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This document discusses the controlling function of management. It defines controlling as verifying that plans, instructions, and principles are being followed and that resources are being efficiently utilized to achieve goals. Controlling measures deviations from standards, identifies causes, and enables corrective actions. The key steps of controlling are establishing standards, measuring performance, comparing to standards, and taking corrective actions. Controlling is an end function, pervasive, forward-looking, dynamic, and related to planning. Planning precedes controlling, and they work together in a systems approach with planning leading to results which are then corrected through controlling actions.
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Planning and controlling are important functions in management. Planning establishes goals and controlling ensures those goals are achieved by monitoring performance, identifying deviations, and taking corrective actions. There is a continuous process of establishing standards, measuring actual performance, comparing the two to detect deviations, analyzing the causes of deviations, and then taking steps to correct deviations or revising standards/plans if needed. An effective control system is accurate, timely, focused on key aspects, economically feasible, coordinated with workflow, and accepted by organizational members.
Controlling
Control is the process of ensuring actual activities match plans by measuring performance against standards and correcting deviations. It is an essential management function. The basic control process involves establishing standards based on plans, measuring performance, comparing performance to standards, and taking corrective actions if needed. Control systems can be classified as feed forward, concurrent, or feedback, and should be tailored to plans, managers, highlight exceptions, be objective, flexible, economical, and lead to corrections. Management audits assess methods, policies, resources, planning, and improvement.
Controlling and Its Meaning, Nature, Importance,Elements,Process.
Controlling and Its Meaning, Nature, Importance,Elements,Process.New Delhi Institute of Management Studies
This document defines and discusses the concept of controlling in management. It provides definitions of controlling from various authors and outlines the nature, importance, elements of the control cycle, differences between planning and control, the controlling process, and types of control. In summary:
Controlling involves comparing actual performance to planned performance, identifying deviations, and taking corrective actions to ensure goals are met. It is an ongoing process that helps achieve objectives, improve performance and quality, and adapt to changes. The control cycle establishes goals, plans, compares performance, provides feedback, and evaluates results.6 pom kc controlling
Controlling is the process of monitoring activities to ensure plans are followed and deviations are corrected. It establishes standards, monitors performance against those standards, measures actual performance, and takes corrective actions. An effective control system needs acceptability, flexibility, accuracy, timeliness, and cost effectiveness. Common controlling techniques include observation, break-even analysis, statistical reports, budgetary control, management audits, return on investment analysis, and project management tools like Gantt charts, PERT, and budgets.
Risnawati anwas controlling presentation
This document discusses the concept of controlling in management. It defines controlling as the process of checking actual performance against plans to ensure adequate progress. The document outlines the purposes of controlling as doing activities according to rules, achieving intended results, using resources efficiently, and identifying weaknesses. It also discusses the control process, principles, functions, objects, types, and characteristics of controlling. Finally, it explains the relationship between planning and controlling, noting that planning precedes controlling and the two functions are integral and reinforce each other.
controlling - management
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
Principles of management – mgt101
Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions.
Controlling (1)
The document discusses the topic of controlling in management. It provides a 4-step controlling process: 1) establishing objectives and standards, 2) measuring actual performance, 3) comparing actual performance to standards, and 4) taking corrective actions. It also discusses different tools that can be used for organizational control, such as budgetary control, financial ratio analysis, PERT/CPM methods, and balanced scorecards. Contemporary issues in control mentioned include workplace privacy vs monitoring, employee theft, workplace violence, and corporate governance.
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Planning and controlling are important functions in management. Planning establishes goals and controlling ensures those goals are achieved by monitoring performance, identifying deviations, and taking corrective actions. There is a continuous process of establishing standards, measuring actual performance, comparing the two to detect deviations, analyzing the causes of deviations, and then taking steps to correct deviations or revising standards/plans if needed. An effective control system is accurate, timely, focused on key aspects, economically feasible, coordinated with workflow, and accepted by organizational members.
Controlling
Control is the process of ensuring actual activities match plans by measuring performance against standards and correcting deviations. It is an essential management function. The basic control process involves establishing standards based on plans, measuring performance, comparing performance to standards, and taking corrective actions if needed. Control systems can be classified as feed forward, concurrent, or feedback, and should be tailored to plans, managers, highlight exceptions, be objective, flexible, economical, and lead to corrections. Management audits assess methods, policies, resources, planning, and improvement.
