The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
These slides present the organizing part in Principles of Management that includes nature & purpose of organizing, formal and informal organization, organization chart and structure, line & staff authority, departmentalization, delegation of authority, training & development, performance management and career planning & management
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Co-ordination is the essence of management (because it permeates all levels of management). It is implicit and inherent in all functions of management.
These slides present the organizing part in Principles of Management that includes nature & purpose of organizing, formal and informal organization, organization chart and structure, line & staff authority, departmentalization, delegation of authority, training & development, performance management and career planning & management
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Co-ordination is the essence of management (because it permeates all levels of management). It is implicit and inherent in all functions of management.
This documents provides a glance on the planning activity by illustrating the associated concepts such as,
Nature of Planning
Importance and purpose of planning process
Steps in Planning and Planning Premises
Types of plans
Objectives
Decision Making
Types of planning
Hierarchy of plans
Sample leadership communication audit reportKim Campbell
This slidedeck shows the kind of personalized report that can be offered to individual leaders as the result of a leadership communication audit. The audit methods are based on the competing values framework (Quinn and colleagues), leader-member exchange (Graen and colleagues), and rapport management (Campbell and colleagues).
Running head THEORY AND PRACTICE 16THEORY AND PRACTICE.docxagnesdcarey33086
Running head: THEORY AND PRACTICE 1
6
THEORY AND PRACTICE
Management Theory and Practice
MGT 601 The Functions of Modern Management
Instructor:
Management Theory and Practice
Management theories are ideas and rules that are designed to help in managing the organization. They facilitate proper management planning, organization, leadership, and control. Definition of management states that goals are set and achieved “by exercising of related functions planning, organizing, staffing, leading, and controlling.” Managers everywhere perform management functions, but how they are executed is determined in part by organizational influences and the individuals’ involved (Plunkett, Allen, & Attner, 2013, p. 17). Management theory and practice stresses the need for effective planning, organizing to ensure that organizational goals are reachable and obtained.
Psychologist Elton Mayo emphasized the behavioral aspects of workers. Beginning in 1924 Mayo and the National Academy of Sciences conducted five studies. The studies heightened management’s awareness of the social needs of workers and showed how an organization’s social environment influenced productivity. He discovered that when employees were treated with dignity, in a way that showed concern for their welfare and individuality, commitment and productivity increased (Plunkett, et al, 2013, p. 44).
Behavior management theory effectively paved the way for modern-day employees-assistance programs: such as substances abuse intervention and day care for children, and innovations in communications involving subordinates and peers, individually and collectively (Plunkett et al, 2013, p. 45). Behavioral schools can help managers identify their roles and skills to improve their organization. Employees are the most important asset to an organization with the proper training managers will increase productivity among them. Therefore, a manager who
have the knowledge, experience, motivation, commitment, and skills that implement this
knowledge can better serve their organization (Plunkett, et al, 2013, p. 44).
Management who can motivate employees to increase their performance and productivity are more successful. Employees that are rewarded for accomplish to the success of the organization is a way that management can encourage employees to achieve goals set. Money invested to train and develops talent returns to the business many times over. Only by enlisting the creativity and diverse contributions of all employees can an organization expect to achieve its goals (Plunkett et al, 2013, p. 57). The ability to set meaningful goals will help steer your employees towards the objective you are trying to reach. Realistic goals, with the appropriate tools to reach them, will make everyone feel a part of the department's success (Ten Steps, 2004).
Abraham Maslow a humanistic psychologist, teacher, and practicing manager developed a needs-based theory of motivation. Maslo.
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Organizational basis for behavior, Contributing disciplines to the OB field, Why managers require knowledge of OB, Need for a contingency approach to the study of OB,Emerging challenges and opportunities for OB,The organization as a system, System approach to organizational behavior, Managerial functions, The organization and people,OB, Calicut university organizational behavior module 1,organizational behavior, importance of OB,Strength of Contingency Approach, system approach, functions of a manager, functions of management
Chapter-1 What is Organizational Behavior
From Robbins and Judge, Organizational Behavior
This will help students. Please share your feed back so that i can improve.
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Software Engineering - Modelling Concepts + Class Modelling + Building the An...Prakhyath Rai
Software Engineering - Part 2 which describes the following topics:
Introduction, Modelling Concepts and Class Modelling: What is Object orientation? What is OO development? OO Themes; Evidence for usefulness of OO development; OO Modelling history. Modelling as Design technique: Modelling, abstraction, The Three models. Class Modelling: Object and Class Concept, Link and associations concepts, Generalization and Inheritance, A sample class model, Navigation of class models, and UML diagrams.
