The document discusses different types of control based on the elements controlled and stage of control. It describes strategic control which evaluates strategy and operational control which evaluates organizational performance. It also discusses feedforward, concurrent, and feedback control based on when control is exercised. Management by exception and total quality management are also summarized, focusing on only monitoring deviations from plans, continuous improvement, and satisfying customer expectations.
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.
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Not having the ability to identify and rapidly respond to an abnormality means risking potential line shutdown, re-work, or maybe even a recall. Learn the steps needed to formalize and implement a proactive abnormality management program - including methods to error-proof your operations.
The document discusses controlling by defining it as measuring performance and taking action to ensure desired results. It identifies the four main steps in the control process as establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action as needed. Finally, it outlines different types of controls such as preliminary, concurrent, and past action controls, as well as internal vs. external controls.
Controlling is a process that measures performance and ensures desired results are achieved by taking corrective action. There are three types of controls: feedforward, concurrent, and feedback controls. The control process has four steps - establish objectives and standards, measure performance results, compare results to objectives, and take corrective action. Objectives and standards are set in step one. Performance is measured against the standards in step two. Step three involves comparing actual results to objectives to identify needs for action. In step four, corrective actions are taken to address problems or opportunities. Common control techniques include employee discipline systems, project management, Gantt charts, CPM/PERT, and financial controls like liquidity, leverage, asset management,
The document discusses the concept of controlling as a management process that involves regulating organizational activities so actual performance meets standards and goals. It defines controlling and explains its significance and relation to other management functions like planning, organizing and directing. The document also outlines the roles of controls, levels of control, steps in the control process, managerial approaches to implementing controls, and characteristics of an effective control system.
The document discusses different types of control based on the elements controlled and stage of control. It describes strategic control which evaluates strategy and operational control which evaluates organizational performance. It also discusses feedforward, concurrent, and feedback control based on when control is exercised. Management by exception and total quality management are also summarized, focusing on only monitoring deviations from plans, continuous improvement, and satisfying customer expectations.
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.
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Not having the ability to identify and rapidly respond to an abnormality means risking potential line shutdown, re-work, or maybe even a recall. Learn the steps needed to formalize and implement a proactive abnormality management program - including methods to error-proof your operations.
The document discusses controlling by defining it as measuring performance and taking action to ensure desired results. It identifies the four main steps in the control process as establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action as needed. Finally, it outlines different types of controls such as preliminary, concurrent, and past action controls, as well as internal vs. external controls.
Controlling is a process that measures performance and ensures desired results are achieved by taking corrective action. There are three types of controls: feedforward, concurrent, and feedback controls. The control process has four steps - establish objectives and standards, measure performance results, compare results to objectives, and take corrective action. Objectives and standards are set in step one. Performance is measured against the standards in step two. Step three involves comparing actual results to objectives to identify needs for action. In step four, corrective actions are taken to address problems or opportunities. Common control techniques include employee discipline systems, project management, Gantt charts, CPM/PERT, and financial controls like liquidity, leverage, asset management,
The document discusses the concept of controlling as a management process that involves regulating organizational activities so actual performance meets standards and goals. It defines controlling and explains its significance and relation to other management functions like planning, organizing and directing. The document also outlines the roles of controls, levels of control, steps in the control process, managerial approaches to implementing controls, and characteristics of an effective control system.
The document discusses the concept of controlling in management. It defines controlling as verifying that organizational activities conform to plans and standards. The significance and role of controls are explained, including relating controls to other management functions like planning. Controls help cope with uncertainty, detect irregularities, identify opportunities, and handle complex situations. The document outlines the levels of control, steps in the control process, and managerial approaches to implementing controls. It concludes by describing characteristics of an effective control system.
This document discusses controlling as a management function. It defines controlling as verifying that plans are followed and resources are efficiently used to achieve goals. Controlling measures deviations from standards and helps take corrective actions. The controlling process involves establishing standards, measuring performance, comparing actual and standard performance, and taking remedial actions. Traditional controlling techniques include personal observation, statistical data, break-even analysis, and budgetary control. Modern techniques include management information systems, PERT, CPM, and management audits. For controlling to be effective it must be accurate, timely, flexible, integrated, economically feasible, and enable corrective actions.
This document discusses management control and its key aspects. It defines control as setting performance standards and measuring actual performance against those standards to identify any deviations requiring corrective action. The control process involves establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Effective control systems are accurate, timely, objective, focused on strategic areas, economically realistic, organizationally realistic, flexible, prescriptive, accepted by members, and can focus on inputs, the transformation process, or outputs. The document also discusses Islamic perspectives on management, which emphasize balance, teamwork, fairness, and priorities based on Islamic values and laws.
Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
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 controlling and the controlling process. It defines controlling as assuring that actual activities conform to planned activities by regulating organizational activities so that actual performance meets expected standards and goals. The importance of controlling includes adapting to changing conditions, limiting errors, and preventing failure. The controlling process involves determining areas to control, establishing standards, measuring actual performance, comparing to standards, and taking corrective action. The document also describes types of controls, characteristics of effective control systems, and cybernetic vs non-cybernetic controls.
The document discusses quality management processes from the PMBok. It defines quality management as determining quality policies, objectives, and responsibilities to ensure a project satisfies its intended needs. It outlines the key quality management processes of quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and standards. Quality assurance audits the quality requirements and quality control measurements. Quality control monitors quality activities and recommends necessary changes. The document also defines important quality terms and concepts.
This document outlines key aspects of controlling, including:
1. Controlling monitors activities to ensure plans are followed and deviations corrected. It helps achieve goals.
2. The control process involves measuring performance, comparing to standards, and taking action to correct deviations or revise standards.
3. Tools for controlling include feed-forward, concurrent, and feedback controls. Feed-forward prevents problems, concurrent controls activities in progress, and feedback controls after actions.
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.
Management control is an important managerial function that helps check for errors and take corrective actions to minimize deviations from standards and achieve organizational goals. Control involves setting performance standards, measuring actual performance, and taking corrective action if needed. There are three main types of controls: feedforward controls prevent deviations, concurrent controls monitor ongoing work, and feedback controls review past performance against standards. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
The SMAIC model of continuous improvement involves 5 phases: Select, Measure, Analyze, Improve, and Control. The Select phase identifies processes for improvement and develops action plans. Measure involves collecting baseline performance data. Analyze studies current processes to establish improvement goals. Improve develops and tests proposed solutions. Control documents and monitors processes to institutionalize improvements.
The document provides information about auditing a microbiological laboratory. It defines quality audits and outlines the scope and objectives of auditing. Key areas that are audited include laboratory equipment, standard operating procedures, documentation, environmental monitoring, and testing processes. The document discusses auditing the laboratory facility, equipment, documentation systems, and testing methods to ensure compliance with standards.
The document discusses various aspects of controlling in management. It begins by defining controlling as the process of monitoring, comparing, and correcting work performance. It then describes the importance of controlling and outlines the typical control process, which involves setting standards, measuring actual performance, comparing to standards, and responding to deviations. The document also discusses different types of control systems like bureaucratic control and clan control. Finally, it notes some key requirements for effective controls, such as tailoring controls to plans/positions and individuals, designing controls to point up exceptions, and ensuring flexibility and quick corrective action.
This document defines and discusses the concept of managerial control. It provides definitions of control from Henry Fayol and Koontz and O'Donnell, describing control as verifying that plans are followed and measuring performance against standards. The document then discusses controlling as a management function, the control process, types of controls based on time (feedforward, concurrent, feedback), control techniques (traditional and modern), and characteristics and guidelines for effective control.
It contains defination, Why is managerial control important ?, Steps in the managerial control process, Purpose of managerial control, Limitations of Managerial Control, Relationship between planning and controlling, Controlling process, Managerial Controlling for organizational performance, How to measure and evaluate employee performance data, Taking managerial action and conclusion.
Controlling involves measuring current performance against predetermined standards to ensure progress towards objectives. It establishes reasonable standards, measures performance, and compares it to standards. When performance does not meet standards, corrective actions like improving performance, changing policies, or revising standards can be taken. Controlling uses feedback, concurrent, and feedforward methods by monitoring inputs, processes, and outputs to anticipate and prevent issues while learning from past results.
This document discusses quality control and the process of establishing standards and measuring performance. It defines control as observing performance, comparing it to standards, and taking action on differences. The purpose of control is to maintain gains, promote analysis of variation, and enable self-control. The control process involves choosing subjects, establishing measurements and standards, measuring actual performance, comparing to standards, and taking action on differences. Self-control relies on knowledge of responsibilities, performance, and means of regulation. Quality control subjects are critical parameters aligned with customer needs. Measurement is central to control and provides feedback to identify problems and motivate improvement. Units of measurement with defined sensors are needed to quantify control subjects.