Controlling and Its Meaning, Nature, Importance,Elements,Process.
Controlling and Its Meaning, Nature, Importance,Elements,Process.New Delhi Institute of Management Studies
This document defines and discusses the concept of controlling in management. It provides definitions of controlling from various authors and outlines the nature, importance, elements of the control cycle, differences between planning and control, the controlling process, and types of control. In summary:
Controlling involves comparing actual performance to planned performance, identifying deviations, and taking corrective actions to ensure goals are met. It is an ongoing process that helps achieve objectives, improve performance and quality, and adapt to changes. The control cycle establishes goals, plans, compares performance, provides feedback, and evaluates results.6 pom kc controlling
Controlling is the process of monitoring activities to ensure plans are followed and deviations are corrected. It establishes standards, monitors performance against those standards, measures actual performance, and takes corrective actions. An effective control system needs acceptability, flexibility, accuracy, timeliness, and cost effectiveness. Common controlling techniques include observation, break-even analysis, statistical reports, budgetary control, management audits, return on investment analysis, and project management tools like Gantt charts, PERT, and budgets.
Risnawati anwas controlling presentation
This document discusses the concept of controlling in management. It defines controlling as the process of checking actual performance against plans to ensure adequate progress. The document outlines the purposes of controlling as doing activities according to rules, achieving intended results, using resources efficiently, and identifying weaknesses. It also discusses the control process, principles, functions, objects, types, and characteristics of controlling. Finally, it explains the relationship between planning and controlling, noting that planning precedes controlling and the two functions are integral and reinforce each other.
controlling - management
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
Principles of management – mgt101
Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions.
Controlling (1)
The document discusses the topic of controlling in management. It provides a 4-step controlling process: 1) establishing objectives and standards, 2) measuring actual performance, 3) comparing actual performance to standards, and 4) taking corrective actions. It also discusses different tools that can be used for organizational control, such as budgetary control, financial ratio analysis, PERT/CPM methods, and balanced scorecards. Contemporary issues in control mentioned include workplace privacy vs monitoring, employee theft, workplace violence, and corporate governance.
Foundation of-controlling
This a small presentation on the topic of controlling which is an important part of management. I hope this will help you to find the importance of controlling in brief.
Levels of Control
This document discusses different types of controlling in management. It defines controlling as monitoring, comparing, correcting performance and taking action to ensure desired results. It then describes five levels of control: strategic, structural, operational, financial, and bureaucratic vs decentralized structural control. Strategic control involves checking premises and strategy. Structural control monitors organizational structure. Operational control regulates daily output. Financial control involves budgets, financial statements, and audits. Bureaucratic control uses hierarchy while decentralized control shares tasks and decisions.
Controlling
Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
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.
Controlling
The document discusses control processes and techniques. It defines control as verifying performance conforms to plans and standards, and taking corrective actions when needed. Control involves establishing standards, measuring performance, comparing performance to standards, and providing feedback. Control is a fundamental managerial function that guides performance toward objectives, checks plans are followed, and ensures goals are accomplished. Control is an ongoing, forward-looking process that is closely related to planning.
Controlling
Controlling is the process of monitoring organizational activities to ensure they are accomplished as planned and taking corrective actions for any deviations. It is a forward-looking, continuous process exercised at all levels that helps ensure better performance, coordination, efficiency and effectiveness through establishing standards, measuring performance against those standards, and taking corrective action when needed. There are various techniques for controlling, including budgetary control, cost control, production planning and control, and non-budgetary techniques like return on investment analysis and management audits.
controlling
Control involves setting standards, measuring performance against those standards, and taking corrective action when needed. It is an important managerial function that helps ensure goals are achieved as planned. Control can take various forms, including feedback control which looks at outputs after the fact, concurrent control which monitors activities as they occur, and feedforward control which regulates inputs upfront to prevent issues. The key aspects of any control system are setting measures, comparing to standards, analyzing deviations, and correcting as necessary.
