MF UNIT 5 CONTROLLING.pptx
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Controlling is a fundamental management function that involves monitoring performance, comparing it to standards, and implementing corrections. It ensures organizational activities align with goals. The controlling process establishes standards, measures performance, compares results to standards, and takes corrective actions. Controlling helps improve performance, achieve goals, and adapt to changes through strategic and tactical decisions using various control mechanisms and types of controls.
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Controlling hardcopy
The document discusses the concept of controlling as a management process that involves regulating organizational activities so actual performance meets standards and goals. It defines controlling and explains its significance and relation to other management functions like planning, organizing and directing. The document also outlines the roles of controls, levels of control, steps in the control process, managerial approaches to implementing controls, and characteristics of an effective control system.
Written Report Group 1
The document discusses the concept of controlling in management. It defines controlling as verifying that organizational activities conform to plans and standards. The significance and role of controls are explained, including relating controls to other management functions like planning. Controls help cope with uncertainty, detect irregularities, identify opportunities, and handle complex situations. The document outlines the levels of control, steps in the control process, and managerial approaches to implementing controls. It concludes by describing characteristics of an effective control system.
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.
PMS - Unit 3.pptx
Performance monitoring involves appraising employee performance on an ongoing basis to ensure goals are met and competencies are developed. It is done through maintaining performance records, identifying key performance indicators, and conducting periodic reviews. The objectives of performance monitoring include fulfilling tasks and goals on time, improving employee performance, and facilitating career development through continuous learning. The process involves using written reports, scheduled meetings, and on-site inspections to gather information on employee performance.
Roles and Functions in Controlling
Controlling and evaluating refer to measuring actual performance against planned activities and taking corrective actions. It involves establishing standards, measuring performance, comparing results to standards, and reinforcing strengths or taking corrective actions. The purposes of controlling include establishing trust, clarifying objectives, presenting uniform standards, and promoting growth. Control mechanisms include standards of care, total quality management, quality assurance, quality control, and quality improvement. Quality improvement methods encompass standards of care, credentialing, utilization review, clinical guidelines, clinical pathways, benchmarking, PDCA cycles, and the FOCUS methodology. Nursing audit examines structures, processes, and outcomes through checklists and indicators to determine if nursing standards are met. Control techniques include nursing rounds, operating instructions
Controlling
Controlling is a managerial function that ensures activities are performed according to plans through setting standards, measuring performance, comparing results to standards, and taking corrective actions. There are three types of control: pre-control before work begins to set directions and resources; concurrent control during work to monitor operations; and post-control after work to focus on end results. Traditional control techniques include personal observation, reports, break-even analysis, and budgets. Advanced techniques include self-control, management audits, PERT, CPM, and MIS. The goal of controlling is to help accomplish organizational goals efficiently through monitoring and ensuring order, discipline, and coordination of actions.
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The document discusses various concepts related to controlling performance in organizations. It defines controlling as measuring and correcting performance to ensure objectives are met. The basic control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. It also discusses different types of standards, measurement techniques for quantitative vs qualitative factors, identifying deviations, and remedial actions. Overall, the document provides an overview of key elements in the managerial function of controlling.
Controlling process
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
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Controlling hardcopy
The document discusses the concept of controlling as a management process that involves regulating organizational activities so actual performance meets standards and goals. It defines controlling and explains its significance and relation to other management functions like planning, organizing and directing. The document also outlines the roles of controls, levels of control, steps in the control process, managerial approaches to implementing controls, and characteristics of an effective control system.
Written Report Group 1
The document discusses the concept of controlling in management. It defines controlling as verifying that organizational activities conform to plans and standards. The significance and role of controls are explained, including relating controls to other management functions like planning. Controls help cope with uncertainty, detect irregularities, identify opportunities, and handle complex situations. The document outlines the levels of control, steps in the control process, and managerial approaches to implementing controls. It concludes by describing characteristics of an effective control system.
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.
