring actual performance, comparing results, and taking necessary actions. Controls can be preliminary, concurrent, or postaction. Managers use internal controls that rely on self-control and external controls involving direct supervision. Organizations implement control systems through various management processes, compensation, employee discipline, information, operations management, and quality control.
Caster111111111
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. The control process establishes objectives and standards, measures actual performance, compares results to the objectives and standards, and takes necessary action. There are different types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external involving direct managerial action. Organizations use various control systems like performance management, compensation, information systems, and quality control processes to monitor performance and ensure objectives are met.
Controlling
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. The control process establishes objectives and standards, measures actual performance, compares results to the objectives and standards, and takes necessary action. There are various types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external involving direct managerial action. Organizations use various control systems like policies and procedures, compensation, and information systems to monitor performance and ensure objectives are met.
management function - controlling
Controlling is a management function that monitors performance and ensures desired results are achieved. It involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective action. The control process aims to ensure the right actions are taken in the right way at the right time. Effective controls are strategic, understandable, encourage self-control, are timely and exception-oriented, positive in nature, fair and objective, and flexible. Organizations use various control systems like management processes, compensation, employee discipline, information systems, and operations controls.
Control
Controlling is a management function that involves monitoring performance and taking corrective action to ensure objectives are met. The control process involves establishing objectives and standards, measuring actual performance, comparing results to objectives and standards, and taking necessary action. There are different types of controls including preliminary, concurrent, and postaction controls. Managers also have options of relying on internal self-control by employees or taking direct external action to control behavior. An effective control system focuses on objectives, is forward-looking, prompt, uses critical point control and control by exception, is flexible, objective, economical, and motivating.
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.
Controlling ppt
Controlling is a management function that involves monitoring performance, ensuring desired results are achieved, and that individuals and groups work consistently with short and long term plans. It establishes objectives and standards, measures actual performance, compares results to objectives, and takes necessary corrective action. There are different types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external through direct managerial action. Organizational control systems include processes, policies, performance management, and compensation.
Controlling
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.
Control.ppt
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. The control process establishes objectives and standards, measures actual performance, compares the results, and takes necessary action. There are two types of standards - output standards that measure performance results and input standards that measure work efforts. Managers can rely on internal controls that allow self-control or external controls that involve direct action and oversight through systems like performance appraisals.
M&OB - Controlling
Controlling as a Management Function
Control Process
Objectives and Standards for Controlling
Measuring Performance
Types of Controls
Corrective Action
Organizational Control Systems
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.
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
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.
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.
Controlling and evaluation mechanism
This document discusses controlling and evaluation mechanisms in nursing management. It outlines the six steps of controlling as establishing performance standards, conducting job analyses, monitoring and measuring performance, comparing performance to standards, taking corrective action, and using preventative methods like coaching. Evaluation ensures quality of care, establishes comparisons, and promotes self-monitoring and improvement. Effective control focuses on critical factors, integrates with processes, gains employee acceptance, provides timely information economically, and is accurate and comprehensible. Performance appraisal is a key control process that evaluates employees against standards for compensation, career planning, feedback, training, and human resource planning. Establishing appropriate standards and effectively evaluating performance against those standards is essential for controlling in nursing management.
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【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
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◇面对父母的压力，希望尽快拿到；
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
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B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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Controlling in Management
- 1. International University of Erbil College of Business and Management Department of General Management Controlling CHAPTER 3 DR. NAWAR AL-SAADI ERBIL 2017
- 2. Controlling as a Management Function Controlling 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. 2
- 3. Controlling as a Management Function Controlling Done well, it ensures that the overall directions of individuals and groups are consistent with short and long range plans. It helps ensure that objectives and accomplishments are consistent with one another throughout an organization. It helps maintain compliance with essential organizational rules and policies. 3
- 4. Controlling as a Management Function Cybernetic Control System One that is self-contained in its performance monitoring and correction capabilities. (thermostat) The control process practiced in organizations is not cybernetic, but it does follow similar principles. 4
- 5. The Control Process Establish objectives and standards. Measure actual performance. Compare results with objectives and standards. Take necessary action. 5
- 6. Establish Objectives and Standards The control process begins with planning and the establishment of performance objectives. Performance objectives are defined and the standards for measuring them are set. 6
- 7. Establish Objectives and Standards 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
- 8. Measuring Actual Performance 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
- 9. Comparing Results with Objectives and Standards The comparison of actual performance with desired performance establishes the need for action. Ways of making such comparisons include: Historical / Relative / Engineering Benchmarking 9
- 10. Taking Corrective Action Taking any action necessary to correct or improve things. Management-by-Exception focuses managerial attention on substantial differences between actual and desired performance. 10
- 11. Taking Corrective Action Management-by Exception can save the managers time, energy, and other resources, and concentrates efforts on areas showing the greatest need. There are two types of exceptions: Problems - below standard Opportunities - above standard 11
- 12. Effective Controls The Best Controls in Organizations are: Strategic and results oriented Understandable Encourage self-control Timely and exception oriented Positive in nature Fair and objective Flexible 12
- 13. Types of Control Preliminary Sometimes called the feed forward controls, they are accomplished before a work activity begins. They make sure that proper directions are set and that the right resources are available to accomplish them. 13
- 14. Types of Control Concurrent Focus on what happens during the work process. Sometimes called steering controls, they monitor ongoing operations and activities to make sure that things are being done correctly. 14
- 15. Types of Control Postaction Sometimes called feedback controls, they take place after an action is completed. They focus on end results, as opposed to inputs and activities. 15
- 16. Types of Controls Managers have two broad options with respect to control. They can rely on people to exercise self-control (internal) over their own behavior. Alternatively, managers can take direct action (external) to control the behavior of others. 16
- 17. Types of Control Internal Controls Allows motivated individuals to exercise self-control in fulfilling job expectations. The potential for self-control is enhanced when capable people have clear performance objectives and proper resource support. 17
- 18. Types of Control External Controls It occurs through personal supervision and the use of formal administrative systems. Performance appraisal systems, compensation and benefit systems, employee discipline systems, and management-by-objectives. 18
- 19. Organizational Control Systems Management Processes Strategy and objectives Policies and procedures Selection and training Performance appraisal Job design and work structures Performance modeling, norms, and organization culture 19
- 20. Organizational Control Systems Compensation and Benefits Attract talented people and retain them. Motivate people to exert maximum effort in their work. Recognize the value of their performance contributions. 20
- 21. Organizational Control Systems Employee Discipline Discipline is defined as influencing behavior through reprimand. Progressive Discipline ties reprimand to the severity and frequency of the employee’s infractions. Positive Discipline tries to involve people more positively and directly in making decisions to improve their behavior. 21
- 22. The “Hot Stove Rule” Immediate Focus on activity not personality Consistent Informative Occur in a supportive setting Support realistic rules 22 To be Effective Discipline Should be:
- 23. Organizational Control Systems Information and Financial Activity-based costing - the true cost of all products and services. Economic value added - examine the value added by all activities. Understand the implication of key financial measures of (ratios) organizational performance 23
- 24. Operations Management and Control Purchasing Economic Order Quantity automatic reorder points Just-In-Time Scheduling 24
- 25. Operations Management and Control Project Management Program Evaluation and Review Technique (PERT) - Identifies and controls the many separate events in complex projects. Statistical Quality Control Based on the establishment of upper and lower control limits, that can be graphically and statistically monitored to ensure that products meet standards. 25
- 26. THE END 26