1. PERSPECTIVE MANAGEMENT
Controlling AND
TECHNIQUES OF Controlling
Submitted to: Prof. Dr.Arjita jain
Submitted by:
Varsha Golekar 18
Priyanka joshi 25
Snehal kadu 27
Swarada khaire 35
Supriya Mhatre 46
Priyanka shinde 60

2. MANAGEMENT
“Management is an art of knowing what to do, when to do and see that it is done
in the best and cheapest way”. - F.W. Taylor
According to Henry Fayol, “To manage is to forecast and plan, to organize, to
command, & to control”.
Effectiveness
Efficiency
Getting work
done through
others

3. Collaboration
Team-driven
creativity
Bottom-Up
Control
Imposed
Stiffness
Top-Down
Bottom- Up vs. Top- Down Management

4. Bottom-Up and top-down management
often criticized for
 Lack of clarity
 Lack of Control
Bottom-Up top-down

5. MANAGEMENT FUNCTIONS:
Planning
Organizing
Staffing
Leading
Controlling
Making Things Happen
Meeting the Competition
Organizing People,
Projects, and Processes
Classical
Management Functions
Updated
Management Functions

6. Planning, organizing, co-ordinating, staffing and directing are only preparatory
steps for getting the work done; its only through the process of control that
management is able to maintain the equilibrium between ends and means, output
and effort.
PLANNIG AND CONTROLLING LINK

7. Controlling is one of the managerial functions like planning, organizing ,
staffing and directing. It is an important function because it helps to check the errors and to
take the corrective action so that deviation from standards are minimized and stated goals of
the organization are achieved in desired manner.
It is the process of regulating organizational activities so that actual performance
conforms to expected organizational standards and goals. Thus, controlling means that
managers develop appropriate standards compare ongoing performance against those
standards and take steps to ensure that corrective actions are taken when necessary.

8. IMPORTANCE OF CONTROL
 Achievement of goals
 Execution and revision of plans
 Brings order and discipline
 Facilities decentralization of authority
 Promotion co-ordination
 Cope with uncertainty and change

9. Control is a
positive force
Control is a
positive force
It is a
continuous
process
It is
forward
looking
Delegation
is the key
to control
It is
universal
processIt is
dynamic
process
It is goal-
oriented
It is based
on planning

10. Establish
standards
Measure
performance
Compare
performance
against standards
Maintain the
status quo
Correct the
deviation
Change
standards
Determine need
for corrective
action
21 43

11. EXAMPLE….

12.  Suitable
 Simple
 Selective
 Sound and economical
 Flexible
 Forward Looking
 Reasonable
 Objective
 Responsibility for failures
 Acceptable

14.  Critical or strategic point control:
 Management by exception (MBE)
 benefits
 It saves time.
 It identifies critical problem areas.
 It stimulates communication.
 It reduces the frequency of decision making.
 It leads to concentration of effort on important things.
 It makes use of more knowledge and data.
 It is necessary in big organizations.

16. The kaizen umbrella includes all such
terms aimed at improving labor-
management relations, marketing
practices, supplier relations, in-house
systems and procedures.
Management-oriented kaizen
Group-oriented kaizen:
Individual-oriented kaizen

17.  Effect: Long term and long lasting but not dramatic.
 Pace: Small steps; built around existing facilities and technology.
 Time frame : Continuous and incremental
 Involvement: An ongoing and never-ending process that involves everyone in
the organization.
 Approach: Collectivism, group efforts and systems approach.
 Needs: Needs very little investments but huge efforts to keep it going.
 Orientation : People-oriented and cross-functional approach
 Feedback: Comprehensive feedback offered to all at regular intervals.

18. 5-S
movement
Seiri
seiton
seisoseiketsu
Shitsuke

19.  A budget is a financial plan and a list of all planned expenses and
revenues. It is a plan for saving, borrowing and spending
 BUDGET CONTROLS is methodical control of an organization’s
operations through establishment of standards and target regarding
income expenditure, and a continuous monitoring and adjustment
of performance against them.

20. 1 • TOP DOWN BUDGETING
2 • BOTTOM-UP BUDGETING
3 • ZERO- BASED BUDGETING
4 • FLEXIBLE BUDGETING
5 • BUDGET BASESD ON PERIOD
6 • PERFORMANCE BUDGETING

21.  PERT is a scheduling tool that is essentially a network
of project activities showing estimates of time
necessary to complete each activity and the
sequential relationship of activities that must be
followed to complete a project.
 CPM shows the sequence of events and activities
within a programme evaluation and review technique
network that requires the longest period of time to
complete.

22.  Tasks which must be carried out
 Where parallel activity can be carried out
 The shortest time in which a project can be completed
 Resources needed to achieve a project
 The sequence of activities, scheduling, and timings involved
 Task priorities

23. MIS (management information
system)
 Integrated technique for gathering relevant information from
whatever source it originates and transferring it into usable form for
the decision-makers in management.
1] Management information systems involve three primary
resources: technology, information, and people.
 It is three pronged service
It Minimizes information overload
It Facilitates planning
MIS Encourages Decentralization
It brings Co ordination, It makes control easier

24. JUST IN TIME(JIT)
Just in time (JIT) is the goal being pursued by a good
number of progressive companies which want to bring in
high degree of efficiency in the domain of supply chain
management?
The aim of this approach is to maintain zero or minimum
level of inventory in an organization by synchronizing the
supply of assemblies and equipment from the suppliers
with their demand in the
To achieve that JIT employs following techniques
• Standardization of processes.
• Total productive maintenance.
• Kanban

25.  Integrative philosophy of management for
continuously improving the quality of products
and processes.
TQM functions on the premise that the quality
of products and processes is the responsibility of
everyone who is involved with the creation or
consumption of the products or services offered
by an organization. In other words, TQM capitalizes
on the involvement of management, workforce,
suppliers, and even customers, in order to meet or
exceed customer expectations

26. Here, we have importance and advantages of control process and controlling techniques to
the organization. An organization can follow these kinds of control process techniques for the
betterment of company as well as employees and also to increase the productivity by utilizing
maximum resources with the minimum cost.