Control is the process of ensuring actual activities conform to plans by measuring performance and correcting deviations. It involves establishing standards, measuring performance, comparing to standards, and taking corrective actions if needed. There are three types of control systems - feed forward, concurrent, and feedback. Budgetary control compares actual spending to planned spending to see if plans need adjusting. It involves preparing budgets of different types based on factors like time period, conditions, capacity, and coverage area. Non-budgetary techniques like statistical data, break-even analysis, audits, and observation also aid managerial control.
The document discusses various organizational control techniques used by managers. It describes control methods such as budgeting, non-budgetary devices, benchmarking, financial ratio analysis, linear programming, Gantt charts, critical path method, program evaluation and review technique, management by exception, and information technology. Each technique is explained along with its advantages and limitations for organizational control.
The document discusses various concepts related to controlling in management. It defines control and describes the control process which involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. It also discusses requirements for effective control like tailoring control to plans/positions, making it objective and flexible. Non-budgetary control techniques like statistical data, break-even analysis and personal observation are also summarized.
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.
This document outlines the steps in the controlling process:
1. Establish standards against which to measure performance.
2. Measure actual performance of individuals, groups, departments, or the entire enterprise.
3. Compare actual performance to standards to identify any deviations, analyze the causes of deviations, and take corrective actions as needed to align performance with plans.
Control is an important management function that involves establishing standards, measuring performance against those standards, comparing the results, and taking corrective actions when needed. Setting plans and structures is not enough to ensure an organization is functioning properly. Control requires planning standards and organizational structures to be effective. The basic control process involves establishing standards based on factors like profitability and productivity. Performance is then measured and compared to the standards to identify any deviations. When deviations are found, corrective actions are taken to realign performance with the plans and standards. Control must be tailored to individual managers and flexible enough to adapt to changing circumstances. Barriers to effective control can include overemphasis on short-term goals and increased employee frustration with control activities.
Production And Operation " Techniques Of Controlling"Dering Naben
This document provides an overview of various techniques of control used in management. It discusses controlling as an essential function of management and its importance. Some key control techniques discussed include budgetary control using different types of budgets, financial ratio analysis, auditing, reporting, direct supervision, break even analysis, PERT and CPM. PERT is a statistical tool to analyze tasks in a project while CPM is an algorithm to schedule project activities and determine the critical path.
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.
Controlling involves evaluating and regulating ongoing activities to ensure goals are achieved. It provides indications of performance relative to goals and a mechanism to adjust performance. Control is important for managing people and resources, coping with uncertainty, and planning. There are different levels of control including strategic, tactical, and operational control. The control process involves establishing standards, measuring performance, comparing to standards, correcting deviations, and changing standards if needed. Effective control is integrated with planning, flexible, accurate, timely, and objective. Common control techniques include financial control using statements, ratios, and budgets, as well as quality, inventory, and structural controls.
The document discusses various organizational control techniques used by managers. It describes control methods such as budgeting, non-budgetary devices, benchmarking, financial ratio analysis, linear programming, Gantt charts, critical path method, program evaluation and review technique, management by exception, and information technology. Each technique is explained along with its advantages and limitations for organizational control.
The document discusses various concepts related to controlling in management. It defines control and describes the control process which involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. It also discusses requirements for effective control like tailoring control to plans/positions, making it objective and flexible. Non-budgetary control techniques like statistical data, break-even analysis and personal observation are also summarized.
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.
This document outlines the steps in the controlling process:
1. Establish standards against which to measure performance.
2. Measure actual performance of individuals, groups, departments, or the entire enterprise.
3. Compare actual performance to standards to identify any deviations, analyze the causes of deviations, and take corrective actions as needed to align performance with plans.
