This is a presentation under the course ENTREPRENEURSHIP DEVELOPMENT AND BUSINESS COMMUNICATION for UG STUDENTS of State Agricultural Universities.
Uploaded by Jayanta Kumar Dutta, Assistant Professor, Department of Extension Education, AAU, Jorhat, Assam
This document provides information about a business management assessment task. It outlines the key management roles of planning, organizing, leading and controlling that the assessment will address. It also lists the key knowledge areas and skills the assessment will evaluate such as accurately using management terms, analyzing business information, and applying concepts to practical situations. The document then provides detailed descriptions of the planning and organizing management roles, including defining different levels of planning, the planning process, and the organizing process within a business.
1. The document discusses instructional leadership and monitoring and evaluation in education. It provides information on defining monitoring and evaluation, the purpose and importance of M&E, and the key steps in conducting monitoring and evaluation.
2.
This document discusses monitoring and evaluation (M&E) of projects and programs. It defines monitoring as the regular collection and analysis of information to track changes over time, while evaluation analyzes effectiveness, direction, and impact of an activity. The main differences are timing (monitoring is ongoing, evaluation is periodic) and questions asked (monitoring checks progress, evaluation assesses outcomes and impact). M&E helps assess results, improve management, promote learning, and ensure accountability. Key criteria for evaluating development assistance include relevance, efficiency, effectiveness, impact, and sustainability.
This document discusses evaluation of projects. It defines evaluation as judging the worth, value or quality of a project to make necessary decisions. Key aspects of evaluation include relevance, effectiveness, efficiency, sustainability and impact. Formative evaluation is intended to improve performance during design/implementation, while summative evaluation determines outcomes at the end. Types of evaluation include participatory, process-based, outcome-based, self-evaluation and goal-based. Evaluation provides strategic, operational and learning information. Principles, stages, criteria, types, methods and views of evaluation are also outlined.
1. Monitoring and evaluation are important functions of management that allow leaders to assess results, improve processes, promote learning, and ensure accountability.
2. Key aspects of monitoring include systematically collecting and analyzing information over time to identify changes and measure progress against plans. Evaluation analyzes the effectiveness and direction of activities by making judgments about impact and progress.
3. Monitoring and evaluation are important school leadership tools to assess whether objectives are being met, adapt plans as needed, identify lessons learned, understand stakeholder perspectives, and ensure efficient and appropriate use of resources.
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.
Unit 5 CSM: Strategic Evaluation and ComtrolDayanand Huded
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
This document provides information about a business management assessment task. It outlines the key management roles of planning, organizing, leading and controlling that the assessment will address. It also lists the key knowledge areas and skills the assessment will evaluate such as accurately using management terms, analyzing business information, and applying concepts to practical situations. The document then provides detailed descriptions of the planning and organizing management roles, including defining different levels of planning, the planning process, and the organizing process within a business.
1. The document discusses instructional leadership and monitoring and evaluation in education. It provides information on defining monitoring and evaluation, the purpose and importance of M&E, and the key steps in conducting monitoring and evaluation.
2.
This document discusses monitoring and evaluation (M&E) of projects and programs. It defines monitoring as the regular collection and analysis of information to track changes over time, while evaluation analyzes effectiveness, direction, and impact of an activity. The main differences are timing (monitoring is ongoing, evaluation is periodic) and questions asked (monitoring checks progress, evaluation assesses outcomes and impact). M&E helps assess results, improve management, promote learning, and ensure accountability. Key criteria for evaluating development assistance include relevance, efficiency, effectiveness, impact, and sustainability.
This document discusses evaluation of projects. It defines evaluation as judging the worth, value or quality of a project to make necessary decisions. Key aspects of evaluation include relevance, effectiveness, efficiency, sustainability and impact. Formative evaluation is intended to improve performance during design/implementation, while summative evaluation determines outcomes at the end. Types of evaluation include participatory, process-based, outcome-based, self-evaluation and goal-based. Evaluation provides strategic, operational and learning information. Principles, stages, criteria, types, methods and views of evaluation are also outlined.
