Principles and practice of management ppt @ bec doms bagalkot mba
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The key elements of a control system include a detailed plan, reporting system, analysis and review of reported data, and procedures for corrective action. A formal management review is a critical part of the supervision process and control system. It involves planned investigations into a program's performance and should occur at natural milestones. The review demonstrates performance, identifies training needs, and finds areas for special study to improve future implementation. Taking proper corrective action in response to reviews and analysis is important for a manager and program's success.
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Management involves planning, organizing, staffing, directing, and controlling to accomplish organizational goals through a group of people. It is a continuous social process that coordinates work activities. Effective management utilizes resources to develop innovations, integrate interests, and provide stability. Over time, management evolved from a strict, top-down approach to focus more on strategic planning, quality, technology, and human factors through various theories. Managers require technical, human, and conceptual skills to fulfill interpersonal, informational, and decision-making roles within legal and ethical boundaries.
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Personnel management involves the effective recruitment, selection, placement, development, motivation and compensation of employees to achieve organizational goals. It is both a science and an art that draws from various fields such as psychology, economics, law and sociology. As a science, it involves collecting data through research and analyzing it to make evidence-based decisions. As an art, it requires skills such as judgment, perception and imagination to deal with human behaviors and motivate individuals. The document outlines the basic functions of personnel management including planning, organizing, directing, coordinating and controlling human resources to ensure operational efficiency.
MOTIVATION POWERPOINT
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Unit 5 CSM: Strategic Evaluation and Comtrol
The chapter comprises of Overview of Strategic Evaluation; Strategic Control; Techniques of Strategic Evaluation and Control. Evaluation of Strategic Alternatives - Product Portfolio Models, BCG Matrix, GE Matrix, Gap Analysis; Strategic Control System.
Strategic evaluation and control is the final phase in the process of strategic management. Its basic purpose is to ensure that the strategy is achieving the goals and objectives set for the strategy. It compares performance with the desired results and provides the feedback necessary for management to take corrective action.
According to Fred R. David, strategy evaluation includes three basic activities
(1) examining the underlying bases of a firm’s strategy,
(2) comparing expected results with actual results, and
(3) taking corrective action to ensure that performance conforms to plans. Sometime, the best formulated strategies become obsolete (outdated) as a firm’s external and internal environments change.
Strategic control is a type of “steering control”. We have to track the strategy as it is being implemented, detect any problems or changes in the predictions made, and make necessary adjustments. This is especially important because the implementation process itself takes a long time before we can achieve the results.
Strategic control is like an alarm long before the calamity can happen.
Operational control is the process of ensuring that specific tasks are carried out effectively and efficiently. The operational control aims at evaluating the performance of the organization. Most of the control system in organization are operational in nature. Some examples of operational control are : Budgetary control, Quality control, Inventory control, Production Control, Cost control etc.
Portfolio Model is a technique used to analyse organisations in relation to their environments
Portfolio (set, collection, assortment, range, group)
A business Portfolio may be any collection of brands/products, markets, branches /divisions, income generating assets, etc.
PA is usually applied to firms with multiple SBUs (more than one product/services, customer categories, markets , divisions)
Helps managers in taking decisions regarding which SBUs to allocate more or less resources to at a given strategic point in time
After portfolio analysis firm makes an informed strategic choice e.g.
To have a balanced portfolio (minimize risk and maximize return) of all portfolios
To actively deploy a retrenchment strategy
control-and-its-process-icsi.pdf
strategic management of business established business objectives and their implementation, as well as basis for action planning
7. Controlling.pptx
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Controlling
Controlling is one of the most important management processes and involves determining if objectives have been achieved and if the objectives were appropriate. An effective control system links activities to organizational objectives and focuses on positive performance rather than blame. It also ensures employees understand expectations. Regular audits and feedback help evaluate performance and ensure improvements. Maintaining accurate records management manuals that describe policies, responsibilities, and procedures is crucial for effective control of records systems. The manuals should be tailored to an organization's needs and activities.
6895776-Strategic-Evaluation-and-Control.ppt
Strategic evaluation and control is one of the last processes to carryout Strategic management hence its necessary to engage in detail the processes of Strategic Management
Strategic evaluation and control
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Controlling hardcopy
The document discusses the concept of controlling as a management process that involves regulating organizational activities so actual performance meets standards and goals. It defines controlling and explains its significance and relation to other management functions like planning, organizing and directing. The document also outlines the roles of controls, levels of control, steps in the control process, managerial approaches to implementing controls, and characteristics of an effective control system.
Written Report Group 1
The document discusses the concept of controlling in management. It defines controlling as verifying that organizational activities conform to plans and standards. The significance and role of controls are explained, including relating controls to other management functions like planning. Controls help cope with uncertainty, detect irregularities, identify opportunities, and handle complex situations. The document outlines the levels of control, steps in the control process, and managerial approaches to implementing controls. It concludes by describing characteristics of an effective control system.
