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The control process involves establishing standards, measuring actual performance, comparing performance to standards, and taking corrective action. There are three main types of control: feedforward focuses on resources before actions; feedback focuses on outputs after actions; and concurrent monitors ongoing activities. Standards can be physical, cost-related, capital-related, revenue-related, intangible, goals, or strategic. Effective control systems are accurate, reasonable, timely, economical, flexible, understandable, emphasize exceptions, and use multiple criteria with corrective action. Control tools include information systems, financial tools like budgets and ratios, analytical tools, and traditional tools like reports.
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Control Analysis, Corrective Action And Evaluation
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new controling process
The document discusses various aspects of organizational control including:
1) The definition, purpose, and steps in the control process which includes establishing standards, measuring performance, comparing to standards, and taking corrective action if needed.
2) The different types of control based on areas (physical resources, human resources, information, financial resources) and levels (operational, financial, structural, strategic).
3) Key aspects of different control types and processes such as quality control, inventory management, budgetary control, and structural and strategic control.
Controling implementation
Controlling is the process of ensuring actual activities conform to plans. It is needed to cope with changes, complexity, facilitate delegation and teamwork, and create better quality and faster cycles. The control process involves establishing standards, measuring performance, determining if it matches standards, and taking corrective actions. Qualitative and quantitative methods are used. Qualitative includes management by exception and objective. Quantitative uses financial controls, budgetary controls, auditing, and time/activity controls. Techniques include observation, inspection, reports, financial statements, budgets, auditing, and time/activity charts like Gantt, PERT, and critical path methods. Effective control uses accurate information, strategic focus, coordination, acceptance, and is realistic,
Mel751 pms-sgd-2014
This module explores various frameworks for performance measurement in the context of Supply Chain Management
Performance Measurement
The document discusses key concepts in performance measurement and strategic information management. It emphasizes that consistent, accurate data across business areas provides real-time information to evaluate processes, products and services to meet objectives and customer needs. It also discusses leading practices like developing performance indicators reflecting customer needs, using comparative data to improve, and involving all employees in measurement activities.
3a 7 End Result Audit
END RESULT ! Whether it is the end result of your audit or you want to audit the end result of the orgaization\'s activities - both are relevent ! Please view this presentation for a more clear understanding...
Management Control
The document provides an overview of controlling concepts including:
- The definition and importance of controlling as monitoring activities to ensure plans are followed.
- Types of control include budgetary control, standard costing, just-in-time and ABC analysis.
- Control techniques help managers identify variances from plans, take corrective actions, and improve future performance.
- Effective control systems empower employees and protect organizations from disruptions.
Measuring and Improving MP1.ppt
This document discusses measuring and improving maintenance performance. It introduces structured auditing as a method to evaluate maintenance systems using standardized factors and metrics. Key performance indicators can also be used and classified by input, output, and internal system measures. Benchmarking involves comparing performance to competitors and industry leaders to identify gaps and best practices for improvement. The key is establishing metrics, conducting regular audits and analysis, prioritizing deficiencies, implementing corrective actions, and continually measuring outcomes to drive maintenance performance improvement. Management commitment to continuous improvement is essential to sustaining this process.
Sales forcasting, budget and Cost control
This document provides an overview of sales forecasting, budgeting, and cost control. It defines each topic and outlines key factors, methods, steps, and advantages/limitations. For sales forecasting, it discusses definition, importance, factors affecting forecasts, common methods like time series analysis and regression analysis. For budgets, it defines budgetary control and outlines budget types, objectives, principles, and advantages/disadvantages. It also describes the process of budget control. Finally, it defines cost control and discusses techniques like standard costing and variance analysis to establish norms and take corrective actions.
Chapter 18 Managing Operations Ppt18
The document discusses various aspects of organizational control, including:
1) It defines control and describes the three approaches to control systems - market, bureaucratic, and clan control.
2) It explains the three steps in the control process - measuring performance, comparing to standards, and taking action to correct deviations.
3) It discusses tools managers use to control organizational performance, such as financial ratios, balanced scorecards, benchmarking, and information controls.
Unit 5--- Controlling
Controlling involves checking current performance against plans to ensure adequate progress and satisfactory performance. It is a continuous process that involves establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques can be used including budgetary control, quality control, and maintenance control. Information technology also supports controlling through management information systems. The overall goal of controlling is to monitor operations and ensure goals are being met.
Unit 5 controlling
Controlling involves checking current performance against plans to ensure adequate progress. It includes establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques exist such as budgetary control, quality control, and maintenance control. Information technology also aids controlling through management information systems. The overall goal of controlling is to monitor operations and ensure goals are met.
Unit 5 Controlling.ppt
Controlling involves checking current performance against plans to ensure adequate progress and satisfactory performance. It is a continuous process that involves establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques can be used including budgetary control, quality control, and maintenance control. Information technology also supports controlling through management information systems.