Controlling is the process of ensuring actual activities conform to planned activities. It involves establishing performance standards, measuring actual performance, comparing actual results to standards, and taking corrective action as needed. There are three types of control: feed forward control sets policies before operations begin; concurrent control monitors and adjusts activities as they occur; and feedback control measures outputs, compares them to standards, and implements corrective actions. Control techniques include budgetary methods like operating, variable, and zero-base budgets. Non-budgetary methods include statistical data, reports, auditing, and personal observation. Modern methods include PERT, management information systems, and computers. An effective control system focuses on critical points, integrates all controls, and tail
The document discusses various concepts related to controlling performance in organizations. It defines controlling as measuring and correcting performance to ensure objectives are met. The basic control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. It also discusses different types of standards, measurement techniques for quantitative vs qualitative factors, identifying deviations, and remedial actions. Overall, the document provides an overview of key elements in the managerial function of controlling.
The term IoT, or Internet of Things, refers to the collective network of conn...Dr. Prof. Kiran Shinde
The term IoT, or Internet of Things, refers to the collective network of connected devices and the technology that facilitates communication between devices and the cloud, as well as between the devices themselves.
The document discusses the concept of controlling in management. It defines controlling as verifying that organizational activities conform to plans and standards. The significance and role of controls are explained, including relating controls to other management functions like planning. Controls help cope with uncertainty, detect irregularities, identify opportunities, and handle complex situations. The document outlines the levels of control, steps in the control process, and managerial approaches to implementing controls. It concludes by describing characteristics of an effective control system.
This document discusses controlling as a management function. It defines controlling as verifying that plans are followed and resources are efficiently used to achieve goals. Controlling measures deviations from standards and helps take corrective actions. The controlling process involves establishing standards, measuring performance, comparing actual and standard performance, and taking remedial actions. Traditional controlling techniques include personal observation, statistical data, break-even analysis, and budgetary control. Modern techniques include management information systems, PERT, CPM, and management audits. For controlling to be effective it must be accurate, timely, flexible, integrated, economically feasible, and enable corrective actions.
This document discusses management control and its key aspects. It defines control as setting performance standards and measuring actual performance against those standards to identify any deviations requiring corrective action. The control process involves establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Effective control systems are accurate, timely, objective, focused on strategic areas, economically realistic, organizationally realistic, flexible, prescriptive, accepted by members, and can focus on inputs, the transformation process, or outputs. The document also discusses Islamic perspectives on management, which emphasize balance, teamwork, fairness, and priorities based on Islamic values and laws.
Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
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 controlling and the controlling process. It defines controlling as assuring that actual activities conform to planned activities by regulating organizational activities so that actual performance meets expected standards and goals. The importance of controlling includes adapting to changing conditions, limiting errors, and preventing failure. The controlling process involves determining areas to control, establishing standards, measuring actual performance, comparing to standards, and taking corrective action. The document also describes types of controls, characteristics of effective control systems, and cybernetic vs non-cybernetic controls.
The document discusses quality management processes from the PMBok. It defines quality management as determining quality policies, objectives, and responsibilities to ensure a project satisfies its intended needs. It outlines the key quality management processes of quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and standards. Quality assurance audits the quality requirements and quality control measurements. Quality control monitors quality activities and recommends necessary changes. The document also defines important quality terms and concepts.
This document outlines key aspects of controlling, including:
1. Controlling monitors activities to ensure plans are followed and deviations corrected. It helps achieve goals.
2. The control process involves measuring performance, comparing to standards, and taking action to correct deviations or revise standards.
3. Tools for controlling include feed-forward, concurrent, and feedback controls. Feed-forward prevents problems, concurrent controls activities in progress, and feedback controls after actions.
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.
Management control is an important managerial function that helps check for errors and take corrective actions to minimize deviations from standards and achieve organizational goals. Control involves setting performance standards, measuring actual performance, and taking corrective action if needed. There are three main types of controls: feedforward controls prevent deviations, concurrent controls monitor ongoing work, and feedback controls review past performance against standards. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
The SMAIC model of continuous improvement involves 5 phases: Select, Measure, Analyze, Improve, and Control. The Select phase identifies processes for improvement and develops action plans. Measure involves collecting baseline performance data. Analyze studies current processes to establish improvement goals. Improve develops and tests proposed solutions. Control documents and monitors processes to institutionalize improvements.
The document provides information about auditing a microbiological laboratory. It defines quality audits and outlines the scope and objectives of auditing. Key areas that are audited include laboratory equipment, standard operating procedures, documentation, environmental monitoring, and testing processes. The document discusses auditing the laboratory facility, equipment, documentation systems, and testing methods to ensure compliance with standards.
