The document discusses various aspects of controlling processes including establishing standards, measuring performance against standards, and correcting variations. It outlines different types of standards such as physical, cost, capital, revenue, program, intangible, and goals. Key controlling techniques involving budgets, statistical data, reports, audits, and modern techniques like PERT, CPM, and Gantt charts are also summarized. Information technology plays an important role in controlling through systems like MIS, intelligent services, computers, and digital technologies like e-commerce.
This document outlines key concepts in production and operations management. It discusses the importance of effective production, including lower costs, higher quality, and responsiveness to customers. Mass, flexible, and customer-driven production systems are compared. The roles of technology in manufacturing are also examined. Other major topics covered include plant location decisions, production planning and control, inventory management, quality control, and ISO standards.
Om lect 01(r0-may08)_operations strategy_mms_bharti_siesvideoaakash15
The document discusses operations strategy and competitive advantage through production functions. It describes how production managers are responsible for key decisions regarding process, quality, capacity, and inventory. These decisions help create wealth for businesses through efficient and effective operations. The document also outlines how production functions interface and integrate with other business functions like marketing, finance, and information to transform inputs into outputs and deliver products and services to customers. Maintaining cost, quality, dependability, and flexibility are described as important factors for enterprise competitiveness.
Ch8 controlling class 12 business studiesPriyanka Rao
Controlling ensures that organizational activities are performed according to plans and resources are used efficiently to achieve goals. The controlling process involves setting standards, measuring actual performance, comparing to standards, analyzing deviations, and taking corrective actions. Traditional controlling techniques include personal observation, statistical reports, break-even analysis, and budget control. Modern techniques include return on investment, ratio analysis, responsibility accounting, management information systems, PERT/CPM, and management audits. Controlling is an essential function for accomplishing organizational goals, evaluating standards, and motivating employees.
Kingsleys Power Point Presentation on Operations Management.pptxKingsley Aduma
The document discusses key concepts in operations management. It defines operations management as the business function responsible for planning, coordinating, and controlling resources needed to produce products and services. An operations manager is responsible for transforming inputs like materials, labor, and capital into outputs like goods and services. The document outlines various operations management strategies, process types, facility layouts, and techniques for scheduling production, monitoring performance, and controlling processes. It also discusses ways to identify and eliminate waste, manage inventory, and increase productivity in operations.
This document provides an overview of production and operations management. It defines production as the process of transforming inputs into outputs through a set of controlled activities. Operations management is responsible for planning, coordinating, and controlling resources to produce goods and services. The key activities in the production cycle are product design, planning and scheduling, production operations, and cost accounting. The production cycle involves information flowing from one activity to the next. Facility layout planning is important for arranging resources in a way that ensures smooth material flow and maximizes productivity. The main types of layouts discussed are process, product, fixed position, cellular manufacturing, and hybrid layouts.
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.
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.
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.
This document outlines key concepts in production and operations management. It discusses the importance of effective production, including lower costs, higher quality, and responsiveness to customers. Mass, flexible, and customer-driven production systems are compared. The roles of technology in manufacturing are also examined. Other major topics covered include plant location decisions, production planning and control, inventory management, quality control, and ISO standards.
Om lect 01(r0-may08)_operations strategy_mms_bharti_siesvideoaakash15
The document discusses operations strategy and competitive advantage through production functions. It describes how production managers are responsible for key decisions regarding process, quality, capacity, and inventory. These decisions help create wealth for businesses through efficient and effective operations. The document also outlines how production functions interface and integrate with other business functions like marketing, finance, and information to transform inputs into outputs and deliver products and services to customers. Maintaining cost, quality, dependability, and flexibility are described as important factors for enterprise competitiveness.
Ch8 controlling class 12 business studiesPriyanka Rao
Controlling ensures that organizational activities are performed according to plans and resources are used efficiently to achieve goals. The controlling process involves setting standards, measuring actual performance, comparing to standards, analyzing deviations, and taking corrective actions. Traditional controlling techniques include personal observation, statistical reports, break-even analysis, and budget control. Modern techniques include return on investment, ratio analysis, responsibility accounting, management information systems, PERT/CPM, and management audits. Controlling is an essential function for accomplishing organizational goals, evaluating standards, and motivating employees.
Kingsleys Power Point Presentation on Operations Management.pptxKingsley Aduma
The document discusses key concepts in operations management. It defines operations management as the business function responsible for planning, coordinating, and controlling resources needed to produce products and services. An operations manager is responsible for transforming inputs like materials, labor, and capital into outputs like goods and services. The document outlines various operations management strategies, process types, facility layouts, and techniques for scheduling production, monitoring performance, and controlling processes. It also discusses ways to identify and eliminate waste, manage inventory, and increase productivity in operations.
This document provides an overview of production and operations management. It defines production as the process of transforming inputs into outputs through a set of controlled activities. Operations management is responsible for planning, coordinating, and controlling resources to produce goods and services. The key activities in the production cycle are product design, planning and scheduling, production operations, and cost accounting. The production cycle involves information flowing from one activity to the next. Facility layout planning is important for arranging resources in a way that ensures smooth material flow and maximizes productivity. The main types of layouts discussed are process, product, fixed position, cellular manufacturing, and hybrid layouts.
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.
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.
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.
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.
Controlling involves checking current performance against predetermined standards 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 if needed. Various techniques are used for budgetary control, non-budgetary control, productivity management, cost control, purchase control, maintenance control, and quality control. Information technology also aids the controlling process through management information systems.