Control process
This document discusses organizational control and the control process. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. It describes the key things managers must evaluate like productivity, quality, customer satisfaction, and innovation. It introduces control systems as formal processes that provide managers with feedback on performance. The document outlines the characteristics of a good control system and lists the three main types of control. It concludes by detailing the four step control process of establishing standards, measuring performance, comparing to standards, and taking corrective action when needed.
Controlling
The presentation discusses controlling and making it effective. Controlling is defined as the measurement and correction of performance to ensure objectives are accomplished. An effective control system requires clearly defined objectives, the ability to detect and suggest corrections to deviations, and being forward-looking to catch deviations early. Additionally, an effective control system needs competent staff, economy, active participation from all members, the ability to make quick actions, direct relationships between workers and management, flexibility, suitability for the organization, regular revision, and feedback.
CONTROLLING PROCESS IN SUPERVISION
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Controlling
Controlling is one of the four main management functions and involves measuring performance, comparing results to objectives and standards, and taking corrective action. There are several types of organizational control systems, including performance appraisals, compensation systems, employee discipline, and information systems. Effective controls are strategic, understandable, encourage self-control, timely, and flexible.
Control function
The document discusses the controlling function of management. It defines controlling as monitoring, comparing, and correcting work performance to ensure objectives are met properly and on time. The main types of control discussed are feedforward, concurrent, and feedback controls. Various control tools and techniques are also outlined, including project management, inventory control, financial ratios, balanced scorecards, and management information systems. Characteristics of effective control systems emphasize being suitable, timely, objective, flexible, economical, and focusing on strategic points while motivating high performance.
PPT
This document outlines the steps in the controlling process:
1. Establish standards against which to measure performance.
2. Measure actual performance of individuals, groups, departments, or the entire enterprise.
3. Compare actual performance to standards to identify any deviations, analyze the causes of deviations, and take corrective actions as needed to align performance with plans.
Production And Operation " Techniques Of Controlling"
This document provides an overview of various techniques of control used in management. It discusses controlling as an essential function of management and its importance. Some key control techniques discussed include budgetary control using different types of budgets, financial ratio analysis, auditing, reporting, direct supervision, break even analysis, PERT and CPM. PERT is a statistical tool to analyze tasks in a project while CPM is an algorithm to schedule project activities and determine the critical path.
control system , feed forward, preventive, profit & loss control& ROI.
Feed-forward refers to providing control and direction to subordinates before expecting an output. It involves providing documents for review and ex post information before any changes in output occur. Feed-forward systems monitor inputs to ensure they are as planned, unlike feedback systems which measure outputs and provide corrective actions. Preventive control focuses on anticipating possible deviations and preventing them through qualified managers and applying management principles to minimize errors and improve performance. Profit and loss statements show a company's revenues, expenses, and profits/losses over an accounting period. Companies can control certain items like inventory to increase profits.
Controlling (2)
The document discusses different types of control based on the elements controlled and stage of control. It describes strategic control which evaluates strategy and operational control which evaluates organizational performance. It also discusses feedforward, concurrent, and feedback control based on when control is exercised. Management by exception and total quality management are also summarized, focusing on only monitoring deviations from plans, continuous improvement, and satisfying customer expectations.
Techniques of controlling
Direct supervision and observation is the oldest technique of controlling, where the supervisor directly observes employees and solves problems. This allows the supervisor to get first-hand information and a better understanding of the workers. Financial statements like the profit and loss account and balance sheet are used to control organizations by comparing current figures to previous years' and other firms' figures. Budgetary control involves planning and controlling all aspects of a business through budgets set by a budget committee.
Unit v
The document discusses various concepts related to controlling in management. It defines control and describes the control process which involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. It also discusses requirements for effective control like tailoring control to plans/positions, making it objective and flexible. Non-budgetary control techniques like statistical data, break-even analysis and personal observation are also summarized.
Management Control in Organization
1. The document defines management control as the actions used by management to guide an organization's people, machines, and functions to achieve goals and objectives.
2. It describes a management control system as an organized, systematic process and structure that management uses to exercise control.
3. Key aspects of management control include coordination, resource allocation, motivation, and performance measurement, drawing on contributions from accounting, economics, and organizational behavior.
Controling en.
The document discusses controlling by defining it as measuring performance and taking action to ensure desired results. It identifies the four main steps in the control process as establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action as needed. Finally, it outlines different types of controls such as preliminary, concurrent, and past action controls, as well as internal vs. external controls.