Control is an important management function that involves establishing standards, measuring performance against those standards, comparing the results, and taking corrective actions when needed. Setting plans and structures is not enough to ensure an organization is functioning properly. Control requires planning standards and organizational structures to be effective. The basic control process involves establishing standards based on factors like profitability and productivity. Performance is then measured and compared to the standards to identify any deviations. When deviations are found, corrective actions are taken to realign performance with the plans and standards. Control must be tailored to individual managers and flexible enough to adapt to changing circumstances. Barriers to effective control can include overemphasis on short-term goals and increased employee frustration with control activities.
Production And Operation " Techniques Of Controlling"Dering Naben
This document provides an overview of various techniques of control used in management. It discusses controlling as an essential function of management and its importance. Some key control techniques discussed include budgetary control using different types of budgets, financial ratio analysis, auditing, reporting, direct supervision, break even analysis, PERT and CPM. PERT is a statistical tool to analyze tasks in a project while CPM is an algorithm to schedule project activities and determine the critical path.
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.
Controlling involves evaluating and regulating ongoing activities to ensure goals are achieved. It provides indications of performance relative to goals and a mechanism to adjust performance. Control is important for managing people and resources, coping with uncertainty, and planning. There are different levels of control including strategic, tactical, and operational control. The control process involves establishing standards, measuring performance, comparing to standards, correcting deviations, and changing standards if needed. Effective control is integrated with planning, flexible, accurate, timely, and objective. Common control techniques include financial control using statements, ratios, and budgets, as well as quality, inventory, and structural controls.
Direct supervision and observation is the oldest technique of controlling, where the supervisor directly observes employees and solves problems. This allows the supervisor to get first-hand information and a better understanding of the workers. Financial statements like the profit and loss account and balance sheet are used to control organizations by comparing current figures to previous years' and other firms' figures. Budgetary control involves planning and controlling all aspects of a business through budgets set by a budget committee.
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-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).
This document discusses various control techniques that managers can use to effectively control organizational activities. It categorizes control techniques into general, special, and advanced techniques. Some general techniques discussed include personal observation, written communication, records and reports, standard costing, break even analysis, statistical data, self control, and return on investment. Special techniques include budgeting control, quality control, marketing control, human resource control, and financial statement control. Advanced techniques discussed are management information systems, PERT and CPM, zero base budgeting, and management audits.
This document provides an overview of management control systems. It discusses that management control systems help ensure organizations effectively implement their strategies and achieve their goals. The key points covered are:
1. Management control systems involve planning, controlling, and coordinating organizational activities across different levels from strategic planning to operational control.
2. Both formal and informal controls are used, with formal controls including policies, procedures, budgets, and performance metrics.
3. Effective management control systems align individual goals with organizational goals and provide direction, motivation, and support to employees.
4. Management control differs from strategic planning which sets long-term direction, and operational control which focuses on short-term tasks. Management control coordinates medium-term
Managerial control involves four key steps: 1) establishing performance standards, 2) measuring actual performance, 3) comparing performance to standards, and 4) taking corrective action if needed. There are various techniques used for control, including financial statements and budgets, ratio analysis, market research, production inventory controls, and performance appraisals. An effective control system must provide timely feedback, suggest improvements, be understandable, focus on objectives, and remain flexible.
1. The document defines management control as the actions used by management to guide an organization's people, machines, and functions to achieve goals and objectives.
2. It describes a management control system as an organized, systematic process and structure that management uses to exercise control.
3. Key aspects of management control include coordination, resource allocation, motivation, and performance measurement, drawing on contributions from accounting, economics, and organizational behavior.
What is Controlling, Importance, Limitations & Features of Controlling, The Basic Control Process, Characteristics of effective control system, Dimensions of Control, What is Benchmarking, Control as a Feedback System, Feedforward Control, Comparison of Simple Feedback and Feedforward Systems, Requirements for Feedforward Control, CONTROL OF OVERALL PERFORMANCE, PROFIT AND LOSS CONTROL, What is Budgeting?, Productivity, Operations Management, and Total Quality Management, Steps in Product and Production Design, Operations Research, Value Engineering, Mass Production Versus Lean Production Managerial Practices
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.