Controlling involves measuring performance, comparing results to plans, and taking corrective actions. It is an essential and ongoing process that aims to guide actual performance towards expected performance. An ideal control system is suitable, flexible, economical, simple, objective, prompt, forward-looking, suggestive, and motivational. It provides real-time information and preventive control. Traditional control techniques include budgetary control, non-budgetary controls, management by objectives, and productivity management. Control is important for cost control, process control, purchase control, quality control, maintenance control, and planning operations.
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.
Managing costs & mcs by bhawani nandan prasad iim calcuttaBhawani N Prasad
This document provides an overview of managing costs and management control systems. It discusses:
1. The role of cost information in problem solving, record keeping, and directing attention.
2. Changes in the operating environment such as information technology, shortened product lifecycles, and increased customer focus that impact cost management.
3. Classifications of costs including direct vs indirect, variable vs fixed, and historical vs budgeted costs. It also discusses cost objects like products, departments, and specific units that costs can be assigned to.
This document discusses demand forecasting in supply chain management. It defines forecasting as predicting future events and explains its importance for business decisions related to production, inventory, personnel and facilities. There are three forecasting time horizons: short-range up to 1 year, medium-range 3 months to 3 years, and long-range over 3 years. Quantitative methods use historical data and mathematical techniques while qualitative methods rely on intuition for new products and technologies with little data. The seven steps in forecasting are determining use and items, time horizon, models, data collection, making the forecast, and validation. Aggregate planning helps optimize costs and profits by balancing demand forecasts with capacity, inventory, workforce and production levels over multiple time periods.
Demand forecasting is used to predict future demand for products and services. There are short, medium, and long-range forecasts used for production planning, budgeting, and new product development. Qualitative and quantitative methods are used depending on data availability. The aggregate planning process involves determining demand and capacity, developing alternative plans, and selecting the optimal plan to minimize costs while meeting demand and capacity constraints. Accurate demand forecasting is crucial for aggregate planning and supply chain management.
Introduction to Production Planning and control.PraveenManickam2
This document provides an introduction to production planning and control. It discusses key concepts like production planning determining resources needed for future production. Production control reviews progress and ensures plans are followed. The document outlines objectives of production planning like determining needed facilities and layout. It also describes different types of production systems and factors considered in production planning like volume, nature of operations, and relationships between planning and control phases.
Production planning and control (PPC) involves coordinating activities like material control, process planning, and scheduling to systematically plan production. The objectives of PPC include meeting production targets with available resources, providing the right quality and quantity of products, and coordinating departments. PPC functions include material control, process planning, scheduling, dispatching work, and following up on production. There are different types of production systems like job shops, mass production, and batch production. Aggregate production planning coordinates with sales and marketing. Capacity planning matches resources to demand. Master production schedules convert aggregate plans into specific product schedules. Material requirements planning determines material needs. Manufacturing resource planning integrates all resource planning functions. Enterprise resource planning (ERP)
production and operations management(POM) Complete note kabul university
The Introduction to POM, Scope, Role, and Objectives of POM, Operations Mgt. – Concept; Functions
Product Design and its characteristics;
Product Development Process, Product Development Techniques.
OM Unit_ IV.pptxucoxpuxofupupf Fuppfoufuflhlchjllh lhManiMj6
This document discusses aggregate production planning (APP) and related concepts. It defines APP as intermediate term planning to match supply and demand in a cost effective manner. The document outlines the APP process, including determining demand and capacity, developing alternative plans, and selecting the optimal plan. It also discusses how APP relates to master production scheduling (MPS) and materials requirements planning (MRP). MPS translates the aggregate plan into a product-level schedule, while MRP determines material needs based on the MPS and bills of materials.
Operations strategy and startaegic sourcing 0113ashish1afmi
The document discusses various aspects of operations strategy. It covers defining operations strategy and linking it to corporate strategy. It also discusses developing strategies at different time horizons - strategic/long term, tactical/medium term, and operational/short term planning. Key aspects include product/service profiling, implementation of strategies, and adapting strategies to dynamic market conditions. The overall purpose is to effectively manage operations and add value for customers.
Operations management (OM) involves managing processes and systems involved in producing goods and services. Key OM activities include forecasting demand, capacity planning, scheduling, supply chain management, quality assurance, facility location planning, and project management. OM is critical for all organizations as it is involved in at least 50% of all jobs. An operations strategy outlines decisions around products, processes, resources, quality standards, costs, schedules, and delivery times. It involves positioning production systems and setting product/service and production process/technology plans. Productivity and improving it is an important focus of OM.
The document discusses production planning and control over 5 units:
Unit I introduces production planning and control, including its definition, objectives, functions, elements, types of production systems, and factors in product design.
Unit II covers forecasting, its importance and types of forecasting techniques.
Unit III discusses inventory management, including relevant inventory costs, analysis techniques like ABC and VED, economic order quantity model, inventory control systems, and introductions to concepts like MRP, ERP, JIT, and supply chain management.
Unit IV defines routing and scheduling, the difference between them, and scheduling policies and techniques.
Unit V describes dispatching activities and procedures, the need for follow up, and
The document discusses production planning and control over 5 units. Unit 1 introduces production planning and control, including definitions, objectives, functions, elements and types of production systems. It also discusses product design factors. Unit 2 covers forecasting methods, including qualitative and quantitative techniques. Unit 3 discusses inventory management concepts like relevant inventory costs, ABC analysis and economic order quantity model. Unit 4 describes routing and scheduling. Unit 5 presents dispatching functions and the application of computers in production planning and control.
