MGT Midterm Question 2
•Download as PPTX, PDF•
0 likes•204 views
Management involves four key functions: planning to establish goals and decide how to achieve them, organizing and coordinating resources, leading people toward achieving goals, and controlling performance and progress to ensure goals are met.
Report
Share
Report
Share
Recommended
Mp midterm 2b
This document outlines the key functions of management which include planning, organizing, leading, and controlling. It suggests these are core processes that managers undertake to achieve organizational goals. In a nutshell, it presents the fundamental management activities.
Appendix 2
This document outlines the key functions of management which include planning, organizing, leading, and controlling. It suggests these core management processes are important for effectively managing a business, project, or organization. In a concise visual format, the document highlights the interrelated nature of these fundamental management activities.
The Four Functions of Management
Lesson Objectives:
After watching this lesson, you should be able to:
-Identify each of the four functions of management
-Recognize 'staffing' as a fifth function in some industries
The major functions that a manager completes can be categorized into four different functions known as planning, organizing, leading, and controlling.
Controlling (mngt. function)
Controlling is an important managerial function that helps organizations achieve their goals. It involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions when needed. Control techniques include critical point control, management by exception, and Kaizen. Budget control is another key technique that involves establishing budgets and monitoring performance against budgets. Other techniques discussed are PERT, CPM, MIS, JIT, TQM, and bottom-up versus top-down management. Overall, controlling helps regulate organizational activities to ensure goals are met efficiently and resources are optimally utilized.
Functions of home management
Home management involves effectively running a household through four key functions: planning, organizing, leading, and controlling. Planning involves establishing household priorities and future goals. Organizing arranges household activities to systematically achieve goals. Leading motivates and influences family members as they complete tasks. Controlling monitors activities to ensure they are accomplished as planned and makes corrections if needed.
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.
Q2
The document discusses the four main processes of management: planning involves setting objectives and determining how to achieve them, organizing arranges resources needed to meet objectives, leading supports others to achieve previously set goals, and controlling assesses results and refocuses processes as needed to meet desired goals.
The management process
The document outlines the key steps in the management process: planning, organizing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing is assigning tasks, resources, and coordinating work. Leading inspires people to work hard to achieve goals. Controlling measures performance and ensures goals are met through corrective actions if needed. The management process is an ongoing cycle that must adapt to changes.
Recommended
Mp midterm 2b
This document outlines the key functions of management which include planning, organizing, leading, and controlling. It suggests these are core processes that managers undertake to achieve organizational goals. In a nutshell, it presents the fundamental management activities.
Appendix 2
This document outlines the key functions of management which include planning, organizing, leading, and controlling. It suggests these core management processes are important for effectively managing a business, project, or organization. In a concise visual format, the document highlights the interrelated nature of these fundamental management activities.
The Four Functions of Management
Lesson Objectives:
After watching this lesson, you should be able to:
-Identify each of the four functions of management
-Recognize 'staffing' as a fifth function in some industries
The major functions that a manager completes can be categorized into four different functions known as planning, organizing, leading, and controlling.
Controlling (mngt. function)
Controlling is an important managerial function that helps organizations achieve their goals. It involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions when needed. Control techniques include critical point control, management by exception, and Kaizen. Budget control is another key technique that involves establishing budgets and monitoring performance against budgets. Other techniques discussed are PERT, CPM, MIS, JIT, TQM, and bottom-up versus top-down management. Overall, controlling helps regulate organizational activities to ensure goals are met efficiently and resources are optimally utilized.
Functions of home management
Home management involves effectively running a household through four key functions: planning, organizing, leading, and controlling. Planning involves establishing household priorities and future goals. Organizing arranges household activities to systematically achieve goals. Leading motivates and influences family members as they complete tasks. Controlling monitors activities to ensure they are accomplished as planned and makes corrections if needed.
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.
Q2
The document discusses the four main processes of management: planning involves setting objectives and determining how to achieve them, organizing arranges resources needed to meet objectives, leading supports others to achieve previously set goals, and controlling assesses results and refocuses processes as needed to meet desired goals.