1. Monitoring and evaluation are important functions of management that allow leaders to assess results, improve processes, promote learning, and ensure accountability.
2. Key aspects of monitoring include systematically collecting and analyzing information over time to identify changes and measure progress against plans. Evaluation analyzes the effectiveness and direction of activities by making judgments about impact and progress.
3. Monitoring and evaluation are important school leadership tools to assess whether objectives are being met, adapt plans as needed, identify lessons learned, understand stakeholder perspectives, and ensure efficient and appropriate use of resources.
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.
Unit 5 CSM: Strategic Evaluation and ComtrolDayanand Huded
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
The document discusses various management functions and decision making techniques. It describes the five core functions of management as planning, organizing, staffing, directing, and controlling. It also discusses management by objectives (MBO) and its key concepts and processes. Finally, it outlines different decision making techniques managers can use, including group decision making, the nominal group technique, Delphi technique, brainstorming, cause-and-effect diagrams, and analytical hierarchy matrices.
Contents Different Managerial Functions, Definition & Meaning of Management, Planning process, functions of organization, factors affecting on staffing, Managers & Managerial Skills, Role & Responsibilities of Manager, Skills needed at various levels of Management
CHAPTER-1 Information Gathering and Administration.pdfDr. Dinesh Mehta
During the audit, information relevant to the objectives, scope and criteria, including information on interfaces between functions, activities and processes, should be collected by appropriate sampling and should be verified.
Here is an example of how the activity sheet could be completed:
School Readiness Components Current Next level forward
Leadership & Management 2 3 - More distributed leadership seen e.g. HODs taking responsibility for subject improvement plans. SMT spends dedicated time on curriculum rather than admin issues.
Teaching & Learning 1 2 - Evidence of differentiated teaching seen in all classes. Learner support processes strengthened. Assessment used more formatively to inform teaching
Infrastructure & Resources 1 2 - All classes have necessary resources and facilities. Maintenance plan in place. ICT integrated across subjects. Library fully resourced.
School Culture & Climate 2 3 - All learners and teachers feel psychologically safe and
This document discusses controlling as an important management function. It defines controlling as evaluating performance and taking corrective actions if needed to ensure plans are followed. The document outlines characteristics of controlling like being a continuous process exercised at all levels. It discusses traditional techniques like direct supervision, break-even analysis, and budgetary control and modern techniques like management audits, management information systems, and PERT/CPM analysis. The overall purpose of controlling is to monitor performance and ensure objectives are met according to plans.
During this masterclass, participants will delve into the fundamental concepts, tools, and techniques of project monitoring and evaluation. Through interactive discussions, case studies, and practical exercises, attendees will gain a comprehensive understanding of MEAL principles and their application in diverse project contexts.
Key Objectives
Understand the importance of project monitoring and evaluation in ensuring project success.
Learn how to develop and implement effective monitoring and evaluation frameworks.
Explore various data collection methods and analysis techniques for monitoring and evaluation purposes.
Gain insights into utilizing monitoring and evaluation findings to inform decision-making and improve project outcomes.
Learning Outcomes: By the end of the masterclass, participants will able to:
Define key concepts related to project monitoring and evaluation.
Develop a monitoring and evaluation plan tailored to specific project requirements.
Apply appropriate data collection methods and tools for monitoring and evaluation activities.
Utilize monitoring and evaluation findings to enhance project performance and impact.
Why Attend:
Enhance your professional skills: Acquire practical knowledge and skills in project monitoring and evaluation that can be applied across various sectors and industries.
Boost career prospects: Gain a competitive edge by adding project monitoring and evaluation expertise to your skill set, making you a valuable asset to organizations and employers.
Network with industry professionals: Connect with like-minded individuals, experts, and practitioners in the field of project management and evaluation, fostering valuable relationships and potential collaborations.
Stay updated with industry trends: Learn about the latest trends, best practices, and emerging technologies in project monitoring and evaluation, ensuring you stay ahead in your professional journey.
Program Rationale and Logic for Post MonitoringThabang Nare
1) Project monitoring is an integral part of project management that provides information to identify implementation problems and assess progress towards objectives. It determines relevance, efficiency, effectiveness, impact, and sustainability.