Measuring Long-Run and Nonfinancial Organizational Performancenarman1402
This document discusses measuring organizational performance, both financial and non-financial, in the long-run. It covers the importance of vision and mission statements in guiding long-term objectives. Non-financial measures like throughput, quality, and lead time are important to consider alongside financial metrics. Activity-based management can help optimize processes. Measuring multinational performance is challenging due to differing business environments. The balanced scorecard approach integrates measures across key areas like customers, internal processes, innovation and financials. Sample manufacturing performance indicators are also provided.
PRODUCTION PLANNING AND CONTROL PPC NOTES.pptxshishirrathod1
To understand the various components and functions of production planning and control
To know the recent trends like manufacturing requirement Planning (MRP) and Enterprise
Resource planning (ERP).
To know the importance of selection of material, machines, methods and manpower
The document provides an overview of operations management. It defines operations management as focusing on planning, scheduling, and controlling manufacturing and service operations. It discusses the production process of input, transformation, and output. It also outlines the scope of operations management, including product selection, facilities location, production planning and control, quality management, and more. Finally, it discusses operational, tactical, and strategic decision making in operations management.
Introduction To Operations Management.pptxRiadHasan25
This document provides an overview of operations management. It discusses key topics such as (1) the meaning and functions of operations management, (2) differentiating features of production systems like degree of standardization and type of operation, and (3) the scope of operations management including forecasting, quality control, and more. It also examines the roles and decision-making processes of operations managers as well as historical evolutions and recent trends in the field.
The document summarizes key topics in production and operations management, including the importance of the production function, mass production techniques, production processes, the role of technology, factors in plant location decisions, the jobs of production managers in planning, layout, production control, and quality control, and some common quality standards.
Data Types and variable of C Programming LanguageLAVANYAsrietacin
C has 5 primary data types - character, integer, floating-point, double, and void. The character type stores single characters like letters. Integer stores whole numbers without decimals. Floating-point stores decimal numbers. Double handles very large numeric values beyond the range of integers or floating-point. Void means no value and is used when defining functions. Each data type has a keyword identifier like char for character and int for integer.
This document discusses legal, ethical, and professional issues in information security. It begins by outlining the objectives and outcomes of the lesson, which are to understand these issues. It then provides an overview of security needs like ensuring business continuity, threats like human error and cyber attacks, and how businesses rely on information security to protect functionality, applications, data, and technology assets. Examples of common attacks are also described like malware, backdoors, password cracking, and spoofing. The document emphasizes understanding security needs and threats to make informed decisions about protecting an organization's information.
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.
Controlling involves checking current performance against predetermined standards 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 if needed. Various techniques are used for budgetary control, non-budgetary control, productivity management, cost control, purchase control, maintenance control, and quality control. Information technology also aids the controlling process through management information systems.
Controlling involves measuring performance, comparing results to plans, and taking corrective actions. It is an essential and ongoing process that aims to guide actual performance towards expected performance. An ideal control system is suitable, flexible, economical, simple, objective, prompt, forward-looking, suggestive, and motivational. It provides real-time information and preventive control. Traditional control techniques include budgetary control, non-budgetary controls, management by objectives, and productivity management. Control is important for cost control, process control, purchase control, quality control, maintenance control, and planning operations.
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.
Managing costs & mcs by bhawani nandan prasad iim calcuttaBhawani N Prasad
This document provides an overview of managing costs and management control systems. It discusses:
1. The role of cost information in problem solving, record keeping, and directing attention.
2. Changes in the operating environment such as information technology, shortened product lifecycles, and increased customer focus that impact cost management.
3. Classifications of costs including direct vs indirect, variable vs fixed, and historical vs budgeted costs. It also discusses cost objects like products, departments, and specific units that costs can be assigned to.
This document discusses demand forecasting in supply chain management. It defines forecasting as predicting future events and explains its importance for business decisions related to production, inventory, personnel and facilities. There are three forecasting time horizons: short-range up to 1 year, medium-range 3 months to 3 years, and long-range over 3 years. Quantitative methods use historical data and mathematical techniques while qualitative methods rely on intuition for new products and technologies with little data. The seven steps in forecasting are determining use and items, time horizon, models, data collection, making the forecast, and validation. Aggregate planning helps optimize costs and profits by balancing demand forecasts with capacity, inventory, workforce and production levels over multiple time periods.
Demand forecasting is used to predict future demand for products and services. There are short, medium, and long-range forecasts used for production planning, budgeting, and new product development. Qualitative and quantitative methods are used depending on data availability. The aggregate planning process involves determining demand and capacity, developing alternative plans, and selecting the optimal plan to minimize costs while meeting demand and capacity constraints. Accurate demand forecasting is crucial for aggregate planning and supply chain management.
Introduction to Production Planning and control.PraveenManickam2
This document provides an introduction to production planning and control. It discusses key concepts like production planning determining resources needed for future production. Production control reviews progress and ensures plans are followed. The document outlines objectives of production planning like determining needed facilities and layout. It also describes different types of production systems and factors considered in production planning like volume, nature of operations, and relationships between planning and control phases.
Production planning and control (PPC) involves coordinating activities like material control, process planning, and scheduling to systematically plan production. The objectives of PPC include meeting production targets with available resources, providing the right quality and quantity of products, and coordinating departments. PPC functions include material control, process planning, scheduling, dispatching work, and following up on production. There are different types of production systems like job shops, mass production, and batch production. Aggregate production planning coordinates with sales and marketing. Capacity planning matches resources to demand. Master production schedules convert aggregate plans into specific product schedules. Material requirements planning determines material needs. Manufacturing resource planning integrates all resource planning functions. Enterprise resource planning (ERP)
production and operations management(POM) Complete note kabul university
The Introduction to POM, Scope, Role, and Objectives of POM, Operations Mgt. – Concept; Functions
Product Design and its characteristics;
Product Development Process, Product Development Techniques.