The management process
The document outlines the key steps in the management process: planning, organizing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing is assigning tasks, resources, and coordinating work. Leading inspires people to work hard to achieve goals. Controlling measures performance and ensures goals are met through corrective actions if needed. The management process is an ongoing cycle that must adapt to changes.
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.
Common management terms
The document presents definitions for various common management terminology presented by Ms. Komal Mahajan. It defines key terms related to the basic functions of management like planning, organizing, staffing, directing, and controlling. It also discusses organizational structures, styles of management, and approaches like total quality management and change management. Terms around authority, responsibility, accountability, and management systems are introduced.
Controlling by Taufiq
The document defines controlling as measuring and correcting subordinate activities to ensure conformity with plans. It outlines the basic controlling process as establishing standards, measuring performance against standards, and correcting variations. Some requirements for an effective control system include tailoring controls to plans and positions, focusing on exceptions, maintaining objectivity, and flexibility. Traditional control techniques include budgetary control and non-budgetary controls like internal audits. Modern techniques involve network methods like PERT and CPM which use charts to plan and control project activities and identify critical paths.
Management control system
The document discusses various elements of management control systems including strategic planning, budgeting, performance measurement, and responsibility centers. It defines management control as a process that ensures resources are deployed effectively to meet organizational objectives. Key aspects of management control systems include setting goals and standards, measuring performance, evaluating results, and taking corrective actions. Management control differs from task control in its focus on coordination across organizational units to implement strategies.
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.
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/ZEcPAcManagement Functions
The document discusses the key concepts and functions of management. It describes management as getting work done through people organized in groups. It also outlines the three levels of management - top, middle, and lower. The key functions of management are then defined, including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. These functions help ensure effective allocation of resources and coordination across organizational divisions to achieve goals.
Functions of administration
This document discusses the functions of administration, specifically planning and controlling. It defines administration and outlines its key functions. Planning involves deciding actions in advance to achieve objectives, and is important for coordination and control. Organizing establishes responsibility and authority to achieve objectives. Staffing, directing, coordinating, budgeting and controlling are also outlined as important administrative functions. Control involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
Management controll system book
This document discusses management control systems and provides an overview of key concepts. It covers 6 units that address topics like the nature of management control, control structures, budgeting, performance evaluation, management information systems, and special control situations for different organizational types. The document defines management control as the continuous process of ensuring actions are in line with desired objectives. It also explains the different elements and nature of control, emphasizing that control is a key management function aimed at regulating performance to conform with plans.
Controlling
Managers use controlling to ensure organizational goals are achieved properly and on time. There are three types of controls - feedforward, concurrent, and feedback controls. The control process has four steps - establishing standards, measuring performance, comparing results to standards, and taking corrective action if needed. Common control systems and techniques include employee discipline, project management, financial ratios, and balanced scorecards. Strategic control monitors strategy alignment while tactical control focuses on detailed maneuvers to accomplish tasks.
Controlling .
Effective controlling in human ,material and equipment is mandatory to run a hospital unit effectively
Management Function : Controlling
Describe controlling function. the Importance of controlling and how companies should do in order to ensure their goals can be achieve.
Steps in management P O S D C C
Management involves 6 key steps: planning, organizing, staffing, directing, coordinating, and controlling. These steps are the core functions that allow managers to effectively lead teams and projects. The steps outline a process for defining goals, allocating resources, hiring personnel, providing guidance, synchronizing efforts, and monitoring performance.
Planning and organizing
The document discusses planning and organization in management. It defines planning as determining goals and objectives for the future and deciding how to achieve them. Organization involves structuring roles and responsibilities within a company to coordinate efforts toward goals. There are different types of plans like short, long, and standing term plans. Organization structures can be formal or informal and involve grouping activities into departments, delegating authority, and coordinating efforts. Formal structures specify roles and reporting relationships while informal structures arise spontaneously from personal relationships.