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Performance monitoring involves appraising employee performance on an ongoing basis to ensure goals are met and competencies are developed. It is done through maintaining performance records, identifying key performance indicators, and conducting periodic reviews. The objectives of performance monitoring include fulfilling tasks and goals on time, improving employee performance, and facilitating career development through continuous learning. The process involves using written reports, scheduled meetings, and on-site inspections to gather information on employee performance.
Roles and Functions in Controlling
Controlling and evaluating refer to measuring actual performance against planned activities and taking corrective actions. It involves establishing standards, measuring performance, comparing results to standards, and reinforcing strengths or taking corrective actions. The purposes of controlling include establishing trust, clarifying objectives, presenting uniform standards, and promoting growth. Control mechanisms include standards of care, total quality management, quality assurance, quality control, and quality improvement. Quality improvement methods encompass standards of care, credentialing, utilization review, clinical guidelines, clinical pathways, benchmarking, PDCA cycles, and the FOCUS methodology. Nursing audit examines structures, processes, and outcomes through checklists and indicators to determine if nursing standards are met. Control techniques include nursing rounds, operating instructions
Controlling
Controlling is a managerial function that ensures activities are performed according to plans through setting standards, measuring performance, comparing results to standards, and taking corrective actions. There are three types of control: pre-control before work begins to set directions and resources; concurrent control during work to monitor operations; and post-control after work to focus on end results. Traditional control techniques include personal observation, reports, break-even analysis, and budgets. Advanced techniques include self-control, management audits, PERT, CPM, and MIS. The goal of controlling is to help accomplish organizational goals efficiently through monitoring and ensuring order, discipline, and coordination of actions.
10.CONTROLLING.pptx
The document discusses various concepts related to controlling performance in organizations. It defines controlling as measuring and correcting performance to ensure objectives are met. The basic control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. It also discusses different types of standards, measurement techniques for quantitative vs qualitative factors, identifying deviations, and remedial actions. Overall, the document provides an overview of key elements in the managerial function of controlling.
Controlling process
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
CONTROLLING PROCESS IN SUPERVISION
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
COSO Internal Control - Integrated Framework
COSO's Internal Control - Integrated Framework.
Includes:
Objectives;
Components;
Principles relating to the components and
Point of Focus assisting users in determining whether the principles are present and functioning
Management Control
Management control is an important managerial function that helps check for errors and take corrective actions to minimize deviations from standards and achieve organizational goals. Control involves setting performance standards, measuring actual performance, and taking corrective action if needed. There are three main types of controls: feedforward controls prevent deviations, concurrent controls monitor ongoing work, and feedback controls review past performance against standards. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
Controlling
Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
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.
Foundation of Control
in this presentation we discuss the following things;
What is control and Why is it important?
The control process
Controlling for Organizational Performance
Tools for Organizational Performance
Contemporary issues in control
7Keeping Things in CheckControls and the Control Process.docx
7
Keeping Things in Check
Controls and the Control Process
Learning Objectives
After Studying This Chapter, Students Should Be Able To
· Understand the elements of control, measurement tools, and corrective steps
· Differentiate among the types of controls utilized within an organization
· Employ control strategies for effective management
· Identify which control processes are effective in an operational setting
· Describe an integrated planning process
Chapter Summary
Chapter 7 focuses on maintaining control by becoming adept at utilizing various control techniques and processes.
Components of the Control Process
There are four basic components of the control process:
1. Planning: Sets the directions and allocates resources.
2. Organizing: Brings people and material resources together in working combinations.
3. Leading: Inspires people to best utilize these resources.
4. Controlling: Checks that the right things happen, in the right way, and at the right time.
Objectives and Standards
· Objectives provide the performance targets.
· Output standards measure results in terms of performance quantity, quality, cost, or time.
· Input standards measure effort in terms of the amount of work expended in task performance.
Measurement Tools
Managers are able to not only adopt measurement tools by which success can be determined, but they also can use historical comparison (historical information), relative comparison (comparing to performances of others), or engineering comparison (comparing to scientific standards as a means of evaluating performance).
Corrective Action
The last step in the control process is to take any action necessary to correct or improve future performance. Management by exception can be used to direct action on problems requiring more urgent attention.
