Fasna
•Download as PPT, PDF•
0 likes•270 views
This document outlines the steps in the controlling process: 1. Establish standards against which to measure performance. 2. Measure actual performance of individuals, departments, or the whole enterprise. 3. Compare actual performance to standards to identify any deviations. If deviations exist, identify the causes such as errors in planning or defective implementation. 4. Take corrective actions based on the identified causes to ensure performance meets the established standards according to plan.
Report
Share
Report
Share
Recommended
PPT
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.
Controlling
Controlling is the process of ensuring actual activities conform to planned activities. It involves measuring and correcting subordinates' performance to ensure enterprise objectives and plans are accomplished. The characteristics of controlling include being pervasive, reviewing past activities, being forward-looking, action-oriented, and dynamic. Controlling is important as it makes planning meaningful, allows for correction of deviations, aids in decision-making, enables better planning, facilitates coordination, and supports decentralization of authority. The control process involves establishing standards, measuring performance, and taking corrective action if performance does not match the standards.
Controlling
Controlling is the process of assuring that actual activities conform to planned activities. It involves setting performance standards, measuring actual performance, comparing performance to standards, analyzing deviations, and taking corrective action. Controlling is important as it helps accomplish goals, improves resource use, enhances motivation, and creates order. Effective control systems are accurate, timely, realistic, objective, and flexible.
management:controlling
Control involves ensuring operations follow established plans, orders, and principles. It measures past performance to identify mistakes and take corrective actions to prevent future issues. Control is a continuous process performed by all managers that establishes standards, measures actual performance, analyzes deviations, and takes steps to correct them. In summary, control verifies conformity to plans and instructions, identifies weaknesses, and works to remedy issues and prevent their recurrence.
Quality control poduction unit 5
Quality control is a process used to ensure a certain level of quality in products and services. It aims to ensure products and services meet specific requirements for being dependable, satisfactory, safe, and financially sound. Quality control occurs at various stages of production including when raw materials are received, during production, and when finished products are inspected before shipping to customers. It also involves evaluating service quality. Common quality control methods include product testing, inspections of manufacturing processes, and using tools like check sheets, control charts, histograms, flow charts, Pareto charts, and scatter diagrams.
Supervisory management - the process of control (relating to horticulture)
Control is a continuous process that provides feedback to help organizations adapt to change, reduce errors, and cope with increasing complexity and size. The control process involves setting standards, measuring performance against those standards, evaluating any deviations, and correcting issues by improving performance, revising strategies, or adjusting standards. Effective control systems are integrated, flexible, accurate, timely, and simple. Control helps ensure organizations achieve their planned activities within budget.
Controlling and Its Meaning, Nature, Importance,Elements,Process.
Controlling and Its Meaning, Nature, Importance,Elements,Process.New Delhi Institute of Management Studies
This document defines and discusses the concept of controlling in management. It provides definitions of controlling from various authors and outlines the nature, importance, elements of the control cycle, differences between planning and control, the controlling process, and types of control. In summary:
Controlling involves comparing actual performance to planned performance, identifying deviations, and taking corrective actions to ensure goals are met. It is an ongoing process that helps achieve objectives, improve performance and quality, and adapt to changes. The control cycle establishes goals, plans, compares performance, provides feedback, and evaluates results.Presentation management by Arsalan Sehro
This document defines and describes management control systems and managerial control methods. It states that a management control system is a set of policies and procedures designed to ensure operations proceed according to plan. It then outlines the basic steps in a managerial control system - defining standards, measuring performance, and taking action. Finally, it discusses different managerial control methods including feedback control, concurrent control, feedforward control, financial control, quality control, inventory control, and budgeting.
Recommended
PPT
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.
Controlling
Controlling is the process of ensuring actual activities conform to planned activities. It involves measuring and correcting subordinates' performance to ensure enterprise objectives and plans are accomplished. The characteristics of controlling include being pervasive, reviewing past activities, being forward-looking, action-oriented, and dynamic. Controlling is important as it makes planning meaningful, allows for correction of deviations, aids in decision-making, enables better planning, facilitates coordination, and supports decentralization of authority. The control process involves establishing standards, measuring performance, and taking corrective action if performance does not match the standards.
Controlling
Controlling is the process of assuring that actual activities conform to planned activities. It involves setting performance standards, measuring actual performance, comparing performance to standards, analyzing deviations, and taking corrective action. Controlling is important as it helps accomplish goals, improves resource use, enhances motivation, and creates order. Effective control systems are accurate, timely, realistic, objective, and flexible.
management:controlling
Control involves ensuring operations follow established plans, orders, and principles. It measures past performance to identify mistakes and take corrective actions to prevent future issues. Control is a continuous process performed by all managers that establishes standards, measures actual performance, analyzes deviations, and takes steps to correct them. In summary, control verifies conformity to plans and instructions, identifies weaknesses, and works to remedy issues and prevent their recurrence.
Quality control poduction unit 5
Quality control is a process used to ensure a certain level of quality in products and services. It aims to ensure products and services meet specific requirements for being dependable, satisfactory, safe, and financially sound. Quality control occurs at various stages of production including when raw materials are received, during production, and when finished products are inspected before shipping to customers. It also involves evaluating service quality. Common quality control methods include product testing, inspections of manufacturing processes, and using tools like check sheets, control charts, histograms, flow charts, Pareto charts, and scatter diagrams.