2) Monitoring collects and analyzes information regularly to track implementation and measure performance against expected results. It is a management tool that provides information to support decision making and adaptive management.
3) Participatory evaluation seeks to actively engage stakeholders in reflecting on and assessing project progress, achievement of results, and taking joint action from evaluation findings. It assesses efficiency, effectiveness, relevance, sustainability, and impact.
The document provides an overview of key management functions for managing an academic library, including planning, organizing, leading, controlling, staffing, and budgeting. It defines each function and discusses their importance. For example, it states that planning sets direction and shows advantages in anticipating opportunities, while organizing groups activities and assigns necessary authority. The document also discusses management theorists like Fayol and different types of plans, controls, and approaches to staffing. The overall purpose is to help students understand and explain the importance of various management functions for operating an academic library.
This document provides an overview of monitoring and evaluation (M&E). It defines monitoring as the continuous examination of project implementation to track progress against plans, while evaluation is a periodic assessment of a project or program to determine relevance, effectiveness, impact, efficiency and sustainability. The document discusses why M&E is important, who typically conducts it, and when it occurs. Methods described include reviewing documents, key informant interviews, focus groups, and surveys. M&E is presented as an essential function for improving performance, ensuring accountability, and enabling organizational learning.
Monitoring and evaluation are important parts of project management. Monitoring involves regularly observing project activities and progress, while evaluation assesses the effectiveness, efficiency and relevance of the project.
Some key aspects covered in the document include:
1. Monitoring should take place throughout the project cycle including the planning, implementation and evaluation stages. It provides feedback to improve project performance.
2. Evaluation differs from monitoring in that it makes judgements about what the project achieved against its objectives. It identifies constraints and lessons for future projects.
3. Both internal and external evaluation are important. Internal monitoring is ongoing while external evaluation provides an unbiased assessment.
4. A variety of tools can be used for monitoring and evaluation including
The document discusses several key concepts in management including staffing, directing, coordination, and controlling. It defines these terms and discusses their functions, principles, techniques, scope, and process. Specifically, it defines staffing as the placement and development of employees, directing as encouraging subordinates to work effectively, coordination as unifying efforts toward common goals, and controlling as measuring performance against standards to ensure plans are followed.
Planning is a fundamental management function and involves deciding what activities need to be done to accomplish goals, when they will be done, how they will be done, and who will do them. There are different types of planning including formal and informal, operational and strategic, and single-use plans like programs, projects, budgets, and strategies. Effective planning helps organizations efficiently achieve objectives and manage resources and uncertainties. Forecasting is an important part of planning as it allows organizations to anticipate future events and conditions.
Management control involves ensuring actual activities conform to plans by verifying advancement of objectives and organizational efficiency. The document discusses various control methods managers can use, including financial statements, budgets, audits, and performance metrics. Control is an ongoing, feedback-based process aimed at monitoring performance and making adjustments to plans or operations as needed.
Monitoring and evaluation.
A presentation in Arabic/English prepared the Palestinian Center for Peace and Democracy (PCPD)
اعداد المركز الفلسطيني للسلام والديمقراطية
فلسطين , ديمقراطية , ديموقراطية , monitoring , elections, evaluation , politics
This document provides an overview of the Construction Management and Entrepreneurship course. The course aims to help students understand the construction management process, solve issues professionals face, and fulfill professional obligations effectively. Module 1 focuses on management concepts like the characteristics, functions, and importance of planning. It also discusses construction project formulation, planning and scheduling, and different management styles. Key terms defined include management, planning, project organization, and the functions of a project manager related to scope, time, cost, and quality.
Performance management in public sector of pakistanRahat ul Aain
The document discusses performance monitoring and evaluation in the public sector. It provides definitions of key terms like performance, indicators, and appraisal. It explains that performance should be measured using a combination of inputs, outputs, outcomes and process indicators. Effective performance management requires continuous monitoring and feedback. Performance appraisal systems aim to improve individual contribution and meet goals but must be specific, observable and avoid bias. Both self and peer evaluations can provide feedback. Poor performance needs early intervention through counseling and improvement plans. Rewarding good performance helps motivation. Regular evaluation ensures systems themselves are assessed for improvements.