OM Unit_ IV.pptxucoxpuxofupupf Fuppfoufuflhlchjllh lhManiMj6
This document discusses aggregate production planning (APP) and related concepts. It defines APP as intermediate term planning to match supply and demand in a cost effective manner. The document outlines the APP process, including determining demand and capacity, developing alternative plans, and selecting the optimal plan. It also discusses how APP relates to master production scheduling (MPS) and materials requirements planning (MRP). MPS translates the aggregate plan into a product-level schedule, while MRP determines material needs based on the MPS and bills of materials.
Operations strategy and startaegic sourcing 0113ashish1afmi
The document discusses various aspects of operations strategy. It covers defining operations strategy and linking it to corporate strategy. It also discusses developing strategies at different time horizons - strategic/long term, tactical/medium term, and operational/short term planning. Key aspects include product/service profiling, implementation of strategies, and adapting strategies to dynamic market conditions. The overall purpose is to effectively manage operations and add value for customers.
Operations management (OM) involves managing processes and systems involved in producing goods and services. Key OM activities include forecasting demand, capacity planning, scheduling, supply chain management, quality assurance, facility location planning, and project management. OM is critical for all organizations as it is involved in at least 50% of all jobs. An operations strategy outlines decisions around products, processes, resources, quality standards, costs, schedules, and delivery times. It involves positioning production systems and setting product/service and production process/technology plans. Productivity and improving it is an important focus of OM.
The document discusses production planning and control over 5 units:
Unit I introduces production planning and control, including its definition, objectives, functions, elements, types of production systems, and factors in product design.
Unit II covers forecasting, its importance and types of forecasting techniques.
Unit III discusses inventory management, including relevant inventory costs, analysis techniques like ABC and VED, economic order quantity model, inventory control systems, and introductions to concepts like MRP, ERP, JIT, and supply chain management.
Unit IV defines routing and scheduling, the difference between them, and scheduling policies and techniques.
Unit V describes dispatching activities and procedures, the need for follow up, and
The document discusses production planning and control over 5 units. Unit 1 introduces production planning and control, including definitions, objectives, functions, elements and types of production systems. It also discusses product design factors. Unit 2 covers forecasting methods, including qualitative and quantitative techniques. Unit 3 discusses inventory management concepts like relevant inventory costs, ABC analysis and economic order quantity model. Unit 4 describes routing and scheduling. Unit 5 presents dispatching functions and the application of computers in production planning and control.
Measuring Long-Run and Nonfinancial Organizational Performancenarman1402
This document discusses measuring organizational performance, both financial and non-financial, in the long-run. It covers the importance of vision and mission statements in guiding long-term objectives. Non-financial measures like throughput, quality, and lead time are important to consider alongside financial metrics. Activity-based management can help optimize processes. Measuring multinational performance is challenging due to differing business environments. The balanced scorecard approach integrates measures across key areas like customers, internal processes, innovation and financials. Sample manufacturing performance indicators are also provided.
PRODUCTION PLANNING AND CONTROL PPC NOTES.pptxshishirrathod1
To understand the various components and functions of production planning and control
To know the recent trends like manufacturing requirement Planning (MRP) and Enterprise
Resource planning (ERP).
To know the importance of selection of material, machines, methods and manpower
The document provides an overview of operations management. It defines operations management as focusing on planning, scheduling, and controlling manufacturing and service operations. It discusses the production process of input, transformation, and output. It also outlines the scope of operations management, including product selection, facilities location, production planning and control, quality management, and more. Finally, it discusses operational, tactical, and strategic decision making in operations management.
Introduction To Operations Management.pptxRiadHasan25
This document provides an overview of operations management. It discusses key topics such as (1) the meaning and functions of operations management, (2) differentiating features of production systems like degree of standardization and type of operation, and (3) the scope of operations management including forecasting, quality control, and more. It also examines the roles and decision-making processes of operations managers as well as historical evolutions and recent trends in the field.
The document summarizes key topics in production and operations management, including the importance of the production function, mass production techniques, production processes, the role of technology, factors in plant location decisions, the jobs of production managers in planning, layout, production control, and quality control, and some common quality standards.
Data Types and variable of C Programming LanguageLAVANYAsrietacin
C has 5 primary data types - character, integer, floating-point, double, and void. The character type stores single characters like letters. Integer stores whole numbers without decimals. Floating-point stores decimal numbers. Double handles very large numeric values beyond the range of integers or floating-point. Void means no value and is used when defining functions. Each data type has a keyword identifier like char for character and int for integer.
This document discusses legal, ethical, and professional issues in information security. It begins by outlining the objectives and outcomes of the lesson, which are to understand these issues. It then provides an overview of security needs like ensuring business continuity, threats like human error and cyber attacks, and how businesses rely on information security to protect functionality, applications, data, and technology assets. Examples of common attacks are also described like malware, backdoors, password cracking, and spoofing. The document emphasizes understanding security needs and threats to make informed decisions about protecting an organization's information.