Supervisory management - the process of control (relating to horticulture)
Control is a continuous process that provides feedback to help organizations adapt to change, reduce errors, and cope with increasing complexity and size. The control process involves setting standards, measuring performance against those standards, evaluating any deviations, and correcting issues by improving performance, revising strategies, or adjusting standards. Effective control systems are integrated, flexible, accurate, timely, and simple. Control helps ensure organizations achieve their planned activities within budget.
Controlling and Its Meaning, Nature, Importance,Elements,Process.
Controlling and Its Meaning, Nature, Importance,Elements,Process.New Delhi Institute of Management Studies
This document defines and discusses the concept of controlling in management. It provides definitions of controlling from various authors and outlines the nature, importance, elements of the control cycle, differences between planning and control, the controlling process, and types of control. In summary:
Controlling involves comparing actual performance to planned performance, identifying deviations, and taking corrective actions to ensure goals are met. It is an ongoing process that helps achieve objectives, improve performance and quality, and adapt to changes. The control cycle establishes goals, plans, compares performance, provides feedback, and evaluates results.Presentation management by Arsalan Sehro
This document defines and describes management control systems and managerial control methods. It states that a management control system is a set of policies and procedures designed to ensure operations proceed according to plan. It then outlines the basic steps in a managerial control system - defining standards, measuring performance, and taking action. Finally, it discusses different managerial control methods including feedback control, concurrent control, feedforward control, financial control, quality control, inventory control, and budgeting.
Four Steps of Controlling Process
The four-step process of control establishes performance standards, measures actual performance, compares actual performance to standards, and takes corrective action if needed. Setting performance standards establishes quantitative and qualitative goals. Measuring actual performance involves evaluating outcomes against intended goals using both top-down and bottom-up approaches. Comparing actual performance to standards determines any variations between the two. Taking corrective action prescribes changes when performance deviates from standards. All four steps are important for effective management.
Presentation3
This document discusses the controlling function of management. It defines controlling as verifying that plans, instructions, and principles are being followed and that resources are being efficiently utilized to achieve goals. Controlling measures deviations from standards, identifies causes, and enables corrective actions. The key steps of controlling are establishing standards, measuring performance, comparing to standards, and taking corrective actions. Controlling is an end function, pervasive, forward-looking, dynamic, and related to planning. Planning precedes controlling, and they work together in a systems approach with planning leading to results which are then corrected through controlling actions.
Controlling process - Karan Valecha
The controlling process is a four step process that includes establishing standards, measuring performance, comparing actual performance to standards, and taking remedial actions. It is an ongoing process used to manage an organization. Standards are plans or targets that are measurable or non-measurable. Performance is measured through quantitative and qualitative methods and compared to established standards. Deviations are identified and causes analyzed to determine corrective actions needed.
#PHARMACEUTICAL VALIDATION
This document discusses validation, calibration, and qualification in the pharmaceutical industry. It covers the scope, frequency, and importance of validation, which involves ensuring appropriate infrastructure, personnel, planning and management oversight. Calibration is important for achieving accurate and consistent measurements. The scope of calibration includes establishing reliability and adherence to regulations. Qualification verifies proper performance of equipment and facilities and is part of validation. It is important for quality assurance.
Controlling
The document discusses the concept of control in management. It defines control as measuring and correcting performance to ensure goals are met. Key aspects of control include setting standards, measuring performance, comparing results to standards, and taking corrective actions. Control helps organizations operate efficiently and achieve their objectives by monitoring performance and addressing any deviations. Various control techniques are outlined, including different types of standards, comparisons, and corrective actions.
Statistical Process Control WithAdrian™ AQP
Statistical Process Control (SPC) is a technique used to interpret and organize numerical data from processes by identifying sources of variation. The goal of SPC is to ensure consistent process performance over time through defect prevention and reducing external inspection. Process capability compares a process's actual performance to specifications by measuring how widely a process's output varies from the mean and determining if it falls within set limits.
Operations auditing
The document discusses different types of audits including quality audits, operations audits, and various classifications of audits. A quality or operations audit compares actual processes and operations to documented standards and specifications. The quality manual defines what is supposed to be for a quality system audit, while the operations manual defines standards for an operations audit. Common types of audits mentioned include policy, practice, and product audits. The document also outlines the primary references and typical steps for performing a quality or operations audit.
Unit 6.pom
Controlling involves measuring current performance against predetermined standards to ensure progress towards objectives. It establishes reasonable standards, measures performance, and compares it to standards. When performance does not meet standards, corrective actions like improving performance, changing policies, or revising standards can be taken. Controlling uses feedback, concurrent, and feedforward methods by monitoring inputs, processes, and outputs to anticipate and prevent issues while learning from past results.
control of quality
This document discusses quality control and the process of establishing standards and measuring performance. It defines control as observing performance, comparing it to standards, and taking action on differences. The purpose of control is to maintain gains, promote analysis of variation, and enable self-control. The control process involves choosing subjects, establishing measurements and standards, measuring actual performance, comparing to standards, and taking action on differences. Self-control relies on knowledge of responsibilities, performance, and means of regulation. Quality control subjects are critical parameters aligned with customer needs. Measurement is central to control and provides feedback to identify problems and motivate improvement. Units of measurement with defined sensors are needed to quantify control subjects.