Function of management controlling
1) Controlling involves measuring performance against standards, identifying deviations, and taking corrective actions. It ensures resources are used efficiently to achieve goals.
2) The process of controlling establishes standards, measures performance, compares actual performance to standards, identifies deviations and their causes, and takes actions to address deviations.
3) Planning and controlling are interrelated functions - planning establishes goals and standards that controlling measures against, while controlling provides feedback to improve future planning. Effective controlling helps ensure plans are carried out properly.
3.pdf
Controlling is a management function that ensures plans are implemented effectively and efficiently to achieve goals. It involves establishing standards, measuring performance, comparing actual results to standards, identifying deviations, and taking corrective actions. Controlling is dynamic, forward-looking, and related to planning. It requires clear organizational structure, adequate authority delegation, information sharing, and corrective actions to address deviations and improve future performance. Direct controls include action and results controls, while indirect controls are cultural and personnel controls. Prerequisites for effective controlling include comprehensive planning, defined responsibilities, communication, and the ability to implement changes.
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Foundation of-controlling
This a small presentation on the topic of controlling which is an important part of management. I hope this will help you to find the importance of controlling in brief.
Levels of Control
This document discusses different types of controlling in management. It defines controlling as monitoring, comparing, correcting performance and taking action to ensure desired results. It then describes five levels of control: strategic, structural, operational, financial, and bureaucratic vs decentralized structural control. Strategic control involves checking premises and strategy. Structural control monitors organizational structure. Operational control regulates daily output. Financial control involves budgets, financial statements, and audits. Bureaucratic control uses hierarchy while decentralized control shares tasks and decisions.
Controlling
Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
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.
Controlling
The document discusses control processes and techniques. It defines control as verifying performance conforms to plans and standards, and taking corrective actions when needed. Control involves establishing standards, measuring performance, comparing performance to standards, and providing feedback. Control is a fundamental managerial function that guides performance toward objectives, checks plans are followed, and ensures goals are accomplished. Control is an ongoing, forward-looking process that is closely related to planning.
Controlling
Controlling is the process of monitoring organizational activities to ensure they are accomplished as planned and taking corrective actions for any deviations. It is a forward-looking, continuous process exercised at all levels that helps ensure better performance, coordination, efficiency and effectiveness through establishing standards, measuring performance against those standards, and taking corrective action when needed. There are various techniques for controlling, including budgetary control, cost control, production planning and control, and non-budgetary techniques like return on investment analysis and management audits.
controlling
Control involves setting standards, measuring performance against those standards, and taking corrective action when needed. It is an important managerial function that helps ensure goals are achieved as planned. Control can take various forms, including feedback control which looks at outputs after the fact, concurrent control which monitors activities as they occur, and feedforward control which regulates inputs upfront to prevent issues. The key aspects of any control system are setting measures, comparing to standards, analyzing deviations, and correcting as necessary.
Control process
This document discusses organizational control and the control process. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. It describes the key things managers must evaluate like productivity, quality, customer satisfaction, and innovation. It introduces control systems as formal processes that provide managers with feedback on performance. The document outlines the characteristics of a good control system and lists the three main types of control. It concludes by detailing the four step control process of establishing standards, measuring performance, comparing to standards, and taking corrective action when needed.
Controlling
The presentation discusses controlling and making it effective. Controlling is defined as the measurement and correction of performance to ensure objectives are accomplished. An effective control system requires clearly defined objectives, the ability to detect and suggest corrections to deviations, and being forward-looking to catch deviations early. Additionally, an effective control system needs competent staff, economy, active participation from all members, the ability to make quick actions, direct relationships between workers and management, flexibility, suitability for the organization, regular revision, and feedback.
CONTROLLING PROCESS IN SUPERVISION
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Controlling
Controlling is one of the four main management functions and involves measuring performance, comparing results to objectives and standards, and taking corrective action. There are several types of organizational control systems, including performance appraisals, compensation systems, employee discipline, and information systems. Effective controls are strategic, understandable, encourage self-control, timely, and flexible.