This document provides an overview of management principles and organizational behavior theories. It defines management and discusses it as both an art and a science. The document outlines the functions of management including planning, organizing, leading, and controlling. It also discusses different management roles, skills needed by managers, and how the manager's job is changing with a focus on customers and innovation. Various approaches to management like scientific, human relations, and contingency approaches are introduced. The document also summarizes organizational behavior theories like Theory X and Theory Y that describe how employees may behave in organizations.
This document provides an overview of the MG8591 Principles of Management course. It discusses the objectives, outcomes, and content covered in Unit 1 on the introduction to management and organizations. The key topics covered include the definition of management, the evolution of management approaches, types of business organizations, and the functional areas and core functions of management like planning, organizing, staffing, directing and controlling. The document aims to give students a foundational understanding of management as a discipline and practice.
The document provides an overview of the CS8591 COMPUTER NETWORKS course, including its instructor, outcomes, and details on the first unit - Introduction and Physical Layer. Specifically, it outlines the topics that will be covered in the first unit, such as definitions of management, the evolution of management approaches, types of business organizations, and organizational culture and environment.
The document discusses computer networks and data communication. It defines a computer network as a group of interconnected computers that allows sharing of resources and information. The key components of a data communication system are sender, receiver, message, medium, and protocol. Communication can be simplex, half-duplex or full-duplex depending on the direction of data flow. Common network topologies include bus, star, ring and mesh. Local area networks (LANs) connect devices within a building, metropolitan area networks (MANs) span a city, and wide area networks (WANs) encompass large geographic areas or the entire world. The Internet is an example of interconnected networks.
The document discusses various aspects of transport layer protocols:
- It introduces the transport layer and its responsibility for process-to-process delivery between two communicating processes.
- Three main transport layer protocols are discussed: UDP, which provides connectionless and unreliable data transfer. TCP, which provides connection-oriented and reliable data transfer. And SCTP, which provides message-oriented, reliable transfer and supports features like multi-homing.
- Key concepts like multiplexing, demultiplexing, connectionless vs connection-oriented services, ports, and transport layer functions like flow control and error control are explained for each protocol.
This document provides information about the network layer and computer networks course. It discusses topics like network layer services, packet switching, IP addressing, fragmentation, routing, and more. The key points covered are the functions of the network layer including routing, logical addressing, and internetworking. It also describes connection-oriented and connectionless packet switching, delays in packet switching, IPv4 addressing formats, and classful addressing schemes.
This document discusses the data link layer and media access control. It covers topics such as:
- The functions of the data link layer including framing, addressing, error control, and media access control.
- Common data link layer protocols like HDLC, PPP, Ethernet, and IEEE 802.11.
- Link layer addressing using MAC addresses and protocols like ARP.
- Media access control for networks including wired technologies like Ethernet and wireless technologies like IEEE 802.11.
This document discusses various aspects of human behavior in organizational contexts. It covers four elements that influence individual behavior: biographical characteristics, ability, personality, and learning. It then discusses group behavior, including why people join groups, different types of groups, and factors that influence group structure like roles, norms, cohesiveness, and decision-making techniques. The document also addresses motivation theories like Maslow's hierarchy of needs, Herzberg's theory, and Vroom's expectancy theory. It concludes with sections on job enrichment, leadership qualities, and barriers to effective communication.
Organizing is the process of identifying and grouping work, defining responsibilities and authority, and establishing relationships to enable efficient work. It involves division of work, orientation toward goals, and composition of individuals and groups with differentiated functions. The purpose is to achieve goals, optimize resources, facilitate managerial functions, and allow for growth. Formal organization establishes clear structure, authority, and relationships, while informal organization reflects natural human interactions and relationships. Organization charts visually represent structure and relationships. Structure determines task division, resource deployment, and department coordination. [END SUMMARY]
The document discusses various aspects of planning including:
1. Planning identifies goals, formulates strategies to achieve goals, and implements and monitors steps.
2. Planning involves selecting objectives and actions, and requires decision making to choose between alternatives.
3. Effective planning provides direction, reduces risks and waste, and establishes standards for control.
UNIT I INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS.pptxLAVANYAsrietacin
The document provides an overview of management principles and concepts. It defines management, discusses the nature and characteristics of management, and covers the functional areas, objectives, and functions of management. It also examines the evolution of management approaches over time, from scientific management to modern contingency approaches. Various theorists and their contributions are summarized, including Taylor's scientific management principles, Fayol's administrative management principles, and the Hawthorne Studies' findings on social and human factors.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapte...University of Maribor
Slides from talk presenting:
Aleš Zamuda: Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapter and Networking.
Presentation at IcETRAN 2024 session:
"Inter-Society Networking Panel GRSS/MTT-S/CIS
Panel Session: Promoting Connection and Cooperation"
IEEE Slovenia GRSS
IEEE Serbia and Montenegro MTT-S
IEEE Slovenia CIS
11TH INTERNATIONAL CONFERENCE ON ELECTRICAL, ELECTRONIC AND COMPUTING ENGINEERING
3-6 June 2024, Niš, Serbia
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
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6. CONTROLLING
The basic control process involves
three steps:
1. Establishing Standards
2. Measuring performance against
these standards
3. Correcting variations from
standards and plans
8. Critical Point Standards
a. Physical Standards
where materials are used, labor is
employed, services are rendered &
goods are produced
– Labor hours per unit of output
– Pounds of fuel per horse power produced
– Ton-miles of freight traffic carried
– Units of production per machine hour
– Feet of wire per tone of copper
9. COST STANDARDS
• Direct & Indirect cost produced per
unit
• Labor cost per unit or per hour
• Material cost per unit, machine
hour cost
• Selling costs per rupee or unit of
sales
10. CAPITAL STANDARDS
The typical Balance sheet disclose
capital standards
o Standard for New Investment
o Standard for overall control
o Standard for ROI
o Standard for current Assets to current
liabilities
o Standard for debt to net worth
o Standard for fixed investment to total
Investment
Case receivables & payables, notes or
bonds to stock, size and turnover of
inventories
11. Revenue Standards
–Revenue per bus passenger – mile
–Average sale per customer
–Sales per capita in a given market
Program Standards
–To install a variable budget program
–A program for the development of new
products
–Program for improving the quality of
sales force
12. Intangible Standards
What standard can a manager use for
determining the competence of the
divisional purchasing agent or
personnel director?