PROCESS PLANNING ACTIVITIES
This document discusses topics related to process planning and cost estimation for manufacturing processes. It covers units on process planning activities, cost estimation, production cost estimation, and machining time calculation. It also discusses quality assurance methods, basic quality strategies, seven statistical tools for quality including flowcharts, checksheets, histograms, Pareto diagrams, cause-and-effect diagrams, scatter diagrams and control charts. Finally, it addresses control charts for variables, measurement instruments, and factors to consider when selecting measuring instruments such as accuracy, linearity, magnification, repeatability, resolution, sensitivity and stability.
Controlling ppt
Controlling is one of the key managerial functions along with planning, organizing, staffing and directing. It helps check for errors and take corrective actions to ensure goals are achieved as planned. Control is an ongoing process that compares actual performance to plans at each level of the organization. The four basic elements of an effective control system are: the characteristic or condition being controlled, a sensor to measure it, a comparator to evaluate deviations from plans, and an activator to initiate corrective actions. While control aims to improve performance, human resistance to change must be overcome through clear communication, trust-building, realistic standards, and focusing on outcomes rather than processes.
Control
Control involves setting standards of performance, measuring actual performance, comparing the two, and taking corrective action when needed. It is a pervasive, continuous, and dynamic process aimed at keeping actions and outputs within predetermined limits to help achieve organizational goals like stability and growth. An effective control system provides benefits like better coordination, decision-making, planning, and supervision. While control has limitations like external factors and costs, steps can be taken to make it more effective, such as ensuring manager awareness, proper review systems, and involving subordinates. The key elements of control are establishing standards, measuring performance, comparing to standards, and taking corrective action.
Controling en.
The document discusses controlling by defining it as measuring performance and taking action to ensure desired results. It identifies the four main steps in the control process as establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action as needed. Finally, it outlines different types of controls such as preliminary, concurrent, and past action controls, as well as internal vs. external controls.
Levels of Control
This document discusses different types of controlling in management. It defines controlling as monitoring, comparing, correcting performance and taking action to ensure desired results. It then describes five levels of control: strategic, structural, operational, financial, and bureaucratic vs decentralized structural control. Strategic control involves checking premises and strategy. Structural control monitors organizational structure. Operational control regulates daily output. Financial control involves budgets, financial statements, and audits. Bureaucratic control uses hierarchy while decentralized control shares tasks and decisions.
Functions of process management
This document outlines the key functions and processes of management: planning, organizing, staffing, controlling, and leading. It provides definitions and discusses the importance and features of each function. Planning involves setting goals and strategies in advance. Organizing is grouping tasks and assigning roles. Staffing matches jobs to capable people. Controlling compares actual to planned performance. Leading/directing gets work done through people. The functions are interconnected and aim to achieve organizational objectives efficiently.
Controlling
Controlling is one of the four main management functions and involves measuring performance, comparing results to objectives and standards, and taking corrective action. There are several types of organizational control systems, including performance appraisals, compensation systems, employee discipline, and information systems. Effective controls are strategic, understandable, encourage self-control, timely, and flexible.
Function of management planning
Planning is a key management function that involves establishing objectives and strategies for achieving goals. It requires looking ahead to potential opportunities and challenges, and determining the best courses of action. The planning process includes setting objectives, analyzing the environment, identifying alternative strategies, choosing a strategy, developing plans, and monitoring implementation. Planning establishes direction and guides the other management functions of organizing, leading, and controlling. It is essential at all levels of management and in all departments to ensure efficient and effective operations.
Management Function : Controlling
Describe controlling function. the Importance of controlling and how companies should do in order to ensure their goals can be achieve.
Controlling in the Management Principles
one of the management function is controlling. this slides give the basic knowledge about controlling in the organization
CONTROLLING
Control in management involves setting standards, measuring performance against those standards, and taking corrective action when needed. It is an important function that helps minimize deviations from standards and ensure organizational goals are achieved as planned. Control is a continuous, multi-level process that is forward-looking and linked to planning. It aims to maximize resource use, ensure purposeful behavior, and improve efficiency and effectiveness.
Principles of Management – Chpt 17 : Controlling
Principles of Management – Chpt 17 : ControllingWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
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/ZEcPAcControlling (Principles of Management)
Group 8 is led by Cristobal Dennisse Ann and includes Janica Marie Cusipag, Ricky Mae Cardenas, Jenny Dela Cruz, and Sherrie Dorio. The document defines controlling and the controlling subsystem. It explains the three main steps in the controlling process: 1) measuring performance, 2) comparing measured performance to standards, and 3) taking corrective action. It also discusses power and how managers can increase their personal power within an organization.
More Related Content
What's hot
Four Steps of Controlling Process
The four-step process of control establishes performance standards, measures actual performance, compares actual performance to standards, and takes corrective action if needed. Setting performance standards establishes quantitative and qualitative goals. Measuring actual performance involves evaluating outcomes against intended goals using both top-down and bottom-up approaches. Comparing actual performance to standards determines any variations between the two. Taking corrective action prescribes changes when performance deviates from standards. All four steps are important for effective management.
Presentation3
This document discusses the controlling function of management. It defines controlling as verifying that plans, instructions, and principles are being followed and that resources are being efficiently utilized to achieve goals. Controlling measures deviations from standards, identifies causes, and enables corrective actions. The key steps of controlling are establishing standards, measuring performance, comparing to standards, and taking corrective actions. Controlling is an end function, pervasive, forward-looking, dynamic, and related to planning. Planning precedes controlling, and they work together in a systems approach with planning leading to results which are then corrected through controlling actions.