Unit 5 Controlling.ppt
Controlling involves checking current performance against plans to ensure adequate progress. It includes establishing standards, measuring performance, comparing to standards, and taking corrective action if needed. Various control techniques can be used, such as budgetary control, quality control, and productivity management. Information technology also supports controlling through management information systems. Effective controlling requires establishing standards, flexibility, communication, and linking to corrective actions.
Managerial Control
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important for linking planning to results, empowering employees, and protecting the workplace.
Managerial Control
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important as the final step in management, to empower employees, and protect the workplace.
A comprehensive guide to us cma syllabus converted
Certified Management Accountant (CMA) is the highest level of certification in management accounting awarded by the Institute of Management Accountants (IMA), USA. The US CMA Course is globally recognized, advanced-level credential appropriate for accountants and financial professionals in the business.
Operational Transformation in Banking Operations
This document discusses various aspects of operational transformation for organizations. It covers topics like lean process transformation, productivity enhancement, resource rationalization, operational policies, procedures, and control checklists. The goal is to improve efficiency, reduce costs, enhance revenue, and manage risks through operational excellence initiatives. Various tools and approaches are mentioned that can help analyze processes, optimize resources, standardize operations, and monitor performance. Case studies show benefits organizations have realized in areas like productivity, costs, quality and turnaround times through operational transformation.
Controlling
Controlling involves evaluating and regulating ongoing activities to ensure goals are achieved. It provides indications of performance relative to goals and a mechanism to adjust performance. Control is important for managing people and resources, coping with uncertainty, and planning. There are different levels of control including strategic, tactical, and operational control. The control process involves establishing standards, measuring performance, comparing to standards, correcting deviations, and changing standards if needed. Effective control is integrated with planning, flexible, accurate, timely, and objective. Common control techniques include financial control using statements, ratios, and budgets, as well as quality, inventory, and structural controls.
Organizational control techniques
This document discusses various control techniques that organizations use to measure and monitor performance at different levels and operations. It provides examples of financial controls like financial statements and audits that managers use to oversee financial resources and activities. It also discusses budgets that help managers plan and track spending, as well as marketing, human resource, computer and information controls that regulate key business functions and access confidential data. The document emphasizes that effective control systems help determine if employees and organizations are achieving objectives.
Balanced Scorecard
The document discusses using a balanced scorecard and strategy maps to drive corporate performance. It explains that a balanced scorecard measures performance across four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps translate a company's strategy into objectives and measures across these four perspectives. The document provides examples of strategy maps for corporate functions like HR, IT, finance and marketing to cascade goals and measures down from the corporate level. It also discusses identifying key performance indicators to measure progress towards strategic objectives.
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Taco Bell was experiencing reduced productivity and negative growth compared to its competitors. An analysis identified outdated management practices and a top-down structure that did not focus on customers as the underlying issues. Taco Bell reengineered its operations by reorganizing human resources, redesigning processes, eliminating management levels, and focusing on customer value. This included limiting kitchen space, increasing customer space, introducing new systems like K-Minus to cook food off-site and TACO for computerized operations. After reengineering, Taco Bell's performance improved and it became the market leader through a customer-centric approach.
Bpr 07 Roleof It
1. BPR requires taking a broader view of both IT and business processes, and seeing IT as more than just automating processes but fundamentally reshaping how business is done.
2. IT and BPR have a recursive relationship, where IT capabilities should support business processes, and processes should be designed around IT capabilities.
3. IT can bring about radical improvements to business processes through automation, information capture, changing process sequences, close monitoring, and improved analysis and decision making.
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Bpr 02 Principles
Business process re-engineering focuses on making fundamental changes to processes, technology, and human factors to achieve dramatic improvements in key measures. It takes a cross-functional, process-based perspective and is judged by measurable results. The key principles of BPR include focusing on core processes, enabling radical change rather than incremental improvement, and using information technology to enable new ways of working. BPR aims to improve outcomes like customer satisfaction, quality, costs and cycle times.
Bpr 03 Process Re Design
The document discusses business process re-engineering and provides information on various aspects of process re-design and improvement such as the two approaches to business process re-engineering, defining processes, guidelines for selecting processes, visualization, process redesign issues, BPR project structure and methodology, and barriers to BPR.
Bpr 04 Benchmarking
The document discusses benchmarking, which involves identifying and adapting outstanding processes from other organizations to improve performance. It defines benchmarking and describes different types, including strategic, performance, process, functional, internal, and external benchmarking. Benchmarking comparisons, frameworks, sources of information, outcomes, and industry practices are outlined. Examples are given of companies that significantly improved through benchmarking, such as Xerox increasing sales 152-328% and Marriott improving guest check-in by 500%. Best practices from highly admired companies are also discussed.
