Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
What Is Control and Why Is It Important?
Define control.
Contrast the three approaches to designing control systems.
Discuss the reasons why control is important.
The Control Process
Describe the three steps in the control process.
Tell why what is measured is more critical than how it’s measured.
Explain the three courses of action managers can take in controlling.
Controlling-The Last Management function after Planning,Organising,Directing & Staffing.
'Controlling' is a part of subject Organisation Structure & Process(OSP).Its also a part of subject Principles of Business Management(PBM).
What Is Control and Why Is It Important?
Define control.
Contrast the three approaches to designing control systems.
Discuss the reasons why control is important.
The Control Process
Describe the three steps in the control process.
Tell why what is measured is more critical than how it’s measured.
Explain the three courses of action managers can take in controlling.
Controlling-The Last Management function after Planning,Organising,Directing & Staffing.
'Controlling' is a part of subject Organisation Structure & Process(OSP).Its also a part of subject Principles of Business Management(PBM).
'To explain and demonstrate how BeLF does what it does – specifically with regard to our funding model.'
Presented by Ian McCAll at the Birmingham eLearning Foundation (BeLF) Conference, Feb 14th 2013
The Four Pillars of Education PPT by Rowel Alfonso
"Learning the Treasure Within", the report of the International Commission on Education for the Twenty-first Century, chaired by Jacques Delors, and published by UNESCO in 1996 provides new insights into education for the 21st Century. It stresses that each individual must be equipped to seize learning opportunities throughout life, both to broaden his/her knowledge, skills and attitudes, and adapt to changing, complex and interdependent world.
After studying this chapter, you should be able to:
-identify the four pillars of education;
-create learning opportunities guided by the four pillars education;
-develop an awareness of the importance of living in -harmony with each other and with environment; and
-create an awareness of the solidarity of mankind regardless of race, religion, and culture.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This a small presentation on the topic of controlling which is an important part of management. I hope this will help you to find the importance of controlling in brief.
2. Learning Outcomes
Explain the nature and importance of control
Describe the three steps in the control process
Discuss the types of controls organizations and
managers use
Discuss contemporary issues in control
4. What is Control?
Control
The management
function that
involves
monitoring
activities to ensure
that they’re being
accomplished as
planned and
correcting any
significant
deviations
5.
6. What is the Control Process?
Control Process
A three-step process of measuring actual
performance, comparing actual performance
against a standard, and taking managerial action to
correct deviations or to address inadequate
standards
7.
8. How Do Managers Measure?
To determine actual performance, a manager must
first get information about it. Thus, the first step in
control is measuring
Four common sources of information frequently
used to measure actual performance are
personal observation
statistical reports
oral reports
written reports
9. What is Managing By Walking
Around?
Management By
Walking Around
(MBWA)
When a manager
is out in the work
area interacting
with employees
11. How Do Managers Compare
Performance to Planned Goals?
Range of Variation
The acceptable parameters of variance between
actual performance and a standard
Deviations outside this range need attention
12.
13. What Management Action Can Be
Taken?
Immediate Corrective Action
Corrective action that addresses problems at once
to get performance back on track
Basic Corrective Action
Corrective action that looks at how and why
performance deviated before correcting the source
of deviation
14. When Does Control Take Place?
Feedforward Control
Control that takes
place before a work
activity is done
Concurrent Control
Control that takes
place while a work
activity is in progress
Feedback Control
Control that takes
place after a work
activity is done
15.
16. How Do Managers Keep Track of
Finances?
In order to meet profitability goals, managers
need financial controls
Traditional financial measures managers might
use include
Ratio analysis
Budget analysis
17. Financial Ratios by Type
Liquidity ratios
measure an organization’s ability to meet its current
debt obligations
Leverage ratios
examine the organization’s use of debt to finance its
assets and whether it’s able to meet the interest
payments on the debt
18. Financial Ratios (cont.)
Activity ratios
assess how efficiently a company is using its
assets.
Profitability ratios
measure how efficiently and effectively the
company is using its assets to generate profit
19.
20. How is an Organization’s Information
Controlled?
Managers deal with information controls in two
ways:
1. as a tool to help them control other
organizational activities
2. as an organizational area they need to control
Management Information System (MIS)
A system used to provide management with needed
information on a regular basis
21. What is The Balanced
Scorecard?
Balanced
Scorecard
A performance
measurement tool
that looks at more
than just the
financial
perspective
22. What are Contemporary Control
Issues?
Employee Theft
Any unauthorized
taking of company
property by
employees for
their personal use
23. Contemporary Issues (cont.)
Workplace
Violence
“According to the
U.S. National
Institute of
Occupational Safety
and Health”, 2
million American
workers per year are
victims of some
type of workplace
violence