Controlling process - Karan Valecha
The controlling process is a four step process that includes establishing standards, measuring performance, comparing actual performance to standards, and taking remedial actions. It is an ongoing process used to manage an organization. Standards are plans or targets that are measurable or non-measurable. Performance is measured through quantitative and qualitative methods and compared to established standards. Deviations are identified and causes analyzed to determine corrective actions needed.
#PHARMACEUTICAL VALIDATION
This document discusses validation, calibration, and qualification in the pharmaceutical industry. It covers the scope, frequency, and importance of validation, which involves ensuring appropriate infrastructure, personnel, planning and management oversight. Calibration is important for achieving accurate and consistent measurements. The scope of calibration includes establishing reliability and adherence to regulations. Qualification verifies proper performance of equipment and facilities and is part of validation. It is important for quality assurance.
Controlling
The document discusses the concept of control in management. It defines control as measuring and correcting performance to ensure goals are met. Key aspects of control include setting standards, measuring performance, comparing results to standards, and taking corrective actions. Control helps organizations operate efficiently and achieve their objectives by monitoring performance and addressing any deviations. Various control techniques are outlined, including different types of standards, comparisons, and corrective actions.
Statistical Process Control WithAdrian™ AQP
Statistical Process Control (SPC) is a technique used to interpret and organize numerical data from processes by identifying sources of variation. The goal of SPC is to ensure consistent process performance over time through defect prevention and reducing external inspection. Process capability compares a process's actual performance to specifications by measuring how widely a process's output varies from the mean and determining if it falls within set limits.
Operations auditing
The document discusses different types of audits including quality audits, operations audits, and various classifications of audits. A quality or operations audit compares actual processes and operations to documented standards and specifications. The quality manual defines what is supposed to be for a quality system audit, while the operations manual defines standards for an operations audit. Common types of audits mentioned include policy, practice, and product audits. The document also outlines the primary references and typical steps for performing a quality or operations audit.
Unit 6.pom
Controlling involves measuring current performance against predetermined standards to ensure progress towards objectives. It establishes reasonable standards, measures performance, and compares it to standards. When performance does not meet standards, corrective actions like improving performance, changing policies, or revising standards can be taken. Controlling uses feedback, concurrent, and feedforward methods by monitoring inputs, processes, and outputs to anticipate and prevent issues while learning from past results.
control of quality
This document discusses quality control and the process of establishing standards and measuring performance. It defines control as observing performance, comparing it to standards, and taking action on differences. The purpose of control is to maintain gains, promote analysis of variation, and enable self-control. The control process involves choosing subjects, establishing measurements and standards, measuring actual performance, comparing to standards, and taking action on differences. Self-control relies on knowledge of responsibilities, performance, and means of regulation. Quality control subjects are critical parameters aligned with customer needs. Measurement is central to control and provides feedback to identify problems and motivate improvement. Units of measurement with defined sensors are needed to quantify control subjects.
PROCESS PLANNING ACTIVITIES
This document discusses topics related to process planning and cost estimation for manufacturing processes. It covers units on process planning activities, cost estimation, production cost estimation, and machining time calculation. It also discusses quality assurance methods, basic quality strategies, seven statistical tools for quality including flowcharts, checksheets, histograms, Pareto diagrams, cause-and-effect diagrams, scatter diagrams and control charts. Finally, it addresses control charts for variables, measurement instruments, and factors to consider when selecting measuring instruments such as accuracy, linearity, magnification, repeatability, resolution, sensitivity and stability.
Controlling ppt
Controlling is one of the key managerial functions along with planning, organizing, staffing and directing. It helps check for errors and take corrective actions to ensure goals are achieved as planned. Control is an ongoing process that compares actual performance to plans at each level of the organization. The four basic elements of an effective control system are: the characteristic or condition being controlled, a sensor to measure it, a comparator to evaluate deviations from plans, and an activator to initiate corrective actions. While control aims to improve performance, human resistance to change must be overcome through clear communication, trust-building, realistic standards, and focusing on outcomes rather than processes.
Control
Control involves setting standards of performance, measuring actual performance, comparing the two, and taking corrective action when needed. It is a pervasive, continuous, and dynamic process aimed at keeping actions and outputs within predetermined limits to help achieve organizational goals like stability and growth. An effective control system provides benefits like better coordination, decision-making, planning, and supervision. While control has limitations like external factors and costs, steps can be taken to make it more effective, such as ensuring manager awareness, proper review systems, and involving subordinates. The key elements of control are establishing standards, measuring performance, comparing to standards, and taking corrective action.
Controling en.
The document discusses controlling by defining it as measuring performance and taking action to ensure desired results. It identifies the four main steps in the control process as establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action as needed. Finally, it outlines different types of controls such as preliminary, concurrent, and past action controls, as well as internal vs. external controls.
Levels of Control
This document discusses different types of controlling in management. It defines controlling as monitoring, comparing, correcting performance and taking action to ensure desired results. It then describes five levels of control: strategic, structural, operational, financial, and bureaucratic vs decentralized structural control. Strategic control involves checking premises and strategy. Structural control monitors organizational structure. Operational control regulates daily output. Financial control involves budgets, financial statements, and audits. Bureaucratic control uses hierarchy while decentralized control shares tasks and decisions.
What's hot (14)
Viewers also liked
Functions of process management
This document outlines the key functions and processes of management: planning, organizing, staffing, controlling, and leading. It provides definitions and discusses the importance and features of each function. Planning involves setting goals and strategies in advance. Organizing is grouping tasks and assigning roles. Staffing matches jobs to capable people. Controlling compares actual to planned performance. Leading/directing gets work done through people. The functions are interconnected and aim to achieve organizational objectives efficiently.