Control function
The document discusses the controlling function of management. It defines controlling as monitoring, comparing, and correcting work performance to ensure objectives are met properly and on time. The main types of control discussed are feedforward, concurrent, and feedback controls. Various control tools and techniques are also outlined, including project management, inventory control, financial ratios, balanced scorecards, and management information systems. Characteristics of effective control systems emphasize being suitable, timely, objective, flexible, economical, and focusing on strategic points while motivating high performance.
PPT
This document outlines the steps in the controlling process:
1. Establish standards against which to measure performance.
2. Measure actual performance of individuals, groups, departments, or the entire enterprise.
3. Compare actual performance to standards to identify any deviations, analyze the causes of deviations, and take corrective actions as needed to align performance with plans.
Production And Operation " Techniques Of Controlling"
This document provides an overview of various techniques of control used in management. It discusses controlling as an essential function of management and its importance. Some key control techniques discussed include budgetary control using different types of budgets, financial ratio analysis, auditing, reporting, direct supervision, break even analysis, PERT and CPM. PERT is a statistical tool to analyze tasks in a project while CPM is an algorithm to schedule project activities and determine the critical path.
control system , feed forward, preventive, profit & loss control& ROI.
Feed-forward refers to providing control and direction to subordinates before expecting an output. It involves providing documents for review and ex post information before any changes in output occur. Feed-forward systems monitor inputs to ensure they are as planned, unlike feedback systems which measure outputs and provide corrective actions. Preventive control focuses on anticipating possible deviations and preventing them through qualified managers and applying management principles to minimize errors and improve performance. Profit and loss statements show a company's revenues, expenses, and profits/losses over an accounting period. Companies can control certain items like inventory to increase profits.
Controlling (2)
The document discusses different types of control based on the elements controlled and stage of control. It describes strategic control which evaluates strategy and operational control which evaluates organizational performance. It also discusses feedforward, concurrent, and feedback control based on when control is exercised. Management by exception and total quality management are also summarized, focusing on only monitoring deviations from plans, continuous improvement, and satisfying customer expectations.
Techniques of controlling
Direct supervision and observation is the oldest technique of controlling, where the supervisor directly observes employees and solves problems. This allows the supervisor to get first-hand information and a better understanding of the workers. Financial statements like the profit and loss account and balance sheet are used to control organizations by comparing current figures to previous years' and other firms' figures. Budgetary control involves planning and controlling all aspects of a business through budgets set by a budget committee.
Unit v
The document discusses various concepts related to controlling in management. It defines control and describes the control process which involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. It also discusses requirements for effective control like tailoring control to plans/positions, making it objective and flexible. Non-budgetary control techniques like statistical data, break-even analysis and personal observation are also summarized.
Management Control in Organization
1. The document defines management control as the actions used by management to guide an organization's people, machines, and functions to achieve goals and objectives.
2. It describes a management control system as an organized, systematic process and structure that management uses to exercise control.
3. Key aspects of management control include coordination, resource allocation, motivation, and performance measurement, drawing on contributions from accounting, economics, and organizational behavior.
Controling en.
The document discusses controlling by defining it as measuring performance and taking action to ensure desired results. It identifies the four main steps in the control process as establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action as needed. Finally, it outlines different types of controls such as preliminary, concurrent, and past action controls, as well as internal vs. external controls.
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Production And Operation " Techniques Of Controlling"
Production And Operation " Techniques Of Controlling"
control system , feed forward, preventive, profit & loss control& ROI.
control system , feed forward, preventive, profit & loss control& ROI.
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Function of management controlling
1) Controlling involves measuring performance against standards, identifying deviations, and taking corrective actions. It ensures resources are used efficiently to achieve goals.
2) The process of controlling establishes standards, measures performance, compares actual performance to standards, identifies deviations and their causes, and takes actions to address deviations.
3) Planning and controlling are interrelated functions - planning establishes goals and standards that controlling measures against, while controlling provides feedback to improve future planning. Effective controlling helps ensure plans are carried out properly.
3.pdf
Controlling is a management function that ensures plans are implemented effectively and efficiently to achieve goals. It involves establishing standards, measuring performance, comparing actual results to standards, identifying deviations, and taking corrective actions. Controlling is dynamic, forward-looking, and related to planning. It requires clear organizational structure, adequate authority delegation, information sharing, and corrective actions to address deviations and improve future performance. Direct controls include action and results controls, while indirect controls are cultural and personnel controls. Prerequisites for effective controlling include comprehensive planning, defined responsibilities, communication, and the ability to implement changes.