Building the Analysis Models: Requirement Analysis, Analysis Model Approaches, Data Modelling Concepts.
Software Engineering - Introduction + Process Models + Requirements EngineeringPrakhyath Rai
Software Engineering - Part 1 which describes the following topics:
Introduction: The evolving role of software, The changing nature of software, Software engineering, A Process Framework, Process Patterns, Process Assessment, Personal and Team Process Models, Process Technology, Product and Process.
Process Models: Prescriptive models, Waterfall model, Incremental process models, Evolutionary process models, Specialized process models.
Requirements Engineering: Requirements Engineering Task, Initiating the Requirement Engineering process, Eliciting Requirements, developing use cases, Building the analysis model, Negotiating Requirements, Validating Requirements, Software Requirement Document.
Ethics, Professionalism and Other Emerging TechnologiesPrakhyath Rai
The Slide focusses on providing insights on following topics,
* Technology and Ethics
* Digital Privacy
* Accountability and Trust
* Threats and challenges
* Block Chain Technology
* Cloud and Quantum Computing
* Autonomic Computing
* Computer Vision
* Cyber Security
* 3D Printing
The Slide focusses on providing insights on following topics,
* Overview of IoT
* History of IoT
* Advantages of IOT
* Challenges of IOT
* Architecture of IOT
* Devices and Network
* Applications of IOT
* IOT Tools and Platforms
The slide helps to get an insight on the concepts of Artificial Intelligence.
The topics covered are as follows,
* Concept of AI
* Meaning of AI
* History of AI
* Levels of AI
* Types of AI
* Applications of AI - Agriculture, Health, Business (Emerging market), Education
* AI Tools and Platforms
The slide aids to understand and provide insights on the following topics,
* Overview for Data Science
* Definition of Data and Information
* Types of Data and Representation
* Data Value Chain - [ Data Acquisition; Data Analysis; Data Curating; Data Storage; Data Usage ]
* Basic concepts of Big Data
Emerging Exponential Technologies - History & IntroductionPrakhyath Rai
The Slide focusses on providing insights on following topics,
* Evolution of Technologies
* Introduction to Industrial Revolution
* Historical Background of the Industrial Revolution
* Introduction to Fourth Industrial Revolution (IR 4.0)
* Role of Data for Emerging Technologies
* Enabling Devices and Networks for Emerging Technologies (Programmable Devices)
* Human to Machine Interaction
* Future Trends in Emerging Technologies
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
4. Directing is about telling people
what to do and seeing that they do
it to the best of their ability.
Directing
4
5. Directing as a Function of Management
Components of
Directing
Communication
Leadership
Supervision
Motivation
Supervision
Supervision is directing efforts of
employees and other resources to
accomplish stated work outputs.
Motivation
Motivation is something that moves
the person to action, and continues
him in the course of action already
initiated / about to be initiated.
Leadership
Guiding, advising and helping sub-
ordinates towards accomplishment
of work.
Communication
Communication is the transfer of
information from one person to
another by transmitting ideas, facts,
thoughts, feelings & values. In its
absence, organisation would cease
to exist. 5
6. Nature and Features of Directing
Communication
Directing involves human factor
Directing is a continuous process
Direction provides link
Directing concentrates on performance
Directing is all pervasive
6
7. The activity of leading a group of
people or an organization or the
ability to do this.
Leadership
7
9. Autocratic or Authoritative Style
Communication
9
The authoritarian leadership style keeps
main emphasis on the distinction of the
authoritarian leader and their followers.
10. Democratic or Participative Style
Communication
10
The democratic leadership style consists of
the leader sharing the decision-
making abilities with group members by
promoting the interests of the group
members and by practicing social equality..
11. Laissez-Faire or Free-Rein Style
Communication
11
The laissez-faire leadership style is where
all the rights and power to make decisions
is fully given to the worker.
13. Motivation
Communication
13
Motivation is the process of attempting to influence others to
do your work through the possibility of gain or reward.