Controlling
Controlling is one of the four main management functions and involves measuring performance, comparing results to objectives and standards, and taking corrective action. There are several types of organizational control systems, including performance appraisals, compensation systems, employee discipline, and information systems. Effective controls are strategic, understandable, encourage self-control, timely, and flexible.
Function of management planning
Planning is a key management function that involves establishing objectives and strategies for achieving goals. It requires looking ahead to potential opportunities and challenges, and determining the best courses of action. The planning process includes setting objectives, analyzing the environment, identifying alternative strategies, choosing a strategy, developing plans, and monitoring implementation. Planning establishes direction and guides the other management functions of organizing, leading, and controlling. It is essential at all levels of management and in all departments to ensure efficient and effective operations.
Management Function : Controlling
Describe controlling function. the Importance of controlling and how companies should do in order to ensure their goals can be achieve.
Controlling in the Management Principles
one of the management function is controlling. this slides give the basic knowledge about controlling in the organization
CONTROLLING
Control in management involves setting standards, measuring performance against those standards, and taking corrective action when needed. It is an important function that helps minimize deviations from standards and ensure organizational goals are achieved as planned. Control is a continuous, multi-level process that is forward-looking and linked to planning. It aims to maximize resource use, ensure purposeful behavior, and improve efficiency and effectiveness.
Principles of Management – Chpt 17 : Controlling
Principles of Management – Chpt 17 : ControllingWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
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/ZEcPAcControlling (Principles of Management)
Group 8 is led by Cristobal Dennisse Ann and includes Janica Marie Cusipag, Ricky Mae Cardenas, Jenny Dela Cruz, and Sherrie Dorio. The document defines controlling and the controlling subsystem. It explains the three main steps in the controlling process: 1) measuring performance, 2) comparing measured performance to standards, and 3) taking corrective action. It also discusses power and how managers can increase their personal power within an organization.
Unit 7 controlling
This document discusses the concepts of controlling and the relationship between planning and controlling. It defines controlling as a process of monitoring performance and taking action to ensure desired results. Controlling is a continuous, dynamic, action-oriented, and forward-looking process exercised at all levels of management. The key steps in controlling are establishing objectives and standards, measuring actual performance, comparing results to objectives, identifying deviations, and taking corrective action. Planning precedes controlling and provides the basis for it, while controlling ensures plans are implemented properly and kept on track. Planning and controlling are interdependent and mutually reinforcing functions.
Control process
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.
Functions Of Management
The document discusses the five functions of management according to Henri Fayol: planning, organizing, staffing, directing, and controlling. Planning involves deciding what to do in advance. Organizing is providing an organization with resources and structuring roles. Staffing is manning the organizational structure by selecting and developing personnel. Directing includes supervision, motivation, leadership, and communication. Controlling measures performance against standards and makes corrections.
Controlling ppt
Controlling is a management function that involves monitoring performance, ensuring desired results are achieved, and that individuals and groups work consistently with short and long term plans. It establishes objectives and standards, measures actual performance, compares results to objectives, and takes necessary corrective action. There are different types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external through direct managerial action. Organizational control systems include processes, policies, performance management, and compensation.
Controlling 2 ppt
Controlling is a managerial function that involves establishing performance standards, measuring actual performance, comparing the two to analyze deviations, and taking corrective actions. The key steps in controlling are establishing standards, measuring performance, comparing performance to standards, identifying the causes of deviations, and correcting deviations through actions like changing plans, tasks, techniques, structure, or facilities. Controlling is important for adjusting operations, verifying policies, ensuring managerial responsibility and accountability, applying psychological pressure to improve performance, coordinating actions, and achieving organizational efficiency and effectiveness.
Five Functions of management.
The five main functions of management.
Planning , organising, staffing, directing and controlling.
Brief about functions of management.
Introduction to Management - Basic concepts & fundamentals (An overview)
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
Viewers also liked (15)
Introduction to Management - Basic concepts & fundamentals (An overview)
Introduction to Management - Basic concepts & fundamentals (An overview)
Similar to Fasna
ppt
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, which involves finding the extent of deviations and identifying their causes.
4. Identify the specific causes of any deviations, such as errors in planning, defective implementation, or careless work.
5. Take corrective actions based on the factors causing deviations from standards.
PPT STEPS IN CONTROLLING
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.
Managing non conformities through , how to reduce element that lowers quality
The document discusses managing non-conformities through effective corrective and preventive action. It defines problems, non-conformities, sources of quality problems, and the difference between symptoms and causes. It then defines corrective action as action taken after a non-conformity to address the root cause, while preventive action is proactive in identifying potential issues. Effective corrective and preventive action requires understanding systems, variation, theory, tools like the PDSA cycle and 5 Whys, and applying a problem-solving process.
Performance appraisal
The document discusses issues with performance appraisal systems and ways they can be improved. It notes that studies have found widespread dissatisfaction among employees and managers with existing appraisal systems. However, the document also states that performance appraisals can be made more effective by precisely defining performance dimensions, incorporating feedback to address situational factors, and using multiple raters to reduce biases. It provides recommendations for designing an appraisal system, such as determining the measurement approach, rater selection, and process characteristics. The goal is to create a system that can both accurately evaluate performance and support employee development.