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Controlling involves comparing actual performance to planned performance and taking corrective actions to address any deviations. It is an important management function that helps achieve organizational goals, evaluate standards, improve efficiency, motivate employees, ensure coordination and order. The controlling process involves setting performance standards, measuring actual performance, comparing to standards, analyzing deviations, and taking corrective actions. Controlling is goal-oriented, pervasive, continuous and both looks back at past performance and forward to improve future results. It is interconnected with and reinforces the planning process.
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This document discusses the process of controlling in a business organization. It begins with introducing controlling and its importance. It then explains the key steps in controlling: setting standards, measuring performance, comparing actual performance to standards, analyzing deviations, and taking corrective measures. Some benefits of controlling are ensuring goals are achieved, improving employee motivation and performance, and facilitating coordination. Limitations include difficulty setting quantitative standards and resistance from employees.
controlling
This document discusses the concept and process of controlling. Controlling is defined as monitoring performance and taking action to ensure desired results. It involves establishing standards, measuring performance, comparing actual results to standards, and correcting any deviations. The key aspects of controlling covered include its characteristics as a continuous, dynamic, and action-oriented process exercised at all levels of management. The document also outlines the importance of controlling for adjustment, policy verification, responsibility, coordination, and organizational effectiveness. Finally, it describes the typical steps in the control process of establishing standards, measuring performance, comparing to standards, and correcting deviations.
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Controlling involves comparing actual performance to planned performance and taking corrective actions for any deviations. It is an important function that helps achieve organizational goals, evaluate standards, improve efficiency, motivate employees, and ensure coordination and discipline. Controlling is ongoing, both backward-looking to compare actual and planned performance, and forward-looking to improve future results. The controlling process involves setting standards, measuring actual performance, analyzing deviations, and taking corrective actions. Planning and controlling are interrelated and reinforce each other, with planning providing standards for controlling, while controlling measures effectiveness and informs future planning.
Controlling-Type, Process, Barriers &Techniques
This document discusses the process of controlling in management. It defines controlling as measuring performance against standards and taking corrective action when needed. The key steps in the controlling process are: 1) Establishing standards of measurement, 2) Measuring actual performance, 3) Comparing actual performance to standards, 4) Analyzing causes of deviation, and 5) Taking corrective action. The document also discusses different types of controls like feed-forward, concurrent, and feedback controls and prerequisites for an effective control system like being simple, objective, and flexible.
Controlling
This document discusses controlling as a management function. It defines controlling as verifying that plans are followed and resources are efficiently used to achieve goals. Controlling measures deviations from standards and helps take corrective actions. The controlling process involves establishing standards, measuring performance, comparing actual and standard performance, and taking remedial actions. Traditional controlling techniques include personal observation, statistical data, break-even analysis, and budgetary control. Modern techniques include management information systems, PERT, CPM, and management audits. For controlling to be effective it must be accurate, timely, flexible, integrated, economically feasible, and enable corrective actions.
controlling.ppt
Controlling is the process of evaluating and regulating ongoing activities to ensure organizational goals are achieved. It provides indications of performance and a mechanism to adjust performance to keep organizations moving toward their goals. Controlling evaluates physical, human, information, and financial resources. The control process involves setting standards, measuring actual performance, comparing results to standards, identifying deviations, taking corrective actions, and follow up. Planning and controlling are interrelated functions that reinforce each other. Controls can occur at strategic, tactical, and operational levels and can take the form of feedforward, concurrent, or feedback controls. Effective control systems are integrated with planning, flexible, accurate, timely, objective, and use techniques like financial controls, budgetary controls, and structural controls
Controlling 2 ppt
Controlling is a managerial function that involves establishing performance standards, measuring actual performance, comparing the two to analyze deviations, and taking corrective actions. The key steps in controlling are establishing standards, measuring performance, comparing performance to standards, identifying the causes of deviations, and correcting deviations through actions like changing plans, tasks, techniques, structure, or facilities. Controlling is important for adjusting operations, verifying policies, ensuring managerial responsibility and accountability, applying psychological pressure to improve performance, coordinating actions, and achieving organizational efficiency and effectiveness.