Coordinating and controlling
This document discusses controlling and coordination in management. It defines controlling as setting standards, measuring performance against those standards, and taking corrective actions when needed. The key steps in controlling are setting standards, measuring performance, identifying deviations, analyzing deviations, and taking corrective actions. Coordination is defined as arranging group efforts to maintain harmony among individuals toward common goals. Coordination integrates group efforts and ensures unity of action. Techniques for controlling and coordinating include rules, procedures, planning, and hierarchy.
Function of management
The document outlines the five main functions of management: planning, organizing, staffing, directing, and controlling. Planning involves deciding in advance what needs to be done, when, where, how, and how results will be evaluated. Organizing is grouping and identifying work. Staffing involves recruitment, selection, training, and other personnel functions. Directing includes teaching, coaching, guiding, supervising, and issuing directions to subordinates. Controlling measures actual performance against standards and takes remedial action when needed.
Chapter 11 controlling function of management
Controlling is an ongoing process that involves establishing performance standards, measuring actual performance, comparing the two, and taking corrective actions. It helps management ensure goals are achieved efficiently by minimizing deviations. Planning and controlling are closely related, with planning defining goals and controlling monitoring their achievement. Various control tools and techniques can be used for financial, quality, marketing, human resource, and information technology functions.
control techniques
This presentation discusses traditional and modern control techniques that managers can use to effectively monitor organizational activities. Some traditional techniques mentioned include personal observation, budgeting, break-even analysis, financial statements, and standard costing. Modern techniques discussed are return on investment, management audits, management information systems, and PERT/CPM. The presentation provides details on how each technique works and its benefits for control purposes.
Function of Management
Management involves four key functions: planning, organizing, leading, and controlling. Planning involves establishing goals and strategies to achieve them. Organizing is distributing resources and assigning tasks. Leading motivates employees to achieve goals through inspiration and interpersonal skills. Controlling monitors performance and provides feedback to ensure goals are met. Together these four functions comprise the management process, with each building on the previous, from planning through controlling.
Thomas L. Rayman Resume-
Thomas Rayman has over 10 years of experience in information technology with expertise in video teleconferencing systems like Tandberg, Polycom, Picturetel, and Accord MGC. He has held positions as a Video Teleconferencing Technician for the CDC in Atlanta and as an Audio Visual Technician for Lockheed Martin supporting the CDC. Rayman also has experience working with video teleconferencing systems in Iraq while serving in the military.
More Related Content
What's hot
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.
Common management terms
The document presents definitions for various common management terminology presented by Ms. Komal Mahajan. It defines key terms related to the basic functions of management like planning, organizing, staffing, directing, and controlling. It also discusses organizational structures, styles of management, and approaches like total quality management and change management. Terms around authority, responsibility, accountability, and management systems are introduced.
Controlling by Taufiq
The document defines controlling as measuring and correcting subordinate activities to ensure conformity with plans. It outlines the basic controlling process as establishing standards, measuring performance against standards, and correcting variations. Some requirements for an effective control system include tailoring controls to plans and positions, focusing on exceptions, maintaining objectivity, and flexibility. Traditional control techniques include budgetary control and non-budgetary controls like internal audits. Modern techniques involve network methods like PERT and CPM which use charts to plan and control project activities and identify critical paths.
Management control system
The document discusses various elements of management control systems including strategic planning, budgeting, performance measurement, and responsibility centers. It defines management control as a process that ensures resources are deployed effectively to meet organizational objectives. Key aspects of management control systems include setting goals and standards, measuring performance, evaluating results, and taking corrective actions. Management control differs from task control in its focus on coordination across organizational units to implement strategies.
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.
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/ZEcPAcManagement Functions
The document discusses the key concepts and functions of management. It describes management as getting work done through people organized in groups. It also outlines the three levels of management - top, middle, and lower. The key functions of management are then defined, including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. These functions help ensure effective allocation of resources and coordination across organizational divisions to achieve goals.