Control is the last function of management. Success or failure of planning depends on the success or failure of controlling.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document 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.
Chapter 11 controlling function of managementPatel Jay
Controlling is an ongoing process that involves establishing performance standards, measuring actual performance, comparing the two, and taking corrective actions. It helps management ensure goals are achieved efficiently by minimizing deviations. Planning and controlling are closely related, with planning defining goals and controlling monitoring their achievement. Various control tools and techniques can be used for financial, quality, marketing, human resource, and information technology functions.
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.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important as the final step in management, to empower employees, and protect the workplace.
The document is a PowerPoint presentation that discusses controlling and organizing functions. It defines controlling as taking necessary measures to ensure achievement of organizational goals. The controlling process involves establishing standards, measuring performance, comparing performance to standards, analyzing deviations, and taking corrective actions. Organizing is defined as identifying activities, grouping related jobs, establishing departments, assigning duties, and developing reporting relationships. The functions of controlling and organizing help achieve goals, ensure efficiency, improve motivation, and facilitate coordination within an organization.
Managers use controlling to ensure organizational goals are achieved properly and on time. There are three types of controls - feedforward, concurrent, and feedback controls. The control process has four steps - establishing standards, measuring performance, comparing results to standards, and taking corrective action if needed. Common control systems and techniques include employee discipline, project management, financial ratios, and balanced scorecards. Strategic control monitors strategy alignment while tactical control focuses on detailed maneuvers to accomplish tasks.
Controlling involves measuring performance against standards, identifying deviations, and taking corrective actions. The chapter discusses the definition, nature, and process of controlling. It also covers characteristics of effective control, types of control for different purposes, common control methods like budgets and reports, and how accounting concepts and techniques can be used as control devices for areas like quality, production, and inventory. The overall goal of controlling is to ensure activities stay on track according to plans.
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.
The document discusses control processes and techniques. It defines control as verifying performance conforms to plans and standards, and taking corrective actions when needed. Control involves establishing standards, measuring performance, comparing performance to standards, and providing feedback. Control is a fundamental managerial function that guides performance toward objectives, checks plans are followed, and ensures goals are accomplished. Control is an ongoing, forward-looking process that is closely related to planning.
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.
The document provides definitions and explanations of key concepts related to controlling in management. It discusses the control process, which involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. It also outlines various control techniques and systems managers can use, including budgetary control, non-budgetary techniques like statistical reports and audits, productivity measurement, cost control, quality control, and operational planning.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
Direct supervision and observation is the oldest technique of controlling, where the supervisor directly observes employees and solves problems. This allows the supervisor to get first-hand information and a better understanding of the workers. Financial statements like the profit and loss account and balance sheet are used to control organizations by comparing current figures to previous years' and other firms' figures. Budgetary control involves planning and controlling all aspects of a business through budgets set by a budget committee.
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-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).
This document discusses various control techniques that managers can use to effectively control organizational activities. It categorizes control techniques into general, special, and advanced techniques. Some general techniques discussed include personal observation, written communication, records and reports, standard costing, break even analysis, statistical data, self control, and return on investment. Special techniques include budgeting control, quality control, marketing control, human resource control, and financial statement control. Advanced techniques discussed are management information systems, PERT and CPM, zero base budgeting, and management audits.
This document provides an overview of management control systems. It discusses that management control systems help ensure organizations effectively implement their strategies and achieve their goals. The key points covered are:
1. Management control systems involve planning, controlling, and coordinating organizational activities across different levels from strategic planning to operational control.
2. Both formal and informal controls are used, with formal controls including policies, procedures, budgets, and performance metrics.
3. Effective management control systems align individual goals with organizational goals and provide direction, motivation, and support to employees.