Organizational controlling
Controlling is one of the key managerial functions that involves monitoring performance, comparing results to standards, and taking corrective actions. There are three main types of organizational control systems: output control using budgets and goals, behavioral control through direct supervision, and bureaucratic control via rules and procedures. Additionally, clan control focuses on shared values and norms to influence behavior within an organization. Effective control requires establishing standards, measuring performance, identifying deviations, and implementing appropriate actions to minimize variations from objectives.
7. Controlling.pptx
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This document discusses controlling as a key management function that involves monitoring performance, comparing it to standards, and taking corrective actions when needed. It outlines the process of controlling, including establishing standards, measuring actual performance, comparing to standards, and correcting deviations. The document also discusses essential elements of an effective control system, different budgetary and non-budgetary control techniques used by businesses, advantages and limitations of control methods, and factors that determine good control.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)
The document discusses various aspects of controlling as a management function, including definitions of control, the control process, budgetary control techniques, and traditional non-budgetary control methods like personal observation, break-even analysis, financial statements, and quality control. The control process involves establishing standards, measuring performance, comparing performance to standards, and taking corrective actions. Budgetary control specifically refers to using budgets to monitor costs and operations by setting financial goals, comparing actual to budgeted results, and adjusting performance as needed.
Management Control
Management control is an important managerial function that helps check for errors and take corrective actions to minimize deviations from standards and achieve organizational goals. Control involves setting performance standards, measuring actual performance, and taking corrective action if needed. There are three main types of controls: feedforward controls prevent deviations, concurrent controls monitor ongoing work, and feedback controls review past performance against standards. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.
Controlling
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.
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Presentation3
- 1. 2.5 Controlling function of management
- 2. WHAT IS THE CONTROLLING Controlling consists of verifying whether every thing occurs in confirmities with the plans adopted, instructions issued and principles established. Controlling involves that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking the corrective action.
- 3. According to brech, “ controlling is a systematic exercise which is called as a process of checking actual performance against the standard or plan with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs.” Controlling has got two basic purposes It facilitates co-ordination It helps in planning It implies measurement of accomplishment against the standard and correction of deviation if any to ensure achievement of organizational goal.
- 4. CONTROLLING HAS THE FOLLOWING STEPS: Establishment of standard performance. Measurements of actual performance. Comparison of actual performance with the standards and find out deviation if any. Corrective action.
- 5. 2.5.1 FEATURES OF CONTROLLING FUNCTION The following are the characteristics of controlling function of management Controlling is an end function Controlling is a pervasive function Controlling is forward looking Controlling is a dynamic process Controlling is related with planning
- 6. 2.5.2 PROCESS OF CONTROLLING Controlling as a management function involves the following steps. Establishment of standards – Standards generally are classified in two1. Measurable or tangible – those standards which can be measured or expressed are called as measurable standards. The can be in form of cost, output, expenditure, time, profit, etc. 2. Non- measurable or intangible – there are standards which can not be measured monetarily. For example- performance of a manger, deviation of workers, their attitudes towards a concern. These are called as intangible standard.
- 7. Measurement of performancea) Attitude of the workers, b) Their moral to work, c) The development in the attitudes regarding the physical environment, d) Their communication with the supervisor It is also some times done through various report like weekly, monthly, quarterly, yearly report. comparison of actual and standard performance a. Erroneous planning, b. Co-ordination loosen, c. Implementation of plan is defective, d. Supervisor and communication is ineffective, etc.
- 8. Taking remedial actions a) Taking corrective measures for deviations which have occurred; After the corrective measure, if the actual performed is not in conformity with plans, the manager can revise the targets. 2.5.3 relationship between planning and controlling. Planning and controlling are inseparate functions of management, yet they are closely related. Without basis of planning, controlling activities becomes baseless and without controlling, planning becomes a meaningless exercise.
- 9. the relationship between the two can be summarized in the following. Planning perceeds controlling succeeds the planning. Planning and controlling are inseparable functions of management. Activities are put on rails by planning and they are kept at right place through controlling. The process of planning and controlling works on systems approach which is as follows: Planning results Corrective Action
- 10. THE END