Effective Controls
The best managers, by contrast, are proactive and positive in applying the control process to full advantage. Effective controls in organizations share the following characteristics:
· Controls are understandable: They support decision making by presenting data in understandable terms; they do not involve complex reports and hard-to-understand statistics.
· Controls encourage self-control: They allow for mutual trust, good communication and participation among everyone involved.
· Controls are timely and exception-oriented: They report deviations quickly, lending insight into why a performance gap exists and what you can do to correct it.
· Controls are positive in nature: They emphasize their contribution to development, change, and systems improvement; they deemphasize their role in penalties and reprimands.
· Controls are fair and objective: They are considered impartial and accurate by everyone; they are respected for one fundamental purpose—performance enhancement.
· Controls are flexible: They leave room for individual judgment and can be modified to fit new circumstances as they arise.
Types of Control
A variety of control strat.
Control
This document discusses organizational control and change. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. There are four main steps to the control process: establishing standards, measuring performance, comparing to standards, and taking corrective action. The three main types of control discussed are feedforward, concurrent, and feedback controls. The document also examines output controls, behavior controls, bureaucratic controls, and clan controls as ways to coordinate and motivate employees. Finally, it discusses organizational change and models for managing change, like Lewin's force field theory and approaches like evolutionary vs. revolutionary change.
CONTROLLING
This document discusses various aspects of organizational control. It defines control as monitoring activities to ensure plans are followed and deviations are corrected. There are 4 steps to the control process: 1) establishing standards, 2) measuring performance, 3) comparing performance to standards, and 4) determining if corrective action is needed. Control occurs in different areas like physical, human, and financial resources. It also occurs at different levels like operations, financial, structural, and strategic. Effective control integrates planning, is flexible, accurate, timely, and objective.
Controlling in management
Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
Control
This document discusses organizational control and change. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. There are four main types of control discussed: feedforward, concurrent, feedback, and bureaucratic. Financial measures, output controls, behavior controls, and clan controls are described as ways managers evaluate performance. The document also covers Lewin's force field theory of change and the steps in the organizational change process, including evolutionary versus revolutionary change and top-down versus bottom-up implementation.
Unit 5 CSM: Strategic Evaluation and Comtrol
The chapter comprises of Overview of Strategic Evaluation; Strategic Control; Techniques of Strategic Evaluation and Control. Evaluation of Strategic Alternatives - Product Portfolio Models, BCG Matrix, GE Matrix, Gap Analysis; Strategic Control System.
Strategic evaluation and control is the final phase in the process of strategic management. Its basic purpose is to ensure that the strategy is achieving the goals and objectives set for the strategy. It compares performance with the desired results and provides the feedback necessary for management to take corrective action.
According to Fred R. David, strategy evaluation includes three basic activities
(1) examining the underlying bases of a firm’s strategy,
(2) comparing expected results with actual results, and
(3) taking corrective action to ensure that performance conforms to plans. Sometime, the best formulated strategies become obsolete (outdated) as a firm’s external and internal environments change.
Strategic control is a type of “steering control”. We have to track the strategy as it is being implemented, detect any problems or changes in the predictions made, and make necessary adjustments. This is especially important because the implementation process itself takes a long time before we can achieve the results.
Strategic control is like an alarm long before the calamity can happen.
Operational control is the process of ensuring that specific tasks are carried out effectively and efficiently. The operational control aims at evaluating the performance of the organization. Most of the control system in organization are operational in nature. Some examples of operational control are : Budgetary control, Quality control, Inventory control, Production Control, Cost control etc.
Portfolio Model is a technique used to analyse organisations in relation to their environments
Portfolio (set, collection, assortment, range, group)
A business Portfolio may be any collection of brands/products, markets, branches /divisions, income generating assets, etc.
PA is usually applied to firms with multiple SBUs (more than one product/services, customer categories, markets , divisions)
Helps managers in taking decisions regarding which SBUs to allocate more or less resources to at a given strategic point in time
After portfolio analysis firm makes an informed strategic choice e.g.