- Edwin B. Flippo
Motivation means a process of stimulating people to action
to accomplish desired goals. - Scott
Motivation is a general term applying to the entire class of
drives, desires, needs, wishes and similar forces that induces
an individual or a group of people to work. – Koontz and
O’Donnel
15. Theories of Human Motivation
Communication
Maslow’s Hierarchyof Needs Theory
Herzberg’s Motivation – Hygiene Theory
McGregor’s Theory X and Theory Y
McClelland’s Three Need Model
Vroom’s Valence – Expectancy Theory
Porter and Lawler – Model of Motivation
15
16. Maslow’s Hierarchy of Needs Theory
Communication
16
Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
17. Maslow’s Hierarchy of Needs Theory
Communication
17
Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
self-advancement,
self-fulfilment,
self-development,
self-realization etc.,
18. Maslow’s Hierarchy of Needs Theory
Communication
18
Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
self-respect, autonomy,
status, recognition,
responsibility, attention,
achievement, prestige
etc.,
19. Maslow’s Hierarchy of Needs Theory
Communication
19
Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
affection,
belongingness,
acceptance and
friendship.
20. Maslow’s Hierarchy of Needs Theory
Communication
20
Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
Security and
protection from
physical, emotional
and economical harm.
21. Maslow’s Hierarchy of Needs Theory
Communication
21
Self
Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Includes
Food, shelter, clothing,
water, sleep, love and
other bodily needs.
23. Herzberg’s Motivation – Hygiene Theory
Communication
23
Company policy and
administration
Supervision
Working Conditions
Salary and status
Security in job and personal life
Interpersonal relationships.
Challenging works
Responsibility
Recognition
Promotion opportunities
Achievement
Job content
Hygiene factors Motivators
25. According to Theory Y,
People are active, like to work and take
up responsibilities. They are ambitious
and work voluntarily if properly
motivated.
According to Theory X,
People are lazy, dislike work and
responsibilities. They are not ambitious
and have to be threatened with
punishment to extract work.
McGregor’s Theory X and Theory Y
25
26. Theory X vs Theory Y
Communication
26
Force = Valence x Expectancy
28. Vroom’s Valence – Expectancy Theory
Communication
28
Force = Valence x Expectancy
29. Vroom’s Valence – Expectancy Theory
Communication
29
Force = Valence x Expectancy
Strength of a person’s
motivation
30. Vroom’s Valence – Expectancy Theory
Communication
30
Force = Valence x Expectancy
Strength of an individual’s
preference for an outcome
31. Vroom’s Valence – Expectancy Theory
Communication
31
Force = Valence x Expectancy
The probability that a
particular action will lead to a
desired outcome
33. Porter and Lawler – Model of Motivation
Communication
33
Efforts leads to performance
Performance leads to intrinsic and extrinsic rewards
Rewards leads to satisfaction
Satisfaction leads to higher efforts
In a Complex relationship between attitudes and
performance of employees,
34. Communication
Communication
Communication is transferring information and
understanding from one to one or one to many. It could
take place in a verbal or a written mode and could use
forms such as face-to-face meetings, group discussions, e-
mail writing, and even non verbal modes like gestures,
body language, etc.
34
44. Co-ordination
44
Co-ordination refers to the orderly arrangement of
individual and group efforts to ensure unity of action in the
realization of common goals. – Mooney and Reiley
Co-ordination means, to unite and correlate all activities.
– Henry Fayol
45. Features of Co-ordination
Communication
45
Co-ordination implies deliberate actions on the part of
managers to bring about harmony and unity of actions.
Co-ordination applies to group efforts, and not to individual
effort. It involves the orderly arrangement of group efforts.
Co-ordination does not result in a one-shot action. It is
continuous action.
Co-ordination is all pervasive.
Co-ordination is necessary not only within organization but
also of the organization with the outside environment.
52. Techniques of Co-ordination
52
Co-ordination by plans and procedures
Co-ordination by chain of command
Co-ordination by committees
Co-ordination by effective communication
Co-ordination by sound and simple organization
Co-ordination by conference
Co-ordination by special co-ordinators
Co-ordination through sound leadership
53. Controlling
53
Control consists in verifying whether everything occurs in
conformity with the plans, instructions and principles
established. – Henry Fayol
Control is checking current performance against pre-
determined standards contained in the plans, in order to
ensure adequate progress and satisfactory performance.
– E F L Brech
54. Features of Controlling
54
Controlling is a positive force.
Controlling is a dynamic and continuous process.
Controlling is goal-oriented.
Controlling is forward looking.
Control process is universal.
Control is based on planning.
Delegation is key to control.
56. Steps in Controlling
Step 1: Setting of standards
Communication
Standards are the targets against which actual
performance will be compared.
Standards are the criteria of performance, they serve as
benchmarks as they specify acceptable levels of
performance.
56
57. Steps in Controlling Cont..
Step 1: Setting of standards
Standards which can be quantified.