CONTROLLING (1).pptx
Controlling involves comparing actual performance to planned performance, identifying any deviations, and taking corrective actions to ensure organizational goals are efficiently met. The controlling process establishes performance standards, measures actual performance, compares the two, analyzes any deviations, and takes corrective actions if needed. An effective control system helps achieve goals, evaluate standards, motivate employees, coordinate actions, ensure order and discipline, and make efficient use of resources.
controlling - management
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
Controlling
CONTROLLING
By
Mr. Marudhar
Asst. Professor
Nims University
CONTROLLING
DEFINITION OF CONTROLLING
“Controlling is defined as a process by which managers assume that resources are obtained and used effectively in the accomplishment of an organization’s objectives.”
THE BASIC CONTROL PROCESS
Establishing standards.
Measuring performance.
Correction of deviation.
STEPS BY THE TOP MANAGEMENT
Get the entire staff to understand and agree to the objectives and goals set up by the management.
Monitor current performance after objectives have been stated in measurable terms.
Compare performance results with objectives and goals.
Cont……
Analyze causes of variance above or below the standards.
Decide corrective action where required.
Implement corrective action or new course of action.
Continue to monitor the results of the corrective/ new action.
QUALITY CONTROL
DEFINITION
“Quality control is a specific type of controlling, refers to activities that evaluate, monitor or regulate services rendered to consumers.”
STEPS OF QUALITY CONTROL
Establishment of control standards or criteria.
Identify the information relevant to criteria.
Determine ways to collect the information.
Collect and analyze the information.
Cont…..
Compare collected information with established criteria.
Make a judgment about quality.
Provide information and if necessary, take corrective action regarding findings of appropriate sources.
Standards as a device for quality control
Koont and Weitrich (1988) have identified the following 8 types of standards the most organization must establish:
Physical Standards which include patient activity rating to establish nursing care hours per patient day.
Cost Standards which include the cost per patient day.
Capital Standards which include the review of monetary investment or new programme.
Cont……..
Programme Standards which guide the development and implementation of programmes to meet client needs.
Revenue Standards which include the revenue per patient day for nursing care.
Intangible Standards which include staff development or personnel orientation costs.
Goal Standards which outline qualitative goals in short and long term planning.
Strategies Plan Standard which outline checkpoints in developing and implementing the organizations strategic plan.
Performance measures guide
This document provides guidance on developing effective performance measures. It includes examples of performance measures for different organizational levels and common mistakes to avoid. The first sample outlines steps to develop measures such as setting goals, identifying critical processes, and designing output and process measures. The second sample identifies twelve common problems like measures not being balanced, quantifiable, or aligned with objectives. It also includes a performance measurement matrix to help develop measures across cost, quality, and time.
Controlling
Control is a regulatory process used by companies to establish performance standards, compare actual performance to those standards, and take corrective action when needed. It involves setting clear goals and metrics, continuously monitoring performance, identifying any deviations from standards, and implementing programs to correct deficiencies. Control is not a one-time process but rather a dynamic, cybernetic feedback loop that requires constant attention from managers to maintain standards over time. The main methods of control are feedback, concurrent, and feedforward.
Task Risk Assessment .pdf
The document provides guidance on Task Risk Assessment (TRA) for the oil and gas industry. It emphasizes that TRA is a legal requirement and crucial for reducing workplace accidents. A working group was established in 1999 to develop industry-wide TRA standards and provide a process for identifying hazards, assessing risks, and improving safety communications. The guidance outlines key steps like defining the task, identifying hazards and risks, implementing controls, and re-assessing if needed. It stresses the importance of ongoing monitoring and capturing lessons learned to continually improve safety.
Type of control
The document discusses three types of control: feedback control, concurrent control, and feedforward control. Feedback control involves examining past performance to improve future performance. Concurrent control monitors ongoing activities to ensure consistency with plans. Feedforward control anticipates and prevents problems proactively rather than reacting after the fact.
Controlling
The document discusses the process of controlling in an organization. It defines controlling as monitoring, comparing, and correcting work performance and results. There are three main steps to controlling: 1) measuring actual performance, 2) comparing actual performance to standards, and 3) taking managerial actions to address any deviations. Controlling applies to both employee performance and machinery/operations. It is important for effective planning in an organization.
controlling
This document discusses the concept and process of controlling. Controlling is defined as monitoring performance and taking action to ensure desired results. It involves establishing standards, measuring performance, comparing actual results to standards, and correcting any deviations. The key aspects of controlling covered include its characteristics as a continuous, dynamic, and action-oriented process exercised at all levels of management. The document also outlines the importance of controlling for adjustment, policy verification, responsibility, coordination, and organizational effectiveness. Finally, it describes the typical steps in the control process of establishing standards, measuring performance, comparing to standards, and correcting deviations.
Quality control in Nursing , Nursing Managment
Quality control involves setting standards, measuring performance against those standards, reporting results, and taking corrective action if needed. It has three basic steps: determining criteria or standards, collecting information to assess if standards are met, and taking educational or corrective actions for unmet standards. Nurse managers play an important role in quality control by establishing standards, selecting appropriate audit tools, assessing information to identify discrepancies from standards, and using findings to evaluate employee performance.
conrolling process and management business studies
This document discusses the process of controlling in a business organization. It begins with introducing controlling and its importance. It then explains the key steps in controlling: setting standards, measuring performance, comparing actual performance to standards, analyzing deviations, and taking corrective measures. Some benefits of controlling are ensuring goals are achieved, improving employee motivation and performance, and facilitating coordination. Limitations include difficulty setting quantitative standards and resistance from employees.