- Management involves planning, organizing, leading, and controlling resources to achieve goals. It can be both a science and an art.
- Construction management involves overseeing construction projects and tasks to deliver projects on time, within budget, and to a high quality. The project manager is responsible for coordinating all aspects of a construction project.
- Key functions of management include planning, organizing, implementing plans, and monitoring progress. Planning involves setting goals and determining how to achieve them. Organizing establishes the structure and responsibilities. Implementing executes the plans, while monitoring evaluates performance and makes corrections.
The document provides an overview of the Logical Framework Approach (LFA) for project management. It discusses how the LFA establishes a framework to clearly connect all components of a project, including the goal, objectives, activities, results, and indicators. This leads to achievement of expected outcomes through a tight relationship between the different components. The LFA helps ensure all aspects of a proposal are logically aligned and interconnected.
Introduction to management ppt @ bec doms bagalkot mbaBabasab Patil
The document discusses key concepts in management including definitions, characteristics, functions, and skills. It provides definitions of management from various scholars and outlines the main characteristics as a distinct process, organized activity, and group activity. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling. Conceptual, human, and technical skills that managers require are explained. The roles and types of managers are also summarized.
Session 3-4 Organizing, Leading & Controlling.pptxArchanaPoonia1
Organizing, leading, and controlling are key managerial functions. Organizing involves grouping work, defining roles and responsibilities, and establishing relationships to accomplish objectives effectively. Leading includes motivating employees and communicating regularly to direct their work. Controlling checks that performance matches plans by setting standards, measuring results, and correcting deviations to ensure goals are achieved as intended. It gives purpose to planning and is an ongoing, evaluative process throughout an organization.
The document discusses various management functions and decision making techniques. It describes the five core functions of management as planning, organizing, staffing, directing, and controlling. It also discusses management by objectives (MBO) and its key concepts and processes. Finally, it outlines different decision making techniques managers can use, including group decision making, the nominal group technique, Delphi technique, brainstorming, cause-and-effect diagrams, and analytical hierarchy matrices.
Contents Different Managerial Functions, Definition & Meaning of Management, Planning process, functions of organization, factors affecting on staffing, Managers & Managerial Skills, Role & Responsibilities of Manager, Skills needed at various levels of Management
CHAPTER-1 Information Gathering and Administration.pdfDr. Dinesh Mehta
During the audit, information relevant to the objectives, scope and criteria, including information on interfaces between functions, activities and processes, should be collected by appropriate sampling and should be verified.
Here is an example of how the activity sheet could be completed:
School Readiness Components Current Next level forward
Leadership & Management 2 3 - More distributed leadership seen e.g. HODs taking responsibility for subject improvement plans. SMT spends dedicated time on curriculum rather than admin issues.
Teaching & Learning 1 2 - Evidence of differentiated teaching seen in all classes. Learner support processes strengthened. Assessment used more formatively to inform teaching
Infrastructure & Resources 1 2 - All classes have necessary resources and facilities. Maintenance plan in place. ICT integrated across subjects. Library fully resourced.
School Culture & Climate 2 3 - All learners and teachers feel psychologically safe and
This document discusses controlling as an important management function. It defines controlling as evaluating performance and taking corrective actions if needed to ensure plans are followed. The document outlines characteristics of controlling like being a continuous process exercised at all levels. It discusses traditional techniques like direct supervision, break-even analysis, and budgetary control and modern techniques like management audits, management information systems, and PERT/CPM analysis. The overall purpose of controlling is to monitor performance and ensure objectives are met according to plans.
During this masterclass, participants will delve into the fundamental concepts, tools, and techniques of project monitoring and evaluation. Through interactive discussions, case studies, and practical exercises, attendees will gain a comprehensive understanding of MEAL principles and their application in diverse project contexts.
Key Objectives
Understand the importance of project monitoring and evaluation in ensuring project success.
Learn how to develop and implement effective monitoring and evaluation frameworks.
Explore various data collection methods and analysis techniques for monitoring and evaluation purposes.