To have a balanced portfolio (minimize risk and maximize return) of all portfolios
To actively deploy a retrenchment strategy
Evaluation and Control.pptx
Strategic evaluation and control involves determining the effectiveness of strategies in achieving objectives and taking corrective actions. There are four main types of strategic control: premise control, which checks assumptions; implementation control, which evaluates plans; strategic surveillance, which monitors threats; and special alert control, which rapidly responds to unexpected events. Strategic evaluation and control is important for feedback, assessing strategies, ensuring decisions align with strategies, and inputting new planning.
Controlling
This document discusses controlling as a management function. It defines controlling as verifying that plans are followed and resources are efficiently used to achieve goals. Controlling measures deviations from standards and helps take corrective actions. The controlling process involves establishing standards, measuring performance, comparing actual and standard performance, and taking remedial actions. Traditional controlling techniques include personal observation, statistical data, break-even analysis, and budgetary control. Modern techniques include management information systems, PERT, CPM, and management audits. For controlling to be effective it must be accurate, timely, flexible, integrated, economically feasible, and enable corrective actions.
Controlling
Controlling is a management function that involves monitoring performance, comparing results to standards, and taking corrective action. There are three main steps to the control process: measuring actual performance, comparing results to objectives and standards, and taking necessary actions to address any deviations. Control can take various forms, including feedforward, concurrent, and feedback control, and internal and external controls. The goal is to ensure activities and results align with plans and objectives.
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.
Controlling mangament and its process
This document discusses the process of controlling in a business context. It begins by defining controlling and its importance in achieving organizational goals and ensuring standards are met. It then outlines key aspects of the controlling process: setting standards, measuring performance, comparing actual performance to standards, analyzing any deviations, and taking corrective measures. The document also notes some limitations of controlling, such as its inability to control external factors and difficulty in setting quantitative standards. It provides examples throughout to illustrate controlling concepts.
Management controls
Control involves monitoring activities to ensure goals are met and correcting deviations. There are three approaches to control systems: market, bureaucratic, and clan. The control process involves measuring performance, comparing to standards, and taking action on deviations. Effective control is accurate, timely, flexible, and emphasizes exceptions. Contingency factors like organization size affect control design. Controls can become dysfunctional if unfocused, incomplete, or inflexible. Quality, inventory, financial, and human resource controls are used.
Ch 7-strategy-evaluation-and-control
1) Nucor Corporation keeps its strategy evaluation and control process simple, focusing on bottom line performance, long-term survival, and rewarding employees for producing more products at lower costs.
2) Strategy evaluation and control involves measuring actual performance against established standards, and taking corrective actions if deviations occur outside tolerance ranges.
3) A balanced scorecard approach evaluates strategy from financial, customer, internal business process, and innovation/learning perspectives.
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CONTROLLING PROCESS IN SUPERVISION
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
COSO Internal Control - Integrated Framework
COSO's Internal Control - Integrated Framework.
Includes:
Objectives;
Components;
Principles relating to the components and
Point of Focus assisting users in determining whether the principles are present and functioning
Management Control
Management control is an important managerial function that helps check for errors and take corrective actions to minimize deviations from standards and achieve organizational goals. Control involves setting performance standards, measuring actual performance, and taking corrective action if needed. There are three main types of controls: feedforward controls prevent deviations, concurrent controls monitor ongoing work, and feedback controls review past performance against standards. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
Controlling
Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
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.
Foundation of Control
in this presentation we discuss the following things;
What is control and Why is it important?
The control process
Controlling for Organizational Performance
Tools for Organizational Performance
Contemporary issues in control
7Keeping Things in CheckControls and the Control Process.docx
7
Keeping Things in Check
Controls and the Control Process
Learning Objectives
After Studying This Chapter, Students Should Be Able To
· Understand the elements of control, measurement tools, and corrective steps
· Differentiate among the types of controls utilized within an organization
· Employ control strategies for effective management
· Identify which control processes are effective in an operational setting
· Describe an integrated planning process
Chapter Summary
Chapter 7 focuses on maintaining control by becoming adept at utilizing various control techniques and processes.