– Whether public relation program is
successful
– Whether the advertising program meets
both short & Long term objectives
– Are supervisors loyal to company
objectives
14. Real time Information and
Control
–Information about what is happening
while it is happening
–Vacant seat about airlines, super
markets (Sales – data, inventory,
gross profit), Production system
–Real time data is used to measure
performance
15. Future Directed Control
– Forecasts based on latest available
information
Ex. Sales forecast indicating that sales will
be lower than desirable, managers may
develop new plans for advertising, sales
promotion or the introduction of the new
products, in order to improve the sales
forecast.
17. Requirements for feed
forward control
1. Make a through and careful analysis of
the Planning and control system, and
identify the more important input
variables
2. Develop a model of the system
3. Take care to keep the model up to data
4. Collect the data on input variables
regularly and put into the system
5. Regularly access the variations of actual
input data from planned for inputs
19. Requirements for Effective
Controls
Tailoring Controls to plans and Positions
(Control of sales department will defer for finance
department)
– Use budgets, standard hours & costs & Financial
ratios
Tailoring controls to Individual Manager
Designing controls to point up Exceptions at
critical points
Seeking objectivity of controls
Ensuring flexibility of controls
Fitting the control system to the Organizational
Culture
Achieving Economy of controls
Establishing controls that lead to corrective action
20. Controlling Techniques :
BUDGET
Budget is the device for accomplishing
control
– Budget is the formulation of plans for a
given future period in numerical terms
– Budgets are statements of anticipated
results either in financial terms – Expense
& Capital budgets or nonfinancial terms -
labor hours, materials, physical sales
volume, units of Production
24. Dangers in Budgeting
oBudgets are used for planning and
control
oUnfortunately some budgetary
control programs are so complete
and detailed that they become
cumbersome, meaningless, and
unduly expensive.
28. Zero – Base Budgeting
–It is also a type of budgeting
–The idea is divide the enterprise into
“Packages” composed of goals,
activities and needed resources and
then to calculate costs for each
package from the group up.
–It is useful for support areas rather
than to production areas
29. Traditional Non budgetary
control Devices
Statistical data of operations
Special reports analysis of specific
areas
Operational audit
Independent appraisal by a staff of
internal or external auditors
Personal observation such as
managing by walking around
Break even analysis
30. MODERN TECHNIQUES
• Program Evaluation & Review Techniques
(PERT)
• Critical path method(CPM)
• Gantt chart
• benchmarking
38. Information Technology
• MIS provides the communication link
that makes managing possible
• MIS is defined as a formal system of
gathering, integrating, comparing,
analyzing and dispersing information
internal and external to the enterprise
in a timely, effective and efficient.
• Electronic equipment permits fast and
economical processing of huge
amounts of data
39. Expansion of basic data
• In traditional accounting information,
aimed at calculation of profits, has
been of limited value for control
• Managers need all kinds of non
accounting information above the
external environmental such as social,
economic, political and technical
developments
40. Intelligent Services
–To solve the problem of
information overhead, the
establishment of intelligent
services and the development of a
new profession of intelligence
experts.
41. The use of Computers in
Handling Information
• Mainframe Computer
• Mini Computer
• Micro Computer
42. Business Applications
Material Requirements Planning
Manufacturing Resource Planning
Computer – aided control of Manufacturing
machinery
Project costing
Inventory control
Purchasing
Design and Engineering (U.S.Space
Program)
A/Cs receivable & Payable
Pay roll
Capital Budgeting
Financial Planning
44. Applications and Impacts of
Microcomputers
• Budget Preparation
• Graphic Presentation
• Electronic Spread Sheets
• Financial Analyses
• Word Processing
• Simulation Models
• Forecasting
• Electronic Mail
• Tapping into databases
• Time - sharing
45. Challenges created by IT
–Resistance to Computer
Applications
–Speech Recognition Devices (then,
than-to, too & two)
–Telecommuting
–Computer Networks
–Internet
46. Digital Economy
–The internet changing how
business is conducted
• e-mail, e- commerce, e-business,
e-cash, e-travel, e-finance, e-
loan, e-music, e-books & many e-
activities. (Deleting
intermediaries, reducing
distribution costs)
47. 1. Consumer to Business (C2B)
– Flyers can bid for airline tickets through
priceline.com
2. Business to Consumers (B2C)
– One can order books or other items from
amazon.com
3. Consumer to Consumer (C2C)
– Individual can sell items over the web
through eBay
4. Business to Business (B2B)
– These transactions are probably going to
have the greatest impact on the economy
– Ex. G.M & Ford plan to transfer all
purchasing to the web with in next few years
48. M- Commerce
• Development of WAP
(Devices like cell phone, Personal
Digital Assistance)( Palm Pilot)
49. Productivity
–It is the input –output ratio
with in a time period with
due consideration for quality
50. Production Management
– It is used to refer to those activities
necessary to manufacture products.