4. Management control differs from strategic planning which sets long-term direction, and operational control which focuses on short-term tasks. Management control coordinates medium-term
Managerial control involves four key steps: 1) establishing performance standards, 2) measuring actual performance, 3) comparing performance to standards, and 4) taking corrective action if needed. There are various techniques used for control, including financial statements and budgets, ratio analysis, market research, production inventory controls, and performance appraisals. An effective control system must provide timely feedback, suggest improvements, be understandable, focus on objectives, and remain flexible.
1. The document defines management control as the actions used by management to guide an organization's people, machines, and functions to achieve goals and objectives.
2. It describes a management control system as an organized, systematic process and structure that management uses to exercise control.
3. Key aspects of management control include coordination, resource allocation, motivation, and performance measurement, drawing on contributions from accounting, economics, and organizational behavior.
What is Controlling, Importance, Limitations & Features of Controlling, The Basic Control Process, Characteristics of effective control system, Dimensions of Control, What is Benchmarking, Control as a Feedback System, Feedforward Control, Comparison of Simple Feedback and Feedforward Systems, Requirements for Feedforward Control, CONTROL OF OVERALL PERFORMANCE, PROFIT AND LOSS CONTROL, What is Budgeting?, Productivity, Operations Management, and Total Quality Management, Steps in Product and Production Design, Operations Research, Value Engineering, Mass Production Versus Lean Production Managerial Practices
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.
Control is the last function of management. Success or failure of planning depends on the success or failure of controlling.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document 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.
Chapter 11 controlling function of managementPatel Jay
Controlling is an ongoing process that involves establishing performance standards, measuring actual performance, comparing the two, and taking corrective actions. It helps management ensure goals are achieved efficiently by minimizing deviations. Planning and controlling are closely related, with planning defining goals and controlling monitoring their achievement. Various control tools and techniques can be used for financial, quality, marketing, human resource, and information technology functions.
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.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important as the final step in management, to empower employees, and protect the workplace.
The document is a PowerPoint presentation that discusses controlling and organizing functions. It defines controlling as taking necessary measures to ensure achievement of organizational goals. The controlling process involves establishing standards, measuring performance, comparing performance to standards, analyzing deviations, and taking corrective actions. Organizing is defined as identifying activities, grouping related jobs, establishing departments, assigning duties, and developing reporting relationships. The functions of controlling and organizing help achieve goals, ensure efficiency, improve motivation, and facilitate coordination within an organization.
Managers use controlling to ensure organizational goals are achieved properly and on time. There are three types of controls - feedforward, concurrent, and feedback controls. The control process has four steps - establishing standards, measuring performance, comparing results to standards, and taking corrective action if needed. Common control systems and techniques include employee discipline, project management, financial ratios, and balanced scorecards. Strategic control monitors strategy alignment while tactical control focuses on detailed maneuvers to accomplish tasks.
Controlling involves measuring performance against standards, identifying deviations, and taking corrective actions. The chapter discusses the definition, nature, and process of controlling. It also covers characteristics of effective control, types of control for different purposes, common control methods like budgets and reports, and how accounting concepts and techniques can be used as control devices for areas like quality, production, and inventory. The overall goal of controlling is to ensure activities stay on track according to plans.
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.
The document discusses control processes and techniques. It defines control as verifying performance conforms to plans and standards, and taking corrective actions when needed. Control involves establishing standards, measuring performance, comparing performance to standards, and providing feedback. Control is a fundamental managerial function that guides performance toward objectives, checks plans are followed, and ensures goals are accomplished. Control is an ongoing, forward-looking process that is closely related to planning.
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.
The document provides definitions and explanations of key concepts related to controlling in management. It discusses the control process, which involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. It also outlines various control techniques and systems managers can use, including budgetary control, non-budgetary techniques like statistical reports and audits, productivity measurement, cost control, quality control, and operational planning.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
The document discusses budgets and budgetary control. It defines a budget as a detailed plan of operations for a future period that acts as a business barometer. Budgetary control involves establishing budgets relating to executive responsibilities and comparing actual results to budgets to motivate employees and secure objectives. The objectives of budgetary control include planning, communication, coordination, control, and motivation. Advantages are defining objectives, revealing variances, guiding executive action, and providing a basis for future budgets. Limitations include using estimates and continually adapting budgets. Budgets can be classified by time, function, and flexibility.