Components of the Control Process
There are four basic components of the control process:
1. Planning: Sets the directions and allocates resources.
2. Organizing: Brings people and material resources together in working combinations.
3. Leading: Inspires people to best utilize these resources.
4. Controlling: Checks that the right things happen, in the right way, and at the right time.
Objectives and Standards
· Objectives provide the performance targets.
· Output standards measure results in terms of performance quantity, quality, cost, or time.
· Input standards measure effort in terms of the amount of work expended in task performance.
Measurement Tools
Managers are able to not only adopt measurement tools by which success can be determined, but they also can use historical comparison (historical information), relative comparison (comparing to performances of others), or engineering comparison (comparing to scientific standards as a means of evaluating performance).
Corrective Action
The last step in the control process is to take any action necessary to correct or improve future performance. Management by exception can be used to direct action on problems requiring more urgent attention.
Effective Controls
The best managers, by contrast, are proactive and positive in applying the control process to full advantage. Effective controls in organizations share the following characteristics:
· Controls are understandable: They support decision making by presenting data in understandable terms; they do not involve complex reports and hard-to-understand statistics.
· Controls encourage self-control: They allow for mutual trust, good communication and participation among everyone involved.
· Controls are timely and exception-oriented: They report deviations quickly, lending insight into why a performance gap exists and what you can do to correct it.
· Controls are positive in nature: They emphasize their contribution to development, change, and systems improvement; they deemphasize their role in penalties and reprimands.
· Controls are fair and objective: They are considered impartial and accurate by everyone; they are respected for one fundamental purpose—performance enhancement.
· Controls are flexible: They leave room for individual judgment and can be modified to fit new circumstances as they arise.
Types of Control
A variety of control strat.
Control
This document discusses organizational control and change. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. There are four main steps to the control process: establishing standards, measuring performance, comparing to standards, and taking corrective action. The three main types of control discussed are feedforward, concurrent, and feedback controls. The document also examines output controls, behavior controls, bureaucratic controls, and clan controls as ways to coordinate and motivate employees. Finally, it discusses organizational change and models for managing change, like Lewin's force field theory and approaches like evolutionary vs. revolutionary change.
CONTROLLING
This document discusses various aspects of organizational control. It defines control as monitoring activities to ensure plans are followed and deviations are corrected. There are 4 steps to the control process: 1) establishing standards, 2) measuring performance, 3) comparing performance to standards, and 4) determining if corrective action is needed. Control occurs in different areas like physical, human, and financial resources. It also occurs at different levels like operations, financial, structural, and strategic. Effective control integrates planning, is flexible, accurate, timely, and objective.
Controlling in management
Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
Control
This document discusses organizational control and change. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. There are four main types of control discussed: feedforward, concurrent, feedback, and bureaucratic. Financial measures, output controls, behavior controls, and clan controls are described as ways managers evaluate performance. The document also covers Lewin's force field theory of change and the steps in the organizational change process, including evolutionary versus revolutionary change and top-down versus bottom-up implementation.
Unit 5 CSM: Strategic Evaluation and Comtrol
The chapter comprises of Overview of Strategic Evaluation; Strategic Control; Techniques of Strategic Evaluation and Control. Evaluation of Strategic Alternatives - Product Portfolio Models, BCG Matrix, GE Matrix, Gap Analysis; Strategic Control System.
Strategic evaluation and control is the final phase in the process of strategic management. Its basic purpose is to ensure that the strategy is achieving the goals and objectives set for the strategy. It compares performance with the desired results and provides the feedback necessary for management to take corrective action.
According to Fred R. David, strategy evaluation includes three basic activities
(1) examining the underlying bases of a firm’s strategy,
(2) comparing expected results with actual results, and
(3) taking corrective action to ensure that performance conforms to plans. Sometime, the best formulated strategies become obsolete (outdated) as a firm’s external and internal environments change.
Strategic control is a type of “steering control”. We have to track the strategy as it is being implemented, detect any problems or changes in the predictions made, and make necessary adjustments. This is especially important because the implementation process itself takes a long time before we can achieve the results.