[purchasing, warehousing, transportation]
Operations Management refers to activities
necessary to produce and deliver a service
as well as a physical product.
51. FACTORS AFFECTING PRODUCTIVITY
• Technology
• Human resources
• Government policy
• Machinery and equipment design
• Skill of the workers
• Capital
• Research and development
• Trade unions
• Raw materials
• Job layout
53. PROBLEMS IN MEASUREMENT OF
PRODUCTIVITY
• Difficulty in measuring output
• Difficulty in measuring inputs
• Factorial productivity
• Changing conditions
• Service sector
• Different periods
• Difficulty in measuring man hours
• Technological change
56. Product and Production
Design
• Create product ideas by searching for
consumer needs and searching the
various alternatives
• Select the product on the basis of
various considerations including data
from market and economic analyses
and make a general feasibility study
• Prepare a preliminary design by
evaluating various alternatives, taking
into consideration reliability, quality
and maintenance requirements.
57. • Reach a final decision by developing,
testing and simulating the process to see
if they work
• Decide whether the enterprise’s current
facilities are adequate or if new or
modified facilities are required
• Select the process for producing the
product, consider the technology and the
methods available
• After the product is designed, prepare the
layout of the facilities to be used, plan the
system of production, and schedule the
various things that must be done.
58. System Design
1. Layout in the order in which the product
is produced or assembled
2. Layout according to the process
employed (E.g. Clinic)
3. Fixed Position layout Ex. Printing Press,
Ships
4. According to the nature of the project Ex.
Bridge – Building or Tunnel
5. Arranged to facilitate the sale of
products Ex. Super market
6. Layout facilitates storage or movement
of products
59. PRODUCTION CONTROL
• Process that keeps an eye on the production
flow and size of resources along with the
location of any deviation from the present
action and to arrange for the prompt
adjustment.
61. Tools and Techniques for
improving Productivity
a) Inventory Planning and Control
= EoQ
D = Demand Per year
S = Setup Costs
H = Inventory holding cost per item, per year
Goal: Optimal Total cost for purchasing or
manufacturing, inventory holding and
shortages
e
Q
H
DS
Qe
2
62.
63.
64.
65.
66. Purchasing /
manufacturing
cost per unit
Inventory cost per
unit
Demand for
product
Distribution of
product
Reorder lead time
Shipping costs
and lead time
Inventory
Model
Purchasing /
manufacturing
Schedule
Shipping Schedule
Inventory
Schedule
Shortage
probabilities
Inputs
Outputs (Planned
events)
Goal Inputs Feedback
measures
67. b) Just – in – Time Inventory System
(Japan)
– Zero Inventory & stockless Production
Requirements
• The quality of the parts must be very
high
• Dependable relationship & smooth
cooperation with suppliers
• Supplier should be located near the
company
68. c) Outsourcing USA & Europe
–Products and operations are
contracted to outside vendors
that have expertise in a particular
area
69. d) Operations Research
It is the application of scientific
methods to the study of
alternatives in a problem situation,
with a view to obtaining a
quantitative basis for arriving at a
best solution
70. e) Value Engineering
Analyzing the operations of the
product/ service, estimating the value of
each operation, and attempting to
improve that operation by trying to keep
costs low at each step or part
71. f) Work Simplification
Process of obtaining the participation
of workers in simplifying their work
Training sessions are conducted to
teach
Time & motion studies
Work flow analyses
Layout of workstation
72. g) Quality Circles
It is a group of people from the
same organizational area, who
meet regularly to solve problems
they experience at work
73. h) Total Quality Management
TQM involves the organization’s long
term commitment to the continuous
improvement of quality – throughout the
organization, and with the active
participation of all members at all levels-
to meet and exceed customers’
expectations.
i) Learn Manufacturing Kaizen, Zero
defects, JIT, Team Management
j) Computer Aided Techniques – CAD,
CAM
74. k) Break Even Analysis
It is a graphical method of analyzing
and understand the relationships
among sales volume, costs and
revenues in any organization.
75. BEP :-
– The level of sales volume to which TR=TC
– After the BEP, the organization begins to
make profits
Margin of safety = Actual Sales – Sales at
BEP
– Large angle of incidence means higher
profits
76. Scope of BEA
1. It shows profit & losses at various
levels of production
2. It gives relationship between revenue
and output
3. Helps in budgeting and profit planning
4. It is a decision making tool in the
hands of Management
77. Productivity
It measures how well an organization is
using its resources in producing its
goods and services
– It is defined as the ratio of output to input
– Greater Productivity leads to greater
profitability
y
Techno
Material
Money
Labour
produced
services
and
Goods
oductivity
log
Pr
78. Productivity Problems
Causes of low productivity
1. Less skilled labor force
2. Less importance to R & D
3. Less ambitious workers
4. Worker’s attitude and loyalty
5. Government policies and
regulation
79. Approaches to improve
Productivity
1. Formulation of objectives
2. Performance against these objective
3. Effective reporting system
4. Reinforcing good performance
5. Knowledge workers
6. Principles and guidelines
7. Recognition of good performance
8. Preparing work modules
9. Emphasizing goals
10.Developing ability to work with people
80. Cost Control
• Cost control can bring immediate savings
and ensure that business remain
competitive in the long term
• Cost control is a continuous process that
begins with the proposed annual budget.