Functions of administration
This document discusses the functions of administration, specifically planning and controlling. It defines administration and outlines its key functions. Planning involves deciding actions in advance to achieve objectives, and is important for coordination and control. Organizing establishes responsibility and authority to achieve objectives. Staffing, directing, coordinating, budgeting and controlling are also outlined as important administrative functions. Control involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
Management controll system book
This document discusses management control systems and provides an overview of key concepts. It covers 6 units that address topics like the nature of management control, control structures, budgeting, performance evaluation, management information systems, and special control situations for different organizational types. The document defines management control as the continuous process of ensuring actions are in line with desired objectives. It also explains the different elements and nature of control, emphasizing that control is a key management function aimed at regulating performance to conform with plans.
Controlling
Managers use controlling to ensure organizational goals are achieved properly and on time. There are three types of controls - feedforward, concurrent, and feedback controls. The control process has four steps - establishing standards, measuring performance, comparing results to standards, and taking corrective action if needed. Common control systems and techniques include employee discipline, project management, financial ratios, and balanced scorecards. Strategic control monitors strategy alignment while tactical control focuses on detailed maneuvers to accomplish tasks.
Controlling .
Effective controlling in human ,material and equipment is mandatory to run a hospital unit effectively
Management Function : Controlling
Describe controlling function. the Importance of controlling and how companies should do in order to ensure their goals can be achieve.
Steps in management P O S D C C
Management involves 6 key steps: planning, organizing, staffing, directing, coordinating, and controlling. These steps are the core functions that allow managers to effectively lead teams and projects. The steps outline a process for defining goals, allocating resources, hiring personnel, providing guidance, synchronizing efforts, and monitoring performance.
Planning and organizing
The document discusses planning and organization in management. It defines planning as determining goals and objectives for the future and deciding how to achieve them. Organization involves structuring roles and responsibilities within a company to coordinate efforts toward goals. There are different types of plans like short, long, and standing term plans. Organization structures can be formal or informal and involve grouping activities into departments, delegating authority, and coordinating efforts. Formal structures specify roles and reporting relationships while informal structures arise spontaneously from personal relationships.
Coordinating and controlling
This document discusses controlling and coordination in management. It defines controlling as setting standards, measuring performance against those standards, and taking corrective actions when needed. The key steps in controlling are setting standards, measuring performance, identifying deviations, analyzing deviations, and taking corrective actions. Coordination is defined as arranging group efforts to maintain harmony among individuals toward common goals. Coordination integrates group efforts and ensures unity of action. Techniques for controlling and coordinating include rules, procedures, planning, and hierarchy.
Function of management
The document outlines the five main functions of management: planning, organizing, staffing, directing, and controlling. Planning involves deciding in advance what needs to be done, when, where, how, and how results will be evaluated. Organizing is grouping and identifying work. Staffing involves recruitment, selection, training, and other personnel functions. Directing includes teaching, coaching, guiding, supervising, and issuing directions to subordinates. Controlling measures actual performance against standards and takes remedial action when needed.
Chapter 11 controlling function of management
Controlling is an ongoing process that involves establishing performance standards, measuring actual performance, comparing the two, and taking corrective actions. It helps management ensure goals are achieved efficiently by minimizing deviations. Planning and controlling are closely related, with planning defining goals and controlling monitoring their achievement. Various control tools and techniques can be used for financial, quality, marketing, human resource, and information technology functions.
control techniques
This presentation discusses traditional and modern control techniques that managers can use to effectively monitor organizational activities. Some traditional techniques mentioned include personal observation, budgeting, break-even analysis, financial statements, and standard costing. Modern techniques discussed are return on investment, management audits, management information systems, and PERT/CPM. The presentation provides details on how each technique works and its benefits for control purposes.
Function of Management
Management involves four key functions: planning, organizing, leading, and controlling. Planning involves establishing goals and strategies to achieve them. Organizing is distributing resources and assigning tasks. Leading motivates employees to achieve goals through inspiration and interpersonal skills. Controlling monitors performance and provides feedback to ensure goals are met. Together these four functions comprise the management process, with each building on the previous, from planning through controlling.
What's hot (20)
Viewers also liked
Thomas L. Rayman Resume-
Thomas Rayman has over 10 years of experience in information technology with expertise in video teleconferencing systems like Tandberg, Polycom, Picturetel, and Accord MGC. He has held positions as a Video Teleconferencing Technician for the CDC in Atlanta and as an Audio Visual Technician for Lockheed Martin supporting the CDC. Rayman also has experience working with video teleconferencing systems in Iraq while serving in the military.