CONTROLLING PPT.pptx
The document discusses the concept of controlling in management. It states that controlling is a six-step process that involves setting performance standards, monitoring performance, comparing performance to standards, taking corrective actions, and using preventative methods like coaching. The document also discusses different types of controls like feedforward, concurrent and feedback controls; advantages and limitations of controls; and approaches to quality assurance like structure, process and outcome approaches.
pnadw107.pdf
This document provides guidance on developing effective Performance Management Plans (PMPs) at the program level for USAID. It discusses that a PMP is a tool to assist in monitoring, evaluating, and reporting progress toward goals. The key sections of an effective PMP include an introduction, the results framework with indicators, and details on how the PMP links to other management processes like evaluations and portfolio reviews. Developing a strong PMP requires defining clear objectives, seeking stakeholder participation, focusing on practical indicators, and using data for decision making to improve transparency and learning.
Measurement-Process-Effectiveness_paper_updated210
The document describes a framework for assessing the effectiveness of an organization's measurement process. It involves examining whether the measurement process meets its goals and whether managers utilize measurement data in decision making. The framework is based on the Plan-Do-Study-Act quality cycle. It provides a checklist to evaluate different aspects of the measurement process, including defining goals, implementing metrics, assessing effectiveness over time, and maintaining a measurement data repository. The framework is meant to quantify how well the measurement process supports the organization and identifies areas for improvement.
Controlling and evaluation mechanism
This document discusses controlling and evaluation mechanisms in nursing management. It outlines the six steps of controlling as establishing performance standards, conducting job analyses, monitoring and measuring performance, comparing performance to standards, taking corrective action, and using preventative methods like coaching. Evaluation ensures quality of care, establishes comparisons, and promotes self-monitoring and improvement. Effective control focuses on critical factors, integrates with processes, gains employee acceptance, provides timely information economically, and is accurate and comprehensible. Performance appraisal is a key control process that evaluates employees against standards for compensation, career planning, feedback, training, and human resource planning. Establishing appropriate standards and effectively evaluating performance against those standards is essential for controlling in nursing management.
Strategicevaluationcontrol 150402015327-conversion-gate01
The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Strategic evaluation is the final step of the strategic management process. It involves assessing internal/external factors, measuring performance, and taking corrective actions. The purpose of strategic evaluation and control is to test strategy effectiveness and ensure the organization stays on track to meet its objectives. Key participants in strategic evaluation include executives, managers, auditors, and planning staff. Common techniques used include gap analysis, SWOT analysis, PEST analysis and benchmarking.
Strategicevaluationcontrol 150402015327-conversion-gate01
The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Strategic evaluation is the final step of the strategic management process. It involves assessing internal/external factors, measuring performance, and taking corrective actions. The purpose of strategic evaluation and control is to test strategy effectiveness and ensure the organization stays on track to achieve its goals. Key participants in strategic evaluation include executives, managers, auditors, and planning staff. Common techniques used include gap analysis, SWOT analysis, PEST analysis and benchmarking.
Doc3
Controlling is one of the four main functions of management and involves measuring performance, comparing it to standards, and taking corrective action. Managers use various control tools and techniques including objectives and standards, accurate and timely measurement, comparison of actual performance to objectives, corrective action, management by exception, and feedforward, concurrent, and feedback controls. Controls can be internal through self-discipline or external through supervision, policies, budgets, and other administrative systems. Quality control, total quality management, continuous improvement, control charts, and techniques like Six Sigma and Gantt charts are important control methods. Financial ratios and balanced scorecards also help managers exercise strategic control.
An introduction to the PDCA cycle
The PDCA cycle is the key principle behind ISO 9001 and all modern management system standards. Because of that, we believe that it's of great benefit if those involved in developing and implementing systems can have a broad understanding of the concept.
So, Qudos has put together a brief introduction in this video. It explains the 4 steps in the cycle, how it can be applied, how it relates to ISO standard clauses, and then provides some examples for each stage of the cycle.
7Keeping Things in CheckControls and the Control Process.docx
7
Keeping Things in Check
Controls and the Control Process
Learning Objectives
After Studying This Chapter, Students Should Be Able To
· Understand the elements of control, measurement tools, and corrective steps
· Differentiate among the types of controls utilized within an organization
· Employ control strategies for effective management
· Identify which control processes are effective in an operational setting
· Describe an integrated planning process
Chapter Summary
Chapter 7 focuses on maintaining control by becoming adept at utilizing various control techniques and processes.
Components of the Control Process
There are four basic components of the control process:
1. Planning: Sets the directions and allocates resources.
2. Organizing: Brings people and material resources together in working combinations.
3. Leading: Inspires people to best utilize these resources.
4. Controlling: Checks that the right things happen, in the right way, and at the right time.
Objectives and Standards
· Objectives provide the performance targets.
· Output standards measure results in terms of performance quantity, quality, cost, or time.
· Input standards measure effort in terms of the amount of work expended in task performance.