Controlling is an important management process that helps organizations adapt to change, limit errors, and cope with complexity. There are four levels of control: operational, financial, structural, and strategic. A controller helps line managers with control activities. The control process involves establishing standards, measuring performance, comparing performance to standards, determining if corrective action is needed, and taking steps to maintain standards or correct deviations. Budgetary control and non-budgetary techniques are used. Productivity, cost, quality, purchase, and maintenance controls are also discussed. Operational planning describes short-term ways to achieve milestones and strategic goals.
Controlling involves measuring performance against standards and correcting deviations from plans to ensure objectives are met. It is a process that includes establishing standards, measuring performance against those standards, and correcting any variations. Managers at all levels are responsible for controlling. Standards can be physical, cost-based, related to capital, revenue, programs, goals, or intangible. Budgets, statistical reports, analysis, audits, and observation are control techniques used to monitor performance.
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
This document discusses budgeting and budgetary control. It defines a budget as an estimate of future costs and revenues over a period of time, and explains that budgets help prioritize spending, identify waste, and achieve financial goals. Budgetary control involves comparing actual performance to planned budgets and taking corrective actions when there are variances. The objectives of budgetary control are planning, coordination, and control. Managers use budgetary controls for financial forecasting, budgeting, and variance analysis to control project expenses. The key aspects of an effective budgetary control system are preparation of budgets, continuous comparison of actuals to plans, revision of budgets, and control reports.
The document defines budgets and budgetary control. It states that a budget is a financial plan for a defined future period that is used for planning, performance evaluation, and control. Budgetary control involves establishing budgets for departments, continuously comparing actual performance to budgets, analyzing variations, and taking corrective actions. The document also discusses the objectives, essentials, and preliminary steps in installing an effective budgeting system, including creating budget centers and a budget committee. It describes different types of functional and master budgets.
Budegetary Contol Notes - Priciples of MaagemetSelciaS1
This document discusses various budgetary control techniques used for planning and controlling business operations. It defines key terms like budget and budgetary control. It describes different types of budgets like sales, production, labor, overhead budgets. It also discusses concepts like responsibility accounting, variance analysis, zero-based budgeting and human resource accounting which are used for effective budgetary control.
This document discusses various techniques used for managerial control. It describes traditional techniques like personal observation, statistical reports, break even analysis and budgetary control. It also outlines modern techniques such as return on investment, ratio analysis, responsibility accounting, management audit, network techniques like PERT and CPM, and management information systems. The key purpose of control techniques is to establish performance standards, measure actual performance, identify deviations, and take corrective actions to ensure goals are achieved.
This document discusses flexible budgets. It defines a flexible budget as a budget that changes based on different output levels to recognize varying cost behavior patterns. Flexible budgets are prepared for a range of activity levels rather than a single level. They provide a dynamic basis for comparison and a tailored budget for each output volume. Some key advantages are determining costs, sales, and profits at different operating capacities and identifying profit areas.
This document discusses controlling as a function of management. It defines controlling as verifying that operations conform to plans, instructions, and principles in order to identify weaknesses and errors and prevent recurrences. The document outlines the steps in controlling, including establishing standards, measuring actual performance, comparing to standards, analyzing deviations, and implementing corrective actions. It also describes three types of controls: feedforward, concurrent, and feedback controls. Finally, it discusses various management control techniques like budgetary controls, non-budgetary controls, and network techniques.
Budgets are financial plans prepared in advance to help achieve objectives. There are various types including sales, production, cash budgets. Budgetary control involves establishing budgets, comparing actuals to budgets, analyzing variances, and revising budgets. The key purposes of budgeting and budgetary control are planning, coordination, communication, motivation, control, and performance evaluation. It helps management anticipate the future, coordinate departments, pinpoint inefficiencies, and direct resources for maximum profit.