Gain insights into utilizing monitoring and evaluation findings to inform decision-making and improve project outcomes.
Learning Outcomes: By the end of the masterclass, participants will able to:
Define key concepts related to project monitoring and evaluation.
Develop a monitoring and evaluation plan tailored to specific project requirements.
Apply appropriate data collection methods and tools for monitoring and evaluation activities.
Utilize monitoring and evaluation findings to enhance project performance and impact.
Why Attend:
Enhance your professional skills: Acquire practical knowledge and skills in project monitoring and evaluation that can be applied across various sectors and industries.
Boost career prospects: Gain a competitive edge by adding project monitoring and evaluation expertise to your skill set, making you a valuable asset to organizations and employers.
Network with industry professionals: Connect with like-minded individuals, experts, and practitioners in the field of project management and evaluation, fostering valuable relationships and potential collaborations.
Stay updated with industry trends: Learn about the latest trends, best practices, and emerging technologies in project monitoring and evaluation, ensuring you stay ahead in your professional journey.
Program Rationale and Logic for Post MonitoringThabang Nare
1) Project monitoring is an integral part of project management that provides information to identify implementation problems and assess progress towards objectives. It determines relevance, efficiency, effectiveness, impact, and sustainability.
2) Monitoring collects and analyzes information regularly to track implementation and measure performance against expected results. It is a management tool that provides information to support decision making and adaptive management.
3) Participatory evaluation seeks to actively engage stakeholders in reflecting on and assessing project progress, achievement of results, and taking joint action from evaluation findings. It assesses efficiency, effectiveness, relevance, sustainability, and impact.
The document provides an overview of key management functions for managing an academic library, including planning, organizing, leading, controlling, staffing, and budgeting. It defines each function and discusses their importance. For example, it states that planning sets direction and shows advantages in anticipating opportunities, while organizing groups activities and assigns necessary authority. The document also discusses management theorists like Fayol and different types of plans, controls, and approaches to staffing. The overall purpose is to help students understand and explain the importance of various management functions for operating an academic library.
This document provides an overview of monitoring and evaluation (M&E). It defines monitoring as the continuous examination of project implementation to track progress against plans, while evaluation is a periodic assessment of a project or program to determine relevance, effectiveness, impact, efficiency and sustainability. The document discusses why M&E is important, who typically conducts it, and when it occurs. Methods described include reviewing documents, key informant interviews, focus groups, and surveys. M&E is presented as an essential function for improving performance, ensuring accountability, and enabling organizational learning.
Monitoring and evaluation are important parts of project management. Monitoring involves regularly observing project activities and progress, while evaluation assesses the effectiveness, efficiency and relevance of the project.
Some key aspects covered in the document include:
1. Monitoring should take place throughout the project cycle including the planning, implementation and evaluation stages. It provides feedback to improve project performance.
2. Evaluation differs from monitoring in that it makes judgements about what the project achieved against its objectives. It identifies constraints and lessons for future projects.
3. Both internal and external evaluation are important. Internal monitoring is ongoing while external evaluation provides an unbiased assessment.
4. A variety of tools can be used for monitoring and evaluation including
The document discusses several key concepts in management including staffing, directing, coordination, and controlling. It defines these terms and discusses their functions, principles, techniques, scope, and process. Specifically, it defines staffing as the placement and development of employees, directing as encouraging subordinates to work effectively, coordination as unifying efforts toward common goals, and controlling as measuring performance against standards to ensure plans are followed.
Planning is a fundamental management function and involves deciding what activities need to be done to accomplish goals, when they will be done, how they will be done, and who will do them. There are different types of planning including formal and informal, operational and strategic, and single-use plans like programs, projects, budgets, and strategies. Effective planning helps organizations efficiently achieve objectives and manage resources and uncertainties. Forecasting is an important part of planning as it allows organizations to anticipate future events and conditions.
Management control involves ensuring actual activities conform to plans by verifying advancement of objectives and organizational efficiency. The document discusses various control methods managers can use, including financial statements, budgets, audits, and performance metrics. Control is an ongoing, feedback-based process aimed at monitoring performance and making adjustments to plans or operations as needed.