The document discusses various aspects of controlling in management. It begins by defining controlling as the process of monitoring, comparing, and correcting work performance. It then describes the importance of controlling and outlines the typical control process, which involves setting standards, measuring actual performance, comparing to standards, and responding to deviations. The document also discusses different types of control systems like bureaucratic control and clan control. Finally, it notes some key requirements for effective controls, such as tailoring controls to plans/positions and individuals, designing controls to point up exceptions, and ensuring flexibility and quick corrective action.
This document defines and discusses the concept of managerial control. It provides definitions of control from Henry Fayol and Koontz and O'Donnell, describing control as verifying that plans are followed and measuring performance against standards. The document then discusses controlling as a management function, the control process, types of controls based on time (feedforward, concurrent, feedback), control techniques (traditional and modern), and characteristics and guidelines for effective control.
It contains defination, Why is managerial control important ?, Steps in the managerial control process, Purpose of managerial control, Limitations of Managerial Control, Relationship between planning and controlling, Controlling process, Managerial Controlling for organizational performance, How to measure and evaluate employee performance data, Taking managerial action and conclusion.
Controlling involves measuring current performance against predetermined standards to ensure progress towards objectives. It establishes reasonable standards, measures performance, and compares it to standards. When performance does not meet standards, corrective actions like improving performance, changing policies, or revising standards can be taken. Controlling uses feedback, concurrent, and feedforward methods by monitoring inputs, processes, and outputs to anticipate and prevent issues while learning from past results.
This document discusses quality control and the process of establishing standards and measuring performance. It defines control as observing performance, comparing it to standards, and taking action on differences. The purpose of control is to maintain gains, promote analysis of variation, and enable self-control. The control process involves choosing subjects, establishing measurements and standards, measuring actual performance, comparing to standards, and taking action on differences. Self-control relies on knowledge of responsibilities, performance, and means of regulation. Quality control subjects are critical parameters aligned with customer needs. Measurement is central to control and provides feedback to identify problems and motivate improvement. Units of measurement with defined sensors are needed to quantify control subjects.
Controlling is the process of ensuring actual activities conform to planned activities. It involves establishing performance standards, measuring actual performance, comparing actual results to standards, and taking corrective action as needed. There are three types of control: feed forward control sets policies before operations begin; concurrent control monitors and adjusts activities as they occur; and feedback control measures outputs, compares them to standards, and implements corrective actions. Control techniques include budgetary methods like operating, variable, and zero-base budgets. Non-budgetary methods include statistical data, reports, auditing, and personal observation. Modern methods include PERT, management information systems, and computers. An effective control system focuses on critical points, integrates all controls, and tail
The document discusses various concepts related to controlling performance in organizations. It defines controlling as measuring and correcting performance to ensure objectives are met. The basic control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. It also discusses different types of standards, measurement techniques for quantitative vs qualitative factors, identifying deviations, and remedial actions. Overall, the document provides an overview of key elements in the managerial function of controlling.
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Controlling is a fundamental management function that involves monitoring performance, comparing it to standards, and implementing corrections. It ensures organizational activities align with goals. The controlling process establishes standards, measures performance, compares results to standards, and takes corrective actions. Controlling helps improve performance, achieve goals, and adapt to changes through strategic and tactical decisions using various control mechanisms and types of controls.
This document discusses decision-making in organizations. It outlines the decision-making process, which involves identifying a problem, developing alternatives, analyzing alternatives based on identified criteria, selecting an alternative, and implementing and evaluating the decision. It also discusses different approaches to decision-making like rationality, bounded rationality, intuition, and evidence-based management. Decision-making can occur under conditions of certainty, risk, or uncertainty, and involve programmed or non-programmed decisions. Quantitative, environmental, system, ethical, and intuitive approaches are some decision-making styles discussed. The document concludes with factors for effective decision-making like correctness, timing, communication, and participation.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
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كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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4. • 1.After a task has been assigned to a manager
• 2.Decide the objectives of the task
• 3. Through planning, a strategy is evolved to accomplish
the desired objectives
• 4. Monitoring (observe and check the progress or quality
of (something) over a period of time
a) 1-2-3-4
b)2-3-4-1
c)3-4-1-2
d)4-3-2-1
5. • The thermostat controls
the cooling process by
monitoring the
temperature and then
switching the compressor
on and off. When the sensor
senses that it's cold enough
inside a refrigerator, it
turns off the compressor. If
it senses too much heat, it
switches the compressor on
and begins the cooling
process again
Thermostat
6. Identify the stage in which managers decide how the
resources would be utilised to achieve
organisational objectives
a) Planning
b) Organising
c) Controlling
Identify the stage in which managers try to visualise
whether resources are utilised the same way as
planned
a) Planning
b) Organising
c) Controlling
Can you tell now what comes
first
a) Planning
b) Controlling
7. Process of analysing where the actions are taken as
planned
a) True
b) False
What if the actions are not planned:
a) Find reasons for Deviation
b) Take Corrective action
8. It is a continuous process which helps a manager to get the performance of his subordinates correspond to he
standard fixed.