This document contains discussion questions about planning, control, short and long-range planning, strategic planning, accountability, the controller's role, the cost department's role, and the need for cost information in various departments. It defines planning as developing actions and measurements to achieve objectives, and control as ensuring resources are efficiently and effectively used to carry out plans. Short-range plans cover quarters or years while long-range plans span 3-5 years. Strategic plans may cover shorter or longer periods than long-range plans. The cost department issues cost reports and prepares cost studies to aid planning and decision making.
Budgeting faces several challenges: (1) estimating an uncertain future, (2) gaining buy-in from budget holders, and (3) responding to unplanned changes. To overcome these, companies use flexible budgets, involve stakeholders, and regularly update budgets. Effective budgeting requires open communication and adapting to new information.
This document discusses budgetary controlling. It defines a budget as a formal financial plan for a given period of time used to coordinate activities and measure actual performance. Budgetary control compares actual results to budgets, with variances assigned to responsible individuals. Advantages include promoting planning, coordination, performance evaluation, and resource allocation. The document describes characteristics like participation and flexibility. It also outlines different types of budgets like sales, production, labor, materials, and cash budgets.
This document discusses key concepts related to advanced management accounting including budgetary control, target setting and motivation, performance measurement, and behavioral impacts of budgetary control. It defines budgetary control as the process of preparing budgets for the future period and comparing actual performance to find variances. It also discusses flexed budgets, target setting, feedback and feed-forward control, and behavioral aspects such as motivational styles and dysfunctional behaviors that can arise from poorly designed budgeting systems.
This document discusses controlling as a management function. It defines controlling, outlines the controlling process, and describes different types and techniques of control. Specifically, it covers:
- Defining controlling as regulating activities to meet goals and comparing actual to planned performance.
- The controlling process includes establishing standards, measuring actual performance, comparing to standards, and taking corrective actions.
- Types of control include feedback, concurrent, and predictive/feedforward control.
- Budgetary control techniques help managers plan and monitor finances through tools like flexible budgets, functional budgets, and master budgets.
Controlling is the process of regulating organizational activities to ensure actual performance meets goals and standards. It involves establishing standards, measuring actual performance, comparing to standards, and initiating corrective actions if needed. Key aspects of controlling discussed include budgetary and non-budgetary techniques like variance analysis, responsibility accounting, and operational audits. Methods like PERT/CPM and benchmarking are also reviewed. The role of information technology in providing management information for planning and controlling is also highlighted.
Management Accounting studies the preparation and use of cost accounting information for managerial decision-making and control purposes. This course provides students with the tools needed to understand and address the important problems facing management accountants today. In order to keep up with the class, students should go over the relevant chapters and problems prior to each class. This must then be followed by a more in-depth review of the material and practice of problems after the class.
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In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
2. • DEFINITION
Control is the process through which managers
assure that actual activities conform to
planned activities.
In the words of Koontz and O'Donnell -
"Managerial control implies measurement
of accomplishment against the standard and
the correction of deviations to assure
attainment of objectives according to plans."
3. Nature & Purpose of Control
• Control is an essential function of Management
• Control is an ongoing process
• Control is forward – working because past cannot
be controlled
• Control involves measurement
• The essence of control is action
• Control is an integrated system
4. • CONTROL PROCESS
The Establishment of Standards:
Because plans are the yardsticks against which
controls must be revised, it follows logically
that the first step in the control process would
be to accomplish plans.
Plans can be considered as the criterion or the
standards against which we compare the
actual performance in order to figure out
the deviations
5. • Examples for the standards
• Profitability standards: In general, these
standards indicate how much the company
would like to make as profit over a given time
period- that is, its return on investment.
• Market position standards: These standards
indicate the share of total sales in a particular
market that the company would like to have
relative to its competitors.
• Productivity standards: How much that various
segments of the organization should produce is
the focus of these standards.