Monitoring and evaluation.
A presentation in Arabic/English prepared the Palestinian Center for Peace and Democracy (PCPD)
اعداد المركز الفلسطيني للسلام والديمقراطية
فلسطين , ديمقراطية , ديموقراطية , monitoring , elections, evaluation , politics
This document provides an overview of the Construction Management and Entrepreneurship course. The course aims to help students understand the construction management process, solve issues professionals face, and fulfill professional obligations effectively. Module 1 focuses on management concepts like the characteristics, functions, and importance of planning. It also discusses construction project formulation, planning and scheduling, and different management styles. Key terms defined include management, planning, project organization, and the functions of a project manager related to scope, time, cost, and quality.
Performance management in public sector of pakistanRahat ul Aain
The document discusses performance monitoring and evaluation in the public sector. It provides definitions of key terms like performance, indicators, and appraisal. It explains that performance should be measured using a combination of inputs, outputs, outcomes and process indicators. Effective performance management requires continuous monitoring and feedback. Performance appraisal systems aim to improve individual contribution and meet goals but must be specific, observable and avoid bias. Both self and peer evaluations can provide feedback. Poor performance needs early intervention through counseling and improvement plans. Rewarding good performance helps motivation. Regular evaluation ensures systems themselves are assessed for improvements.
- Management involves planning, organizing, leading, and controlling resources to achieve goals. It can be both a science and an art.
- Construction management involves overseeing construction projects and tasks to deliver projects on time, within budget, and to a high quality. The project manager is responsible for coordinating all aspects of a construction project.
- Key functions of management include planning, organizing, implementing plans, and monitoring progress. Planning involves setting goals and determining how to achieve them. Organizing establishes the structure and responsibilities. Implementing executes the plans, while monitoring evaluates performance and makes corrections.
The document provides an overview of the Logical Framework Approach (LFA) for project management. It discusses how the LFA establishes a framework to clearly connect all components of a project, including the goal, objectives, activities, results, and indicators. This leads to achievement of expected outcomes through a tight relationship between the different components. The LFA helps ensure all aspects of a proposal are logically aligned and interconnected.
Introduction to management ppt @ bec doms bagalkot mbaBabasab Patil
The document discusses key concepts in management including definitions, characteristics, functions, and skills. It provides definitions of management from various scholars and outlines the main characteristics as a distinct process, organized activity, and group activity. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling. Conceptual, human, and technical skills that managers require are explained. The roles and types of managers are also summarized.
Session 3-4 Organizing, Leading & Controlling.pptxArchanaPoonia1
Organizing, leading, and controlling are key managerial functions. Organizing involves grouping work, defining roles and responsibilities, and establishing relationships to accomplish objectives effectively. Leading includes motivating employees and communicating regularly to direct their work. Controlling checks that performance matches plans by setting standards, measuring results, and correcting deviations to ensure goals are achieved as intended. It gives purpose to planning and is an ongoing, evaluative process throughout an organization.
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
3. • It refers to your ability to stay focused on
different tasks and use time, energy , strength,
mental capacity , physical space etc effectively
and efficiently to achieve desired outcome.
4. Effective organizing requires:-
1. A balanced organizational structure
2. An optimum span of control i.e. an optimum
number of persons or offices an individual can
effectively supervise
3. Clear line of authority
4. Adequate delegation of authority
5. Parity between authority delegated and
responsibility fulfilled
6. An individual reporting to a single superior
7. Division of work acc to specialization
8. Adequate coordination
5. • Authority:- power in a position to exercise
discretion in making decisions affecting others
• There are 4 sources of authority- legal, financial,
operational and technical
• Delegation of authority:- It is the vesting of
decision making power in a subordinate by a
superior.