The budget helps
• To organize and coordinate production
and the selling, distribution, service and
administrative functions
• To take maximum advantage of available
opportunities
81. For effective cost control, most
organizations use standard
cost systems, in which the
actual costs are compared
against standard cost for
performance evaluation and the
deviations are investigated for
remedial actions.
82. Steps involved in cost
control
• Investigate procedures to detect
variance of actual costs from budgeted
costs
• Diagnostic procedures to ascertain the
causes of variance
• Corrective procedures to effect
realignment between actual and
budgeted costs
83.
84.
85.
86.
87.
88.
89.
90.
91.
92.
93.
94. Purchase Control
–It provides link between inventory
control system and the accounts
payable system
–It provides a means of recording
purchase orders placed with the
vendors and tracking the orders
through the different phases of the
receiving the product, back ordering
and invoicing
95. Quality Control
• It is concerned with checking and
reviewing work that has been done
• The basic goal of quality control is
to ensure that the products,
services or processes provided
meet specific requirements and are
dependable, satisfactory and
fiscally sound.
96. QC system is designed to
–Provide routine and consistent
checks to ensure data integrity,
correctness and completeness
–Identify and address errors and
omissions
–Document and archive inventory
material and record all QC
activities
98. QC Tools
– To improve the quality of the product
a. Check Sheet : It is used to easily
collect data. Decision making and actions
are taken from the data
b. Pareto Chart : It is used to define
problems, to set their priority, to illustrate
the problems detected and determine
their frequency in process
c. Cause & Effect Diagram : (Fishbone
diagram) is used to figure out any
possible causes of a problem. After the
major causes are known, we can solve
the problem accurately.
99. d) Histogram :
Shows a bar chart of
accumulated data and provides
the easiest way to evaluate the
distribution of data
e) Scatter Diagram :
Is a graphical tool that plots
many data points and shows a
pattern of correlation between
two variables
100. f) Flow Chart :
shows the process step by
step and can sometimes identify
an unnecessary procedure
g) Control Chart :
provides control limits
which are generally three standard
deviations above and below
average, whether or not our
process is in control
101. International
Management
–International business engage in
transactions across national boundaries
–These transactions include transfer of
goods, services, technology, managerial
knowledge and capital to other
countries
–[Exportation, Licensing Agreement,
Management Contracts, Joint Ventures
and strategic alliances & subsidiaries]
102. Advantages of MNC
• Advantages of business opportunities
in many countries
• Raise money for its operations,
throughout the world
• Better access to national resources and
materials may not be available to
domestic firms
• Recruit managers & other personnel
from a world wide labor pool.
103. Challenges in
Multinationals
– Increasing nationalism in many
countries
– Years ago, developing countries lacked
managerial marketing & technical
skills. Now people in developing
countries acquiring those skills
– Government frequently change &
corporations must deal with and adapt
to these changes
104. France
• Government planning on a national
scale i.e helps coordinate the plans of
individual industries and companies
• The government aim is to utilize most
effectively the country’s resources and
to avoid expansion in uneconomic
areas
• At times, the plan becomes a global
strategy helping specific
industries(Electronic)
105. Germany (Authority &
Codetermination)
• In the past benevolent
authoritarianism
• Codetermination which require labor
membership in the supervisory board
and the executive committee of certain
large corporations
• Labor director is elected as a member
of the executive committee
106. Korean Management
– It is simply an extension of Japanese
Management
– Korean Organizations are quite hierarchical, with
family members occupying key positions
– Beyond blood relationships the factors affecting
hiring decisions often include the school
attended it being from the same geographic
region as the top person
– The lead ship style can best be described as top-
down, or autocratic/ Paternalistic
– So the firm adjust quickly to the demands in the
environment
– Life time employment does not prevail
– Labor turnover rates are high
107. Japanese Management
• Life time Employment
• Consensus decision making
(Change & new ideas come primarily from
below)
• Theory X
– Emphasis on interpersonal skills needed for
group interaction
– Emphasis on group decision making,
responsibility remains with the individual
– Emphasis on informal and democratic
relationships based on trust.
– (Now IBM, HP, Dayton – Hudon followed this)
108. Porter’s competitive
advantages of Nations
– He suggests four sets of factors that
contribute to a nation’s well being
First Set :
Nation’s resources, its labor costs & the
skills and education of its people
Second set :
Demand conditions of a nation
• Market size, the way product may be advertized
• Degree of consumer sophistication
109. Third Set :
–Concern for suppliers
– A company prospers when
supporting companies are located in
the same area
Fourth Set :
– Firm’s strategy and structure as well
as rivalry among the competitors
110. Australia
Country’s moralistic stance
and its emphasis on political
and social values, achievement
& risk taking Italians
Italians
• In the environment of low
tolerance for risks
• Very competitive & group decision
making
111. Austria
• Self realization and leadership
• Independence & competitiveness
are valued
• Tolerance for risk taking is low
Britain
Security, resourcefulness,
adaptability and logic
112. Control of overall
Performance
– Profit and loss control
– Control through ROI
Direct Control
To compare the actual output of
goods or services in terms of
quantity, quality, time & cost with
plans
113. Cause of Negative
Deviations from standards
• Uncertainty
• Lack of knowledge, experience or
judgment
Preventive Control
The higher the quality of
managers and their subordinates,
the less will be the need for direct
controls
114. Developing Excellent
Managers
Instilling a willingness to learn
Accelerating Management Development
Planning for Innovation
Measuring and Rewarding Management
Tailoring Information
Expanding Research & Development in
Tools & Techniques
Developing more Managerial Inventions
Creating strong Intellectual leadership