6. b) Measurement of Performance:
The measurement of performance against standards
should be on a forward looking basis so that deviations
may be detected in advance by appropriate actions.
The degree of difficulty in measuring various types of
organizational performance, of course, is
determined primarily by the activity being measured.
For example, it is far more difficult to measure the
performance of highway maintenance worker than
to measure the performance of a student enrolled
in a college level management course.
7. c) Comparing Measured Performance to Stated Standards:
When managers have taken a measure of organizational
performance, their next step in controlling is to compare
this measure against some standard.
A standard is the level of activity established to serve as a
model for evaluating organizational performance.
The performance evaluated can be for the organization
as a whole or for some individuals working within the
organization.
In essence, standards are the yardsticks that determine
whether organizational performance is adequate or
inadequate.
8. d) Taking Corrective Actions:
After actual performance has been measured
compared with established performance
standards, the next step in the controlling
process is to take corrective action, if
necessary.
Corrective action is managerial activity aimed at
bringing organizational performance up to the
level of performance standards.
In other words, corrective action focuses on
correcting organizational mistakes that hinder
organizational performance.
9. • TYPES OF CONTROL SYSTEMS
The control systems can be classified into
three types namely feed forward,
concurrent and feedback control systems.
10. a) Feed forward controls: They are preventive controls
that try to anticipate problems and take corrective
action before they occur. Example – a team leader
checks the quality, completeness and reliability of
their tools prior to going to the site.
b) Concurrent controls: They (sometimes called
screening controls) occur while an activity is taking
place.
Example – the team leader checks the quality or
performance of his members while performing.
c) Feedback controls: They measure activities that
have already been completed. Thus corrections can
take place after performance is over.
Example – feedback from facilities engineers regarding
the completed job.
11. • BUDGETARY CONTROL
Definition of budgetary control
A system of management control in which
actual income and spending are compared
with planned income and spending, so that
you can see if plans are being followed and if
those plans need to be changed in order to
make a profit.
12. • CLASSIFICATION OF BUDGETS
Budgets may be classified on the following bases –
1. Time Period
• Long Term Budget
• Short term Budget
2. Conditions
• Basic Budget
• Current Budget
3. Capacity
• Fixed Budget
• Flexible Budget
4. Coverage
• Functional budget
• Master budget
13. a) BASED ON TIME PERIOD:
(i) Long Term Budget
Budgets which are prepared for periods longer than a
year are called Long-Term Budgets. Such Budgets are
helpful in business forecasting and forward planning.
Eg: Capital Expenditure Budget and R&D Budget.
(ii) Short Term Budget
Budgets which are prepared for periods less than a year
are known as Short –Term Budgets. Such Budgets are
prepared in cases where a specific action has to be
immediately taken to bring any variation under control.
Eg: Cash Budget.
14. b) BASED ON CONDITION:
(i) Basic Budget
A Budget, which remains unaltered over a long
period of time, is called Basic Budget.
(ii) Current Budget
A Budget, which is established for use over a short
period of time and is related to the current
conditions, is called Current Budget.
15. c) BASED ON CAPACITY:
(i) Fixed Budget
It is a Budget designed to remain unchanged
irrespective of the level of activity actually attained.
It operates on one level of activity and less than
one set of conditions. It assumes that there will be no
change in the prevailing conditions, which is
unrealistic.
(ii) Flexible Budget
It is a Budget, which by recognizing the difference
between fixed, semi variable and variable costs is
designed to change in relation to level of activity
attained. It consists of various budgets for different
levels of activity
16. d) BASED ON COVERAGE:
(i) Functional Budget
Budgets, which relate to the individual functions
in an organization, are known as Functional
Budgets, e.g. purchase Budget, Sales Budget,
Production Budget, Plant Utilization Budget and Cash
Budget.
(ii) Master Budget
It is a consolidated summary of the various
functional budgets. It serves as the basis upon which
budgeted Profit & Loss Account and forecasted
Balance Sheet are built up.