Strategic control is like an alarm long before the calamity can happen.
Operational control is the process of ensuring that specific tasks are carried out effectively and efficiently. The operational control aims at evaluating the performance of the organization. Most of the control system in organization are operational in nature. Some examples of operational control are : Budgetary control, Quality control, Inventory control, Production Control, Cost control etc.
Portfolio Model is a technique used to analyse organisations in relation to their environments
Portfolio (set, collection, assortment, range, group)
A business Portfolio may be any collection of brands/products, markets, branches /divisions, income generating assets, etc.
PA is usually applied to firms with multiple SBUs (more than one product/services, customer categories, markets , divisions)
Helps managers in taking decisions regarding which SBUs to allocate more or less resources to at a given strategic point in time
After portfolio analysis firm makes an informed strategic choice e.g.
To have a balanced portfolio (minimize risk and maximize return) of all portfolios
To actively deploy a retrenchment strategy
Evaluation and Control.pptx
Strategic evaluation and control involves determining the effectiveness of strategies in achieving objectives and taking corrective actions. There are four main types of strategic control: premise control, which checks assumptions; implementation control, which evaluates plans; strategic surveillance, which monitors threats; and special alert control, which rapidly responds to unexpected events. Strategic evaluation and control is important for feedback, assessing strategies, ensuring decisions align with strategies, and inputting new planning.
Controlling
This document discusses controlling as a management function. It defines controlling as verifying that plans are followed and resources are efficiently used to achieve goals. Controlling measures deviations from standards and helps take corrective actions. The controlling process involves establishing standards, measuring performance, comparing actual and standard performance, and taking remedial actions. Traditional controlling techniques include personal observation, statistical data, break-even analysis, and budgetary control. Modern techniques include management information systems, PERT, CPM, and management audits. For controlling to be effective it must be accurate, timely, flexible, integrated, economically feasible, and enable corrective actions.
Controlling
Controlling is a management function that involves monitoring performance, comparing results to standards, and taking corrective action. There are three main steps to the control process: measuring actual performance, comparing results to objectives and standards, and taking necessary actions to address any deviations. Control can take various forms, including feedforward, concurrent, and feedback control, and internal and external controls. The goal is to ensure activities and results align with plans and objectives.
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.
Controlling mangament and its process
This document discusses the process of controlling in a business context. It begins by defining controlling and its importance in achieving organizational goals and ensuring standards are met. It then outlines key aspects of the controlling process: setting standards, measuring performance, comparing actual performance to standards, analyzing any deviations, and taking corrective measures. The document also notes some limitations of controlling, such as its inability to control external factors and difficulty in setting quantitative standards. It provides examples throughout to illustrate controlling concepts.
Management controls
Control involves monitoring activities to ensure goals are met and correcting deviations. There are three approaches to control systems: market, bureaucratic, and clan. The control process involves measuring performance, comparing to standards, and taking action on deviations. Effective control is accurate, timely, flexible, and emphasizes exceptions. Contingency factors like organization size affect control design. Controls can become dysfunctional if unfocused, incomplete, or inflexible. Quality, inventory, financial, and human resource controls are used.
Ch 7-strategy-evaluation-and-control
1) Nucor Corporation keeps its strategy evaluation and control process simple, focusing on bottom line performance, long-term survival, and rewarding employees for producing more products at lower costs.
2) Strategy evaluation and control involves measuring actual performance against established standards, and taking corrective actions if deviations occur outside tolerance ranges.
3) A balanced scorecard approach evaluates strategy from financial, customer, internal business process, and innovation/learning perspectives.
Similar to MF UNIT 5 CONTROLLING.pptx (20)
7Keeping Things in CheckControls and the Control Process.docx
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conrolling process and management business studies
conrolling process and management business studies
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MF UNIT 3 ORGANIZING.pptx
This document discusses organizational structures and organizing principles. It describes common organizational structures like functional, divisional, and matrix structures. It also covers topics such as departmentalization, centralization vs decentralization, span of control, and factors that influence structural choice. Traditional designs like simple and functional structures are outlined as well as more adaptive structures for virtual and learning organizations. The document aims to provide an overview of key concepts in organizing and organizational structure.