Example: Production level,
rejection level, profit, labor-hours,
speed of service, sales volume,
expenses etc.
Standards which are qualitative.
Example: Employee morale, brand
image, company image, goodwill,
industrial relations etc.
Quantitative Standards Qualitative Standards
Control standards are broadly divided into two types:
57
58. Steps in Controlling Cont..
58
Step 2: Measurement of performance
• The actual performance measurement has to be
complete in all respects.
• All aspects of the job has to be measured and not
just the ones that are more evident.
Completion
• Performance at work should be measured in an
objective manner without fear, favour and bias.
Objective
• The management of any performance should
support the belief that effort and performance lead
to improvement, both from the personal and
organizational point of view.
Responsiveness
Aspects of
measurement
59. Steps in Controlling Cont..
59
Step 3: Comparison of actual performance with standards
The third step in control process is to compare the actual
performances with established standards and
ascertaining the causes of deviation.
Deviations are thoroughly analyzed and properly
presented.
Statistical methods are usually adopted to look at
deviation from a border perspective.
60. Steps in Controlling Cont..
60
Step 4: Taking corrective measures
The final step in control process consists of taking
remedial actions so that deviation may not occur again in
future.
Corrective steps are initiated so that any defects in the
actual performance may be rectified.
61. Steps in Controlling Cont..
61
Step 4: Taking corrective measures
Corrective actions may include the following activities:
Change in methods, rules, procedures, strategies etc.
Introduce training programs.
Job redesign or Replacement of personnel.
Re-establishing budgets and standards.
Better compensation packages to employees.
Changing machinery and processes.
Identifying recurring bottle necks and avoiding them.
62. The Control Process
62
Comparison
of actual
performance
with standards
Measuring of
actual
performance
Setting of
standards
Taking
corrective
measures
Step I Step II Step III Step IV
Feedback
63. Essentials of a Sound Control Process
Clear definition of objectives and
standards
Suitability of control system
Selecting efficient control
techniques
Simplicity
Focus on key area
63
64. Essentials of a Sound Control Process Cont..
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
64
65. Essentials of a Sound Control Process Cont..
Clear definition of objectives and
standards
Suitability of control system
Selecting efficient control
techniques
Simplicity
Focus on key area
Before planning a control
system, objectives have
be clearly defined along
with establishment of
realistic standards.
Clear definition of objectives
and standards
65
66. Essentials of a Sound Control Process Cont..
Clear definition of objectives and
standards
Suitability of control system
Selecting efficient control
techniques
Simplicity
Focus on key area
Control techniques have
to detect deviations from
standards and make
possible corrective action
at an early stage with
minimum damage.
Selecting efficient control
techniques
66
67. Essentials of a Sound Control Process Cont..
Clear definition of objectives and
standards
Suitability of control system
Selecting efficient control
techniques
Simplicity
Focus on key area
Control system should be
suitable to the needs of
any given department.
For Example, control
system used by
production dept. may
vary from that of
marketing dept.
Suitability of control system
67
68. Essentials of a Sound Control Process Cont..
Clear definition of objectives and
standards
Suitability of control system
Selecting efficient control
techniques
Simplicity
Focus on key area
Control process should be
easy to understand and
implement so that the
employees can interpret
the same in right way and
ensure implementation.
Simplicity
68
69. Essentials of a Sound Control Process Cont..
Clear definition of objectives and
standards
Suitability of control system
Selecting efficient control
techniques
Simplicity
Focus on key area
Control system should
focus on key areas which
are critical to
performance and
profitability.
Focus on key area
69
70. Essentials of a Sound Control Process Cont..
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
Control system must be
responsive and flexible
to new developments
including the failure of
original control process
itself.
Flexibility
70
71. Essentials of a Sound Control Process Cont..
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
Control system must be
reasonable, practical,
justifiable and attainable. If
expectations are too high
and un-achievable, they
de-motivate employee, and
the control process
becomes meaningless.
Reasonable and practical
71
72. Essentials of a Sound Control Process Cont..
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
Control system should be
economical and easy to
maintain. It should justify
the expenses involved.
Economical
72
73. Essentials of a Sound Control Process Cont..
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
If each department or
team has its own control
system, it becomes much
easier. These sub-system
of self-control can be tied
together by the overall
control system.
Self-Control
73
74. Essentials of a Sound Control Process Cont..
Flexibility
Economical
Reasonable and practical
Self-Control
Acceptable to all
Controls become more
acceptable when they are:
Objective, i.e., based on
factual and verifiable info.