17. • BUDGETARY CONTROL TECHNIQUES
i) Revenue and Expense Budgets:
The most common budgets spell out plans for
revenues and operating expenses in rupee terms. The
most basic of revenue budget is the sales budget
which is a formal and detailed expression of the sales
forecast.
The revenue from sales of products or services
furnishes the principal income to pay operating
expenses and yield profits.
Expense budgets may deal with individual items of
expense, such as travel, data processing,
entertainment, advertising, telephone, and insurance.
18. ii) Time, Space, Material, and Product Budgets:
Many budgets are better expressed in quantities
rather than in monetary terms.
e.g. direct-labor-hours, machine-hours, units of
materials, square feet allocated, and units produced.
The Rupee cost would not accurately measure the
resources used or the results intended.
19. iii) Capital Expenditure Budgets:
Capital expenditure budgets outline
specifically capital expenditures for plant,
machinery, equipment, inventories, and other
items.
These budgets require care because they give
definite form to plans for spending the funds of
an enterprise. Since a business takes a long time
to recover its investment in plant and equipment,
(Payback period) capital expenditure budgets
should usually be tied in with fairly long-range
planning.
20. iv) Cash Budgets:
The cash budget is simply a forecast of cash
receipts and disbursements against which
actual cash "experience" is measured.
The availability of cash to meet obligations as
they fall due is the first requirement of
existence, and handsome business profits do
little good when tied up in inventory,
machinery, or other noncash assets.
21. v) Variable Budget:
The variable budget is based on an analysis of
expense items to determine how individual costs
should vary with volume of output.
Some costs do not vary with volume, particularly in
so short a period as 1 month, 6 months, or a year.
Among these are depreciation, property taxes and
insurance, maintenance of plant and equipment, and
costs of keeping a minimum staff of supervisory
and other key personnel.
Costs that vary with volume of output range from those
that are completely variable to those that are only
slightly variable.
22. vi) Zero Based Budget:
The idea behind this technique is to divide
enterprise programs into "packages“ composed
of goals, activities, and needed resources and
then to calculate costs for each package from
the ground up.
By starting the budget of each package from base
zero, budgeters calculate costs afresh for each
budget period; thus they avoid the common
tendency in budgeting of looking only at changes
from a previous period.
23. NON-BUDGETARY CONTROL TECHNIQUES
There are, of course, many traditional control
devices not connected with budgets,
although some may be related to, and used
with, budgetary controls.
Among the most important of these are:
statistical data, special reports and analysis,
analysis of break- even points, the operational
audit, and the personal observation.
24. i) Statistical data:
Statistical analyses of innumerable aspects of a
business operation and the clear presentation of
statistical data, whether of a historical or forecast
nature are, of course, important to control.
Some managers can readily interpret tabular
statistical data, but most managers prefer
presentation of the data on charts.
ii) Break- even point analysis:
An interesting control device is the break even chart.
This chart depicts the relationship of sales and
expenses in such a way as to show at what volume
revenues exactly cover expenses.
25. iii) Operational audit:
Another effective tool of managerial control is the
internal audit or, as it is now coming to be called, the
operational audit. Operational auditing, in its
broadest sense, is the regular and independent
appraisal, by a staff of internal auditors, of the
accounting, financial, and other operations of a
business.
iv) Personal observation:
In any preoccupation with the devices of
managerial control, one should never overlook the
importance of control through personal observation.
26. v) PERT:
The Program (or Project) Evaluation and Review
Technique, commonly abbreviated PERT, is a is a
method to analyze the involved tasks in completing
a given project, especially the time needed to
complete each task, and identifying the minimum time
needed to complete the total project.
vi) GANTT CHART:
A Gantt chart is a type of bar chart that illustrates a
project schedule. Gantt charts illustrate the start and
finish dates of the terminal elements and summary
elements of a project. Terminal elements and
summary elements comprise the work breakdown
structure of the project.