a) True
b) False
It also defects the variations as soon as they occur and takes corrective steps to prevent them in future.
a) True
b) False
9. ."Henri Fayol: "Control consists in verifying whether everything occurs in
conformity with the plan adopted, instructions issued and principles established
The control function of management involves determining what is to be accomplished
(THE STANDARD); what is being accomplished (THE PERFORMANCE), and, if
necessary, applying corrective measures so that performance takes place according to
plans is. in CONFORMITY with the standard.
Vijay an MBA First Student planned to get 75 % in MBA-I , he got 72 % what
can be done to take corrective action?
Can you tell me what is Standarad, Performance
10. a) Knowing exactly what WORK is to be done as to quantity, quality and time available
b) Checking whether work has been or is being carried out with the RESOURCES available,
within the TIME available. at a reasonable COST and in ACCORDANCE with the required
standard of quality
C) ANALYSING DEVIATIONS, if any, from the planned targets and standards to ascertain
the causes thereof
d) ADOPTING REMEDIAL MEASURES to correct the deviations, and
e) Suggesting revision of plans and targets, if necessary.
What Controlling Involves
11. CHARACTERISTICS OF CONTROL
Is Controlling essential at all levels of organisation?
a) Yes
b) No
Every manager performs the control function irrespective of
his rank and nature of job
a) True
b) False
It is the control function which completes the management
process.
a) Yes
b) No
Control is all pervasive function
12. CHARACTERISTICS OF CONTROL
Control is an ongoing and dynamic function of management.
a) Yes
b) No
As long as an organisation exists, control continues to exist
a) True
b) False
It is amenable to change with the external environment.
a) Yes
b) No
Control is a continuous process
13. CHARACTERISTICS OF CONTROL
Control is concerned with checking the current performance
and providing guidelines for the future.
a) Yes
b) No
Control is both backward-looking and forward-looking.
a) True
b) False
Control is a forward looking process
14. PROCESS OF CONTROLLING
Four basic elements:
• Setting standards of performance at
strategic points
• leading ,motivating, supervising, directing
,guiding of employees.
• Measurement of actual performance
• Its comparison with the stated standards of
performance
17. TYPES OF CONTROL
• Feed forward control
• Concurrent control
• Feed back Control
Corrects
Problems after
They occur
Corrects
Problems as
They happen
Anticipates
problems
input process output
Feedforward
control
Concurrent
control
Feedback
control
18. TYPES OF CONTROL
• Feed forward control
Type of control that focuses on preventing
anticipated problem since it takes place in advance of the actual
work.
• Concurrent control
Type of Control that takes place while a work
activity is in process
e.g direct supervision
19. TYPES OF CONTROL
• Feedback Control:
A type of control that takes place after a work
activity is done
Financial statements
20. QUALITIES OF AN EFFECTIVE CONTROL SYSTEM
• Accuracy
• Timeliness
• Economy
• Understandability
• Reasonable criteria
• Corrective action
21. CONTROL TECHNIQUES
• Traditional
Personal observation
Break even Analysis
Budgetary Control
• Sales, production
• Modern
Management Audit
Return on investment
PERT
CPM
22. CONTROL TECHNIQUES
• Management Audit:
Overall and scientific management of quality of
management
Comprehensive and constructive review of the
performance of management
• Return on Investment
How Effectively resources are used
Helps management aware of wastages
and inefficiency
23. CONTROL TECHNIQUES
• PERT: Programme Evaluation & Review Technique
• CPM: Critical Path Method
Both this methods are oriented towards achieving better
managerial control of time spent in completing the project.
Project is decomposed into activities and then all activities are
integrated in a highly logical sequence to find the shortest time
required to complete the project
PERT focuses on time
CPM focuses on Cost
25. CONCLUSION
• “Planning is the basis of control,
Action is the essence of control,
Delegation is the key to control,
And information is the guide to control.