Strategic Management
Strategic controls help steer companies towards their long-term goals. They identify if a strategy should continue or change due to new circumstances. Techniques for strategic evaluation and control include gap analysis, SWOT analysis, PEST analysis, and benchmarking. Gap analysis compares current and ideal states to find gaps and solutions. SWOT analyzes strengths, weaknesses, opportunities, and threats. PEST analyzes political, economic, social, and technological factors. Benchmarking measures performance against standards to identify improvements. Control processes ensure activities further goals by establishing standards, measuring performance, comparing to standards, and taking corrective actions.
fca-200411081619 (1).pdf
The document discusses industrial rehabilitation and functional capacity assessments. It provides details on:
- The objectives of explaining industrial rehabilitation and functional capacity assessments
- The primary, secondary, and tertiary levels of prevention in industrial rehabilitation
- Components of a functional capacity assessment including weighted activities, postures and tolerances, and upper extremity activities
- Guidelines for conducting functional capacity assessments including instructions, determining stopping points, translating results to recommendations, and ensuring participation validity
- The procedures for scheduling assessments, greeting clients, sequencing components, and reporting results
- How functional capacity assessment results can determine appropriate interventions and return to work plans such as work conditioning, job modification, or reducing work hours.
OHSAS 18001 checklist
Here is an easy to use checklist for OHSAS 18001
if you require any advise please call CAW Consultancy Business Solutions on 01772 932058 or our 24 hour hotline 07427535662
FUNCTIONAL CAPACITY ASSESSMENT
The document discusses guidelines for functional capacity assessments. It provides details on:
- The components of an assessment including weighted activities, postures, and upper extremity tasks.
- Scheduling and preparing for assessments, including obtaining medical history and addressing potential client issues.
- Greeting the client to make them comfortable and explain the assessment process.
- Using standardized equipment, instructions, methodology, and reporting to ensure objective, reliable results.
- Translating results into recommendations considering client safety and capabilities.
Evaluation ppt
The document discusses various methods of evaluating nursing services including self-evaluation, peer evaluation, patient satisfaction, utilization review, and their application to nursing. It provides details on the purposes, benefits, tools and processes for self-evaluation and peer evaluation. It also outlines components and methods for evaluating patient satisfaction and the aims of utilization review. Evaluation is described as important for improving nursing services and ensuring appropriate and efficient care.
Similar to Fasna (20)
Managing non conformities through , how to reduce element that lowers quality
Managing non conformities through , how to reduce element that lowers quality
conrolling process and management business studies
conrolling process and management business studies
More from Govt. College of Teacher Education Tycaud. TVM
FOREX.pptx
Foreign exchange refers to the exchange of one country's currency for another. The foreign exchange market allows currencies to be bought and sold. In India, the Reserve Bank of India regulates foreign exchange transactions through laws like FERA and FEMA to facilitate trade while conserving currency reserves. Exchange rates can be fixed by central banks, floating based solely on supply and demand, or managed with some central bank intervention.
TOTAL QUALITY MANAGEMENT
The document discusses the importance of quality in business. It states that quality should be the top priority in all business thinking and actions. New product development processes should ensure quality and be focused on customers rather than products. An effective quality system focuses on customers, uses data-driven management, prevents issues, employs continuous improvement, and involves all employees. It also outlines key aspects of a quality system such as defined policies and objectives, customer focus, integrated processes, quality training, and audits.
PPT
Internships in education support programs that impact how people learn and contribute to a community's progress. Education internships offer rewarding opportunities to influence learning at all levels from nature-based programs for children with special needs to policy work in Washington D.C. Interns in education work in a variety of roles as researchers, writers, marketers, activists, and communicators across many sectors focused on building new learning tools and education policies. The Department of Education internship program exposes students to working in various departments on education policy and in the federal government, allowing interns to request specific work assignments and departments.
Recruitment
The document discusses recruitment, which it defines as identifying, sourcing, and recruiting people for opportunities. It outlines recruitment sources like professional associations, events, online communities, and colleges. Recruitment methods attract potential employees to firms and include strategies for identifying sources and attracting candidates. The internal environment of recruitment considers human resource planning and policies while the external environment examines labor market conditions and corporate image. Internal recruiting uses job postings, referrals, and job fairs, while external recruiting sources are the internet, colleges, competitors, outplacement firms, and associations. External recruiting methods comprise advertising, agencies, job fairs, executive search firms, internships, and sign-on bonuses.
Pptofplanning 121015123411-phpapp01
Planning involves determining in advance what actions to take, how to execute them, when to do so, and by whom. It anticipates the future and purposefully selects a course of action. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, work the plan, and evaluate. Planning focuses on objectives, reduces uncertainty, provides direction, encourages innovation, aids coordination, guides decision making, and improves efficiency. Challenges to planning include lack of information, costs, resistance to change, inability to plan, a false sense of security, and environmental constraints. The document outlines various principles and levels of planning including corporate, divisional/functional, and group planning.
Markets
Secondary markets refer to the resale of securities, such as stocks and bonds, between investors through stock brokers on a stock exchange. Some key points:
- Secondary markets provide a place for previously issued securities to be traded, including stocks, bonds, and other financial instruments.