Bpr 05 Process Mapping Tools
The document discusses process mapping tools and techniques used in business process re-engineering. It describes common process mapping tools like flow diagramming tools, case tools, and simulation tools. It also outlines the typical approach to process mapping workshops, which includes selecting a team, determining key activities, capturing information, and identifying issues and improvement opportunities. The key outcomes of process workshops are process maps, "as-is" metrics, issues identified, and an understanding of improvement scope. Process modeling then moves from documenting the "as-is" process to designing an improved "to-be" process.
Bpr 06 Process Modeling Tools
The document discusses various tools and techniques for business process re-engineering and analysis. It describes process modeling tools like ABC Flowcharter and IDEF0 that can be used to map and design processes. It also explains techniques for analyzing processes such as workflow tracing, activity-based costing, cycle time analysis, problem analysis using tools like structured brainstorming and Ishikawa diagrams.
Bpr Case Studies
The document discusses several case studies of businesses that implemented business process re-engineering. It describes the old and new processes for a leasing company, the re-engineered process for an electricity utility including the impact on information systems and employee roles, and examples of re-engineering at a bank, post office, and government services through expanded online offerings and automation.
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This document provides an overview of the news gathering process from initial research through script writing and rundown production. Key aspects covered include accessing various sources of information, planning stories, creating scripts with formatting and timing tools, building flexible rundowns, and making last minute changes. Emphasis is placed on collaboration tools that allow easy sharing of content and coordination across teams.
POM 5
The document discusses different types of organization structures and dimensions. It describes mechanistic and organic structures, as well as departmentalization approaches like functional, divisional, and customer-based structures. Matrix structures that assign specialists from different functions to projects are also covered. Key aspects of vertical and horizontal dimensions like unity of command and departmentalization are defined.
Pom 4
Decision making involves selecting a course of action from available alternatives. It is a key part of management and permeates planning, organizing, leading, and controlling. There are different types of decisions and decision making styles. The decision making process generally involves identifying a problem or opportunity, developing alternatives, analyzing alternatives, and selecting and implementing a course of action. Group decision making uses techniques like brainstorming, storyboarding, and Delphi to gather input from multiple individuals.
Pom 7
This document discusses various topics related to leadership and management including:
- Definitions of leadership as influencing others toward goals and objectives through communication
- Types of leadership styles such as autocratic, democratic, and laissez-faire
- Roles, traits, and satisfactions/dissatisfactions of leaders
- Differences between leadership and management in terms of direction/vision vs planning/control
- Systems of management like exploitive, benevolent, consultative, and participative
- Types and processes of committees including forming, storming, norming, performing, and adjourning stages
- Characteristics of effective committees and disadvantages of committees
Pom 6 26 Oct08
The document discusses various concepts related to authority, power, motivation and organizational culture. It defines key terms like authority, responsibility, accountability and different types of power. It also summarizes theories around motivation like Maslow's hierarchy of needs, ERG theory, Expectancy theory and Herzberg's two-factor theory. Organizational culture is explained as shared values, beliefs and behaviors in an organization. Factors affecting culture and guidelines for changing culture are provided.
Pom 9
The document discusses the basic principles of management, including the key functions of planning, organizing, staffing, directing and controlling. It provides guidance on decision making, communication, time management and developing skills as a manager. Effective management requires coordinating resources to achieve goals within budget and coordinating the work of people.
Pom 3 04012009
The document discusses objectives, strategies, and planning in organizations. It explains that objectives are desired outcomes for organizations and individuals. It then outlines the hierarchy of objectives from mission down to individual objectives. The process of setting objectives involves boards of directors determining strategic objectives, which are then broken down by management levels. Effective objectives are specific, measurable, challenging but realistic, and have defined time periods. Strategic planning involves analyzing internal and external environments to develop alternative strategies to achieve objectives. Implementation and contingency planning are also discussed.
Pom 2 20 09 2008
Planning is the process of setting goals and determining the best way to achieve them. It involves establishing objectives, considering alternative approaches, and selecting the optimal course of action. Effective planning coordinates activities, conserves resources, avoids duplication of efforts, and helps organizations work towards their goals in an organized manner. Key aspects of the planning process include establishing objectives, developing assumptions about the future environment, evaluating alternatives, and creating supporting plans to implement the primary plans.
Pom 1
This document outlines the principles of management course for a term, including the prescribed textbook, syllabus chapters, evaluation criteria, workload, and key concepts. The main points covered are:
1) The course will cover 15 chapters from the prescribed textbook over 10 class periods, with evaluations consisting of quizzes, assignments, class participation, a midterm test, and final exam.
2) Key definitions of management are provided, including viewing it as manipulating resources to achieve objectives, as a process of getting activities completed efficiently and effectively through others, and as planning, organizing, leading, and controlling resources.
3) The main functions of management are outlined as planning, organizing, staffing, leading, and controlling
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Pom 8
- 1. Control Process The process of measuring actual performance, comparing it against a standard, and taking managerial action to correct deviation or inadequate standard
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