Quantifiable
Understood by one and allAcceptable to all
74
77. Budgetary Control
77
Budgets are nothing but written plans or programs of
the future activities expressed in monetary terms.
Budgetary control is used to control the costs through
continuous appraisals of actual expenditures as against
planned costs expressed in a budget.
78. Budgetary Control Cont..
78
Maximization of profit
Tool for measuring
performance
Reduced costs
Determine weaknesses
Corrective action
Revision required
Uncertain future
Depends upon the
support of top
management
Conflicts among the
departments
Advantages Limitations
79. Standard Costing
79
Standard costing is a method of estimating the right
cost or the most efficient cost of manufacturing a
product.
Standard costing is an important activity to determine
the efficiency of cost controlling in an industry.
80. Modern Control Techniques
Communication
1. Break-even analysis.
2. PERT - Program Evaluation Review Technique
3. CPM - Critical Path Method
4. SQC - Statistical Quality Control
5. Internal audit
6. MIS - Management Information System
7. Quality circles
80
81. Break-Even Analysis
81
Break even analysis involves
understanding the costs involved
in producing a product and
thereby fix the selling price in
order to make a particular profit.
82. Break-Even Analysis Cont..
82
Break even analysis is used:
To find the effect of varying selling price upon profit.
To find the effect of fixed costs and variable cost upon
profit.
To find the minimum production required to break-even
i.e., no loss-no profit.
To compare two or more products with respect to their
profitability and cost of production.
To find what quantity of production leads to what costs.
83. PERT – Program Evaluation Review Technique
83
In PERT activities are shown as a network of
precedence relationships using activity-on-arrow
network construction
Multiple time estimates
Probabilistic activity times
Used in: Project management - for non-repetitive jobs
(research and development work), where the time and
cost estimates tend to be quite uncertain. This
technique uses probabilistic time estimates.
84. CPM – Critical Path Method
84
In CPM activities are shown as a network of
precedence relationships using activity-on-node
network construction
Single estimate of activity time
Deterministic activity times
Used in : Production management - for the jobs of
repetitive in nature where the activity time estimates
can be predicted with considerable certainty due to the
existence of past experience.
85. SQC – Statistical Quality Control
85
SQC involves the application of statistical techniques
to study deviation in actual performance against
established standards. The results are analyzed and
interpreted in order to help take corrective measures.
86. MIS – Management Information System
86
MIS is a computer based system that provides
information and support for effective managerial
decision making.
87. Internal Audit
87
An audit is a systematic and impartial examination,
analysis and appraisal of management’s overall
performance.
It is an independent and critical evaluation of the entire
management process.
An audit may be undertaken by the management itself
or it may be carried out with the help of management
consultants.
88. Quality Circles
88
A quality circle is a small group of employees who
meet periodically to identify, analyze and solve quality
and other work related problems in their area of
operation.
89. Other Control Techniques
Communication
1. Policies and procedures
2. Standing rules, limitation and orders
3. Self-control
4. Group control
5. Personal observations or MBWA
6. Disciplinary action
89
90. Policies
Communication
Policies are guidelines set up by the company for
managerial decision making.
‘A policy is a verbal, written or implied overall guide
setting up boundaries that supply the general limits and
directions in which managerial actions will take place’.
For Example,
Policy of recruiting only MBA’s from top 10 institutes.
Policy of promotion of in-house employees.
Policy on selling goods only for cash and not credit.
90
91. Procedures
Communication
Procedures are action guidelines which specify how
particular activity has to take place.
Procedures provide chronological step-by-step
sequence of required actions in order to achieve a
certain goal or policy.
A procedure lays down the manner and method by
which work is to be performed in a standard or uniform
way.
91
92. Standing Rules, Limitation and Orders
Communication
92
These act as important control devices. When sub -ordinates
are given freedom to make certain decisions on behalf of
superiors, it beomes necessary to lay down limits for them.
Standing orders are those which apply to every one in the
organization and which are helpful in having
discipline.
For Example: No smoking, No walking on the lawn etc.
93. Self Control
Communication
Self-Control means self-directed control. A person is given
freedom to set his own targets, evaluate his own
performance and take corrective measures as and when
required. Self-control is especially required for top level
managers because they do not like external control.
93
95. Personal Observations or MBWA
Communication
MBWA refers to a controlling techniques in which a
manager spends a significant amount of his time
regularly in the work area, and interacts directly with
employees.
Managing by walking around requires, personal
involvement, good listening skills, and the recognition
that most people in an organization want to contribute
to its success.