- Major stock exchanges that serve as secondary markets include the Bombay Stock Exchange (BSE), National Stock Exchange (NSE) in India, as well as exchanges in London, Frankfurt, Paris, and Tokyo.
- Secondary markets provide liquidity to investors, allow the public to invest in capital formation, and help establish the fair market price of securities through constant trading.
Delegation of authority
Delegation of authority allows someone to act on another's behalf to perform tasks or access resources. It involves assigning roles or attributes to users that provide access permissions. Using a delegation issuing service centralizes the record of delegations according to an organization's policy, simplifying privilege checking and removing the need for individual user signing keys. It provides an efficient audit trail of who has delegated what privileges to whom.
PPT
Delegation of authority refers to the process where a teacher gradually reduces direct supervision and gives students more responsibility for their own learning. For delegation of authority to be successful, students must understand cooperative norms and roles, and teachers must provide clear instructions while limiting hovering. Both students and teachers benefit from this approach, as students gain opportunities to interact with peers and learn collaboration skills, while teachers can better observe students and coach them to a higher level.
PPT
Delegation of authority refers to the process where a teacher gradually reduces direct supervision and gives students more responsibility for their own learning. For delegation of authority to be successful, students must understand cooperative norms and roles, and teachers must provide clear instructions while limiting hovering. Both students and teachers benefit from this approach, as students gain opportunities to interact with peers and learn collaboration skills, while teachers can better observe students and coach them to a higher level.
Powerpoint
This document outlines the journal entries for issuing shares, including entries for receiving application money, allotting shares, receiving allotment money, and receiving call money. It discusses maintaining separate accounts for applications and allotments, or a combined share application and allotment account, and the corresponding journal entries for each case. The journal entries debit bank and credit share-related accounts for money received and debit share-related accounts and credit capital for amounts allotted and called on shares.
More from Govt. College of Teacher Education Tycaud. TVM (10)
Recently uploaded
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Aberdeen
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...Nguyen Thanh Tu Collection
https://app.box.com/s/tacvl9ekroe9hqupdnjruiypvm9rdaneGeography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as discipline
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...Nguyen Thanh Tu Collection
https://app.box.com/s/qhtvq32h4ybf9t49ku85x0n3xl4jhr15How to deliver Powerpoint Presentations.pptx
"How to make and deliver dynamic presentations by making it more interactive to captivate your audience attention"
Temple of Asclepius in Thrace. Excavation results
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Stack Memory Organization of 8086 Microprocessor
The stack memory organization of 8086 microprocessor.
Leveraging Generative AI to Drive Nonprofit Innovation
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
HYPERTENSION - SLIDE SHARE PRESENTATION.
IT WILL BE HELPFULL FOR THE NUSING STUDENTS
IT FOCUSED ON MEDICAL MANAGEMENT AND NURSING MANAGEMENT.
HIGHLIGHTS ON HEALTH EDUCATION.
A Visual Guide to 1 Samuel | A Tale of Two Hearts
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh
Recently uploaded (20)
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
Leveraging Generative AI to Drive Nonprofit Innovation
Leveraging Generative AI to Drive Nonprofit Innovation
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Juneteenth Freedom Day 2024 David Douglas School District
Juneteenth Freedom Day 2024 David Douglas School District
Fasna
- 1. STEPS IN CONTROLLING Prepared by: FASNA M
- 2. 2 CONTROLLING “ CONTROLLING IS DETERMINING WHAT IS BEING ACCOMPLISHED, THAT IS EVALUATING THE PERFORMANCE AND,IF NECESSARY APPLYING CORRECTIVE MEASURES SO THAT PERFORMANCE TAKES PLACE ACCORDING TO PLAN”
- 3. 3 STEPS IN CONTROL PROCESS 1. ESTALISHMENT OF STANDARDS 2. MEASUREMENT OF PERFORMANCE 3. COMPARING ACTUAL PERFORMANCE WITH THE STANDARDS 4. IDENTIFYING THE CAUSES OF DEVIATIONS 5. TAKING CORRECTIVE ACTION
- 4. 4 ESTABLISHMENT OF STANDARDS A STANDARD ACT AS A REFERENCE LINE OR A BASIS OF EVALUATION OF ACTUAL PERFORMANCE. IT SERVE AS A TEST OF PERFORMANCE
- 5. 5 MEASUREMENT OF PERFORMANCE MEASUREMENT OF PERFORMANCE OF VARIOUS INDIVIDUALS, GROUPS, DEPARTMENTS OR THE WHOLE ENTERPRISE. IT MEANS THE EVALUATION OF WORK DONE AND RESULT ACHIEVED
- 6. 6 COMPARING ACTUAL PERFORMANCE WITH THE STANDARDS IT INVOLVE TWO STEPS 1. FINDING THE EXTENT OF DEVIATIONS 2. IDENTIFYING THE CAUSES OF DEVIATIONS
- 7. 7 IDENTIFYING THE CAUSES OF DEVIATION A DETAILED ANALYSIS IS MADE OF THE CAUSES RESPONSIBLE FOR SUCH DEVIATION. THE DEVIATION MAY BE DUE TO ERRORS IN PLANNING, DEFECTIVE IMPLEMENTATION, CARELESS OPERATIVE PERFORMANCE ETC……….
- 8. 8 TAKING CORRECTIVE ACTION CORRECTIVE ACTIONS ARE INITIATED ON THE BASIS OF FACTORS CAUSING DEVIATIONS FROM STANDARDS
- 9. 9 THANK YOU
- 10. 9 THANK YOU