6. Advantages of Delegation:-
• Decisions are taken at local (operational) level
• The necessity of ‘upward’ and ‘downward’
communication is reduced
• The process of delegation stimulates the
employees to accept challenge,
7. Common mistakes in Organizing
1. Failure to clarify relationships: This is the
chief source of friction, politics and
inefficiency amongst members of an
organization
8. Common mistakes in Organizing
2. Failure to delegate authority: This creates
the need for referring even very common
problems to the upper levels,
overburdening the top executive and
slowing down decision making at
operational levels
9. 3. Delegating authority without
responsibility: This may lead to
organizational anarchy. The subordinate
should be responsible to the superior for
proper use of the delegated authority
10. 4. Multiple subordination: The practice of
subordinate having more than one
person to report may lead to breakdown
in the unity of command.
11. 5. Short-circuiting: Establishing
relationship between superior and
subordinate, bypassing one or more
levels of administrative hierarchy may
lead to low morale and lack of initiative
amongst the functionaries who have
been ignored.
12. 6. Giving extra constitutional authority:
Delegating authority by a superior to
some selected subordinates of personal
choice who are not entitled to it under
the rules, may develop an autocratic
atmosphere and vitiate the working
climate of the organization
13. 7. Formation of clique: Developing narrow
executive cycle by a superior with some
selected subordinates may damage the
organization to the extent that it may not
be able to reach its goals.
14. Controlling
• Controlling is seeing that the operational
methods and results conform as nearly as
possible to the agreed plan and there is no
deviation from the plan unless there is
necessity for the same.
15. The basic control process involves:
1. Comparing performance with standards
2. Determining where negative deviation
occurs
3. Developing remedial measures to
correct deviation
16.
17. Controlling is generally achieved through the
functions of:
i) Monitoring and Evaluation
ii) Supervision
iii) Budgeting and Auditing
iv) Reporting
v) Self-Discipline
18. i)Monitoring- its concept
Monitoring is regular surveillance for keeping
things/matters in order.
Monitoring is continuous or periodic review
and surveillance by management at every levels of
hierarchy, of the implementation of an activity to
ensure input deliveries, work schedules, targeted
outputs and other required actions are proceeding
as per plan.
19. Monitoring is a surveillance system, used by those
responsible for a programme / project to see that
everything goes as nearly as possible according to
the plan, so that resources are not wasted and
objectives are fulfilled.
It may require -
Indicators
Data collecting tools
Tabulation & analysis of data
Reporting
20. Why to monitor Programmes?
• Essential to keep all concerned informed that
project/prog. activities are proceeding as
planned.
• And, if there is any deviation from the
plan/target, what is the nature and extent of the
deviation for setting the course right.
• For better management/coordination of a
programme or project
21. Types of monitoring
• Regular monitoring (24X7)
• Periodic monitoring (hourly, daily, weekly, fortnightly,
monthly, qtrly, half yearly, annually etc.)
• Surprise monitoring
• Self monitoring
• Monitoring by external agency
For each, the appropriate INDICATOR may be
ascertained and applied
22. Uses of quality monitoring
1. Inputs Monitoring: Tracks down delivery of prog
inputs such as budget, staff deployment
2. Activities Monitoring: Tracks down conduct of
activities such as field visits,
discussion/meeting/training sessions etc.
3. Outputs Monitoring: Tracks down production of
results of the prog /project such as beneficiaries
/trainees who completed a programme/project
23. Change Indicators
Measurement Indicator examples
• Productn. Yield/ha, prodn. per unit
• Output productivity No./Qty prod. per day
• Income Av.indiv./grp/vill. Income
• Assets ownership Land holding/No of cattle
• Poverty No. above/ BPL
• Mechanisation No. of tractors/machine
• Timely inputs Delivery date vs target
• Economic Change in income levels
Improvement (cash and subsistence)
(Used by SFDP, FAO)
24. Social indicators
Measurement Indicator examples
Nutritional status Weight for age, wt. for
ht., ht. for age
Health Infant mortality rate,
major causes of deaths
Education Literacy rate, Av.yrs. of
formal schooling
Gender Equality Proportion of women in
formal edn., male-female
wage diff, women
membership in orgtn.