Measurement Tools
Managers are able to not only adopt measurement tools by which success can be determined, but they also can use historical comparison (historical information), relative comparison (comparing to performances of others), or engineering comparison (comparing to scientific standards as a means of evaluating performance).
Corrective Action
The last step in the control process is to take any action necessary to correct or improve future performance. Management by exception can be used to direct action on problems requiring more urgent attention.
Effective Controls
The best managers, by contrast, are proactive and positive in applying the control process to full advantage. Effective controls in organizations share the following characteristics:
· Controls are understandable: They support decision making by presenting data in understandable terms; they do not involve complex reports and hard-to-understand statistics.
· Controls encourage self-control: They allow for mutual trust, good communication and participation among everyone involved.
· Controls are timely and exception-oriented: They report deviations quickly, lending insight into why a performance gap exists and what you can do to correct it.
· Controls are positive in nature: They emphasize their contribution to development, change, and systems improvement; they deemphasize their role in penalties and reprimands.
· Controls are fair and objective: They are considered impartial and accurate by everyone; they are respected for one fundamental purpose—performance enhancement.
· Controls are flexible: They leave room for individual judgment and can be modified to fit new circumstances as they arise.
Types of Control
A variety of control strat.
Strategic evaluation control
The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Strategic evaluation is the final step of the strategic management process and involves assessing factors, measuring performance, and taking corrective actions. It ensures the strategy and implementation meet organizational goals. Strategic evaluation and control tests strategy effectiveness and provides a way for organizations to determine if their strategy is guiding them as intended towards objectives.
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Learn how to make extra money with refer and earn apps that don’t require KYC. Find out the advantages, top apps, and strategies to boost your earnings quickly and easily.
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Enabling Digital Sustainability by Jutta Eckstein
This is a New Zealand wide meetup event with meetup groups from Auckland, Wellington and Christchurch attending and open to anyone with an interest in digital sustainability or agile. All welcome. Joke, this is how it started. Jutta is now also available in Germany, i.e. hosted by Berlin/Brandenburg
According to the World Economic Forum, digital technologies can help reduce global carbon emissions by up to 15%. However, digitalization also comes with some challenges. Thus, if we want to make a positive impact by increasing sustainability, we need to address challenges like the digital divide, energy consumption of IT, or the rise of electronic waste. In this talk, I want to explore how Agile can help to leverage Digital Sustainability.
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Principles and practice of management ppt @ bec doms bagalkot mba
- 1. Principles and practice of management
- 2. Search questions What are the elements of a control system? What are some points about a formal management review?
- 3. Elements of the control system A detailed plan Reporting system Analysis and review Procedures for corrective action
- 4. Analysis of reported data. Reported data must be analysed with respect to planned performance The analysis must extract deviation from plan
- 5. Analysis and review Deviation must be brought to the attention of those levels which have authority to take necessary corrective action Shortfalls in technical performance, falling behind schedule and excessive under or over utilization of resources must be noted for action Results of this analysis usually reported by exception or variance
- 6. Formal management review A critical element in a control system An element of the supervision process Directly related to achievement of programme operational targets Pre-planned investigations into details of programme performance They should occur at all levels The formal review should occur at times natural to the lifetime of programme plan (milestones)
- 7. Formal management review The formal review should demonstrate performance, schedule and resource use through personal inspection and satisfaction The review process has a vital positive impact on personal performance The review will also identify personnel training needs
- 8. Formal management review Supervision should be seen as an arm of training The programme as a whole should be reviewed by an appropriate external group Enables areas to be identified for special study & systems research to improve programme implementation
- 9. Corrective action The culmination of the management control system At times the corrective action taken may be to recognize the realities of the situation and to change the plan To the extent possible procedures and authority for corrective action should be planned ahead Performance in taking corrective action as the situation demands is an important demonstration of the manager’s ability
- 10. Corrective action A major part of the manager’s effort should be devoted to corrective action measures, changing personnel assignments, securing more resources, moving supplies, ensuring continuing education,etc. Delegation of responsibilities The ability of a manager to conceptualise and operate the management control system will have an impact on the ultimate success of the programme
Editor's Notes
- The manager assumes that the planning has been such that the objectives will be achieved if targets are met, however if that is not the case it is the concern of the evaluation not for the manager to question the planning.
- The review motivates for good performance and acts as an incentive for good performance in anticipation of further reviews. The review will allow planning of training activities. External review group – external to the government department concerned or internal/external in addition to internal review.
- The review motivates for good performance and acts as an incentive for good performance in anticipation of further reviews. The review will allow planning of training activities. External review group – external to the government department concerned or internal/external in addition to internal review.
- Corrective action taken to bring the programme, at all levels, up to the standard set by the implementation plan.
- Only when absolutely necessary does manager’s efforts include taking disciplinary action. The ability of the manager to delegate is vital to the success of the programme and essential for the functioning of an epidemiological response capability.