UNIT 5 DB APPLICATION II.pdf
Online travel and tourism services refer to platforms that facilitate travel planning, booking, and experiences through internet-based websites and apps. These services offer 24/7 accessibility, aggregate vast amounts of travel information, and allow users to directly book flights, accommodations, and travel packages. The main advantages are convenience, a wide selection of options to compare, and potential cost savings through deals and discounts. However, the abundance of choices can overwhelm users and reliability/data security are ongoing concerns.
UNIT 4 DIGITAL BUSINESS APPLICATION -1.pdf
The document discusses digital business applications and electronic retailing (e-retailing). It defines e-retailing as the sale of goods and services online, eliminating physical storefronts. The characteristics of e-retailing include an online presence, global reach, convenience, and a diverse product range. Different types of e-retailing are described, as well as factors affecting the changing retail industry dynamics and technology-based e-retailing channels. Issues, business models, and the impact of e-commerce on traditional retail are also covered.
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The document discusses digital business ecosystems and online purchasing processes. It describes the various stages of online purchasing including search and discovery, evaluation, purchase, delivery, and after-sales service. It also discusses electronic commerce mechanisms like business-to-consumer and business-to-business transactions. Furthermore, it defines electronic marketplaces as platforms that host products from multiple third-party sellers and describes different types of marketplaces including vertical, horizontal, and consumer-to-consumer models.
M COMMERCE.pdf
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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MF UNIT 5 CONTROLLING.pptx
- 1. Unit 5 .CONTROLLING Prof. Dr. Kiran S. Shinde Sanjivani Institute of Management Studies , Kopargaon
- 2. Controlling • Controlling is a fundamental management function that involves monitoring, evaluating, and regulating various organizational activities to ensure they align with predetermined goals.
- 3. Controlling • Definition: • Controlling involves measuring actual performance against predetermined standards, identifying deviations, and implementing corrective actions. • Need and Importance: • Ensures that organizational activities are on track to achieve desired objectives. • Helps in identifying deviations and taking corrective actions promptly. • Facilitates efficiency, effectiveness, and goal attainment within the organization.
- 4. The Control Process: • Establishing Standards: • Setting benchmarks or criteria against which performance can be measured. • Measuring Performance: • Assessing actual performance through various metrics, KPIs (Key Performance Indicators), or performance evaluations. • Comparing Performance Against Standards: • Analyzing the measured performance against predetermined standards to identify any deviations. • Taking Corrective Action: • Implementing necessary changes or corrective measures to address deviations and bring performance back in line with objectives.
- 5. Managerial Decisions in Controlling: • Strategic Decisions: • Aligning long-term organizational strategies with controlling mechanisms to ensure consistency. • Tactical Decisions: • Determining specific corrective actions or adjustments needed at a departmental or functional level.
- 6. Types of Controls: • Feed-forward Controls: • Implemented before the actual work takes place to prevent potential problems. It focuses on identifying and mitigating risks beforehand. • Concurrent Controls: • Executed during the actual execution of tasks to ensure that activities are on track as planned. • Feedback Controls: • Applied after the completion of tasks to review performance and identify areas for improvement based on past outcomes.
- 7. Types of Control Mechanisms: • Financial Controls: • Involves monitoring financial metrics, budgetary controls, cost controls, and financial performance evaluation. • Information Controls: • Focuses on the accuracy, reliability, and accessibility of information critical for decision-making. • Benchmarking of Best Practices: • Comparing the organization's performance metrics against industry best practices to identify areas for improvement.
- 8. Significance of Controlling: • Performance Improvement: • Facilitates continuous improvement by identifying inefficiencies and areas needing enhancement. • Goal Achievement: • Ensures that organizational objectives are met effectively and efficiently. • Adaptation and Flexibility: • Allows organizations to adapt to changing circumstances by adjusting their strategies and operations.
- 9. THANK YOU Prof. Dr. Kiran S. Shinde Sanjivani Institute of Management Studies , Kopargaon