25. Jan Feb Mar Apr May Jun
Cut fence
posts
Dig holes for
posts
Ordered
posts
Purchased
bamboos
Erected fence Weeding Weeding Harvested Repayed
loan
Ploughed
land
Ploughed land Watering Watering Dried ground
nuts
Distributed
profits to
group
members
Dug drains Purchased
fertilizers
Repaired
fence
Repaired gate
Negotiated
selling price
and checked
local market
price
Meeting to
decide new
work plan
Planted
shade trees
Applied for
ground nut
planting
material
Pest control Applied
fertilizer
Applied bank Planted seed Piled earth Pest control
Task Monitoring Chart
Project_________Year___ District_____ Village______Grp________ Ref No.____
26. What is Evaluation?
• It is a method by which the quantitative and qualitative
measurement of a process of an enterprise or
organization or a programme that can be judged and
assessed against the targets or objectives over time.
E= Examine
V= Value?
A= Aim fulfillment?
L= Life touching / Long term (effect)
U= Utilisation of resources?
A= Action?
T= Timeliness?
E= Efficiency/Effectiveness?
27. Types of evaluation
For evaluating a project, over a period
of time, right from its initiation, the
following types of evaluation are
usually utilized depending upon the
nature of the project
• Formative - done in the beginning
• Concurrent – done mid-way
• Summative – done in the end
29. Types of evaluation contd.
Everyday evaluation-
The observation and drawing inferences
everyday.
These may happen by individual contacts,
meetings, discussions etc
Simple observation or inference is a casual type
of evaluation
30. Types of evaluation contd.
Informal evaluation
It involves review and analysis of information
from secondary sources like annual reports,
survey and PRA study reports etc.
Informal studies are conducted to simply
compare the present with past performance of
any programme.
It is the most common method in social work and
community activities
31. Types of evaluation contd.
Formal studies
Follows the scientific procedure of data collection,
analysis, use of statistical methods to draw
conclusions
32. Tools / Techniques used for evaluation
• Questionnaire
• Schedules
• Rating scales
• Check lists
• Interview technique
• Observation technique
• Case study method
34. • Take corrective measures for
effective implementation of the
enterprise activities
• Take steps to ensure that the
objective of an enterprise are
fulfilled along with achieving the
production and profit targets
35. • Take steps to save the time, money, human
and material resources and prevent wastage
• Provide safeguard to the workers /
community to prevent loosing faith in the
project and the implementing agents
• Provide adequate facilities and welfare
services to the employees / workers to
perform their best
36. ii)Supervision-(function of controlling contd..)
• It is a method of indirect control and provides
for development of personnel.
• This is more effective than direct control
• The function of supervision, according to Appley
(1969), is to close the gaps between desired
performance and actual human performance.
37. According to Halsey (1946), supervision is:-
• selecting the right person for each job;
• arousing in each person an interest in the work
and teaching how to do it
• administering correction where this is found to
be necessary
• finally fitting each person harmoniously into the
working group.
38. Benefits of supervision
• Greater individual motivation
• An understanding of how work links into overall
objectives
• More effective time management
• The ability to plan workload
• More effective coordination of work
39. • Better two-way communication
• A reduction in conflict/misunderstanding
• Learning on the job
• A reduction in stress levels
40. iii) Budgeting and auditing (function of controlling contd..)
• Budgeting means stating the objectives in
numerical and financial terms.
• It indicates the allocation of funds for different
sectors of the programme and is essentially a
part of the planning process
• Budgeting aims at arriving at a least-cost and
most effective model for implementation of a
project
41. • Audit means official examination of accounts.
• It includes examination of weaknesses and
deficiencies and also lapses of various types
• The purpose of audit is not fault finding. It
provides feedback information to avoid system
failure and to improve working of the system as a
whole.
42. iv) Reporting (function of controlling contd..)
• A report is a formal record of activities or
performance.
• Preparation of too many reports may hinder day
to day work, however it is useful to bring out at
least an Annual Report by each programme or
organization.
• Reporting should be standardized, however
there should be provision for reporting
something significant
43. v) Self Discipline (function of controlling contd..)
• Avoiding misuse of human resources , (attendant,
driver, etc.) and non human resources
(equipments, stationary, vehicle) shall help in
maintaining discipline in the organization.
e.g. punctuality in attendance, timely decisions etc.