2014 Construction Vital Statistics - November
This document contains economic indicators for the construction industry from July to November 2014. It tracks backlog, sales expectations, profit margins, staffing levels, unemployment rates, housing permits and starts, interest rates, construction spending, and material prices. Most indicators show growth from the previous year, although permits and starts decreased month-over-month in some areas. The Architecture Billing Index and Dodge Momentum Index, which predict future construction activity, remained above 50, indicating growth.
Volatility by the numbers
This infographic document provides a snapshot of volatility indicators across various asset classes in late 2014. Equity volatility reached a high of 19.8% in October, nearly double the level in July, signaling rising risk in financial markets in the fourth quarter. Short interest in the S&P 500 jumped 4% in early October. Loans had their worst four days of the year from October 10-14, with total year-to-date returns for liquid loans falling into negative territory due to a single-day loss, though a positive return two days later partially offset this.
Mizan cv
Mizan. Soon . Abdoul Hoque is a Bangladeshi national currently residing in Riyadh, Saudi Arabia under a labor visa. He has over 13 years of experience working as a coffee maker and tea boy, most recently from 2011 to present at MKan for Architectural Company where he also provides driving services. Mizan has a secondary level education and holds a valid KSA light vehicle driving license through 2018.
Clasificacion de virus
Este documento clasifica y describe las familias y géneros de virus según su morfología (icosaédrica, compleja, helicoidal, desconocida) y si están cubiertos o descubiertos. Produce enfermedades como el herpes, varicela, hepatitis B, virus de Epstein-Barr, virus de la inmunodeficiencia humana, influenza, sarampión, rabia, ébola y coronavirus.
Naad Yoga a Ser ioga 17 de gener - BeSound
Vine a descobrir un camí d'autoescolta a través del so, el cant i la respiració.
Café helado
El documento habla sobre la tendencia de disfrutar del café en versión helada cuando hace calor, agregándole hielo para refrescar el intenso sabor del café. También menciona un recorrido por lugares y recetas que combinan el café con helado, aprovechando la grandiosidad de este grano aun en verano.
Lobster release - press release.
A team of volunteer scuba divers released over 300 juvenile lobsters onto the Manacles Reef off the coast of Cornwall. The divers collected the lobsters from a national lobster hatchery and transported them by boat to the reef, where they took the lobsters underwater and carefully released them onto the sea bed in areas known to support lobsters. The organizer of the dive said the Manacles Reef was an ideal location for the release as the lobsters would benefit both local fishing and diving communities.
Thema Anzeigen
Das Meer stellt für viele Menschen einen besonderen Bezugspunkt in ihrem Leben dar und ist für sie...
Calendário setor castanhal 2015
O documento apresenta o calendário de eventos do setor Castanhal para o ano de 2015, com as datas, horários, locais e responsáveis por cada atividade planejada, incluindo reuniões, encontros, missas, adorações e retiros durante os meses de janeiro a dezembro.
Se queiras, podes sair
O documento discute a "porta dos fundos da história", por onde saem aqueles que não conseguem lidar com as mudanças da vida. Um político em particular, que tentou ditar os rumos de seu povo com mão de ferro, agora deve sair pela porta dos fundos como derrotado e esquecido. O novo governo que assume possui a oportunidade de não repetir os erros do passado e levar o estado para frente de forma positiva.
Viewers also liked (12)
MGT Midterm Question 2
- 1. The Management Process Controlling Planning Leading Organizing
Editor's Notes
- Planning : Identifying sought after results and ways to accomplish them. Organizing: Turning plans into actions by describing jobs, assigning employees, and supporting them with technology and other resources.Leading: Building commitments to a shared vision, encouraging activities that support goals, and influencing others to do their finest work on the organizations behalf. Controlling: Staying in ongoing contact with people as they work, and assembling and interpreting reports on performance. Using this information to make productive changes.