95
96. Disciplinary Action
Communication
Disciplinary action is a negative approach to
controlling function but nevertheless necessary.
Disciplinary action becomes effective when the
employees controlled are unskilled, rustic, brash, and
unweilding.
96
97. PERT and CPM Network Scheduling Problem
97
Basic Network Definitions,
Activity: Any portions of project (tasks) which required by
project, uses up resource and consumes time – may involve labor,
paper work, contractual negotiations, machinery operations
Event : Beginning or ending points of one or more activities,
instantaneous point in time, also called ‘nodes’
Network: Combination of all project activities and the events
ActivityProceeding Successor
Event
98. Scheduling Activity: Problem 1
98
Consider the scheduling activity,
Activity Immediate Predecessors Completion Time (Week)
A - 5
B - 6
C A 4
D A 3
E A 1
F E 4
G D,F 14
H B,C 12
I G,H 2
99. Calculation of ES and EF Time (Problem 1)
99
Starting at the network’s origin (node 1) and using a
starting time of 0, we compute an earliest start (ES)
and earliest finish (EF) time for each activity in the
network.
The expression EF = ES + t can be used to find
the earliest finish time for a given activity.
For example, for activity A, ES = 0 and t = 5; thus the
earliest finish time for activity A is, EF = 0 + 5 = 5
100. Arc with ES and EF Time (Problem 1)
100
1
2
Activity
ES = earliest start time
EF = earliest finish time
t = expected activity time
101. Network with ES and EF time (Problem 1)
101
1
3
4
2
5
7
6
D[5,8]
3
Earliest start time rule: The earliest start time for an
activity leaving a particular node is equal to the largest of
the earliest finish times for all activities entering the node.
102. Calculation of LS and LF (Problem 1)
102
To find the critical path we need a backward pass
calculation.
Starting at the completion point (node 7) and using a latest
finish time (LF) of 26 for activity I, we trace back through
the network computing a latest start (LS) and latest finish
time for each activity
The expression LS = LF – t can be used to calculate latest
start time for each activity. For example, for activity I, LF =
26 and t = 2, thus the latest start time for activity I is LS = 26
– 2 = 24.
103. Activity, Duration, ES, EF, LS and LF (Problem 1)
103
2
3
Activity
ES = earliest start time
EF = earliest finish time
LF = latest finish time
LS = latest start timet = expected activity time
104. Network with ES, EF, LS and LF Time (Problem 1)
104
1
3
4
2
5
7
6
Latest finish time rule:
The latest finish time for an activity entering a particular node
is equal to the smallest of the latest start times for all
activities leaving the node.
106. Slack or Free Time or Float (Problem 1)
106
ES
5
LS
8
EF
9
LF-EF = 12 –9 =3
LS-ES = 8 – 5 = 3
LF-ES-t = 12-5-4 = 3
LF
12
2
3
Slack is the length of time an activity can be delayed without affecting the
completion date for the entire project.
For example, slack for C = 3 weeks, i.e. Activity C can be delayed up to 3 weeks
(start anywhere between weeks 5 and 8).
107. Activity Schedule (Problem 1)
107
Activity Earliest
Start
(ES)
Latest
Start
(LS)
Earliest
Finish
(EF)
Latest
Finish
(LF)
Slack
(LS-ES)
Critical
Path
A 0 0 5 5 0 Yes
B 0 6 6 12 6 -
C 5 8 9 12 3 -
D 5 7 8 10 2 -
E 5 5 6 6 0 Yes
F 6 6 10 10 0 Yes
G 10 10 24 24 0 Yes
H 9 12 21 24 3 -
I 24 24 26 26 0 Yes
108. Scheduling Activity: Problem 2
108
Consider the scheduling activity,
Number Activity Predecessor Duration
1 Design house and obtain
financing
-- 3 months
2 Lay foundation 1 2 months
3 Order and receive materials 1 1 month
4 Build house 2,3 3 months
5 Select paint 2, 3 1 month
6 Select carpet 5 1 month
7 Finish work 4, 6 1 month
111. Network with ES and EF Time (Problem 2)
111
Initially for start node ES = 0 and then ES is calculated as follows,
ES = Maximum EF {immediate predecessor}
EF = ES + t
112. Network with ES, EF, LS and LF Time (Problem 1)
112
LF and LS is computed in backward pass, initially for last node
LF is equal to its EF, for rest of the nodes LF and LS are computed
as follows,
LS = LF – t and LF = Minimum LS {following activity}