Control Controlling is determining what is being accomplished, that is , evaluating the performance and , if necessary , applying corrective measures so.

Slides:



Advertisements
Similar presentations
HEALTH PLANNING AND MANAGEMENT
Advertisements

Controlling as a Management Function
Chapter 13: Control processes and systems
Managing Organizational Control
What Is Control? Control
Principles of Management Learning Session # 44 Dr. A. Rashid Kausar.
Organizational Systems Controls
Chapter 18: Controlling – Processes and Systems
Management 11e John Schermerhorn
Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc.
11-1 © 2008 McGraw-Hill Australia Pty Ltd. Power Points t/a Management Foundations: A Pacific Rim Focus 2e by Bartol et al Slides prepared by Rob Lawrence,
Chapter 16 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Bruce R. Barringer University.
What Is Control? Control Control –the process of monitoring activities to ensure that they are being accomplished as planned and of correcting significant.
SYSTEM ANALYSIS AND DESIGN
Reaching Goals: Plans and Controls
Control Chapter 8.
B0H4M CHAPTER 16.
Management 11e John Schermerhorn Chapter 18 Control Processes and Systems.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Reaching Goals: Plans and Controls Today’s smart supervisor.
Cost accounting concepts and objectives Usually there are three management levels The operating management The middle management The executive management.
Chapter 16 – Controlling the Organization
Chapter Sixteen Control: Techniques for Enhancing Organizational Effectiveness.
11-1 Learning Objectives Define organizational control, and describe the four steps of the control process. Identify the main output controls, and discuss.
Control  It consists of seeing that everything is being carried out in accordance with the plan, which has been adopted, the order, which have been given.
Planning in Organizations Why supervisors and managers plan: Knowing what the organization is trying to accomplish helps them set priorities and make decisions.
Conduct the management process; set goals for the business; guide the activities of the business; keep the business moving toward its goals; make things.
Chapter 15, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Controlling.
Controlling as a Management Function Controlling ◦ A process of monitoring performance and taking action to ensure desired results. ◦ It sees to it that.
Organizational Control
Principles of Management
Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 9-1 ©2013 John Wiley & Sons, Inc. All rights reserved. JOHN R. SCHERMERHORN,
The Importance of Control
HSA 171 CAR. 1436/5/10 3  Concept Of Controlling.  Definition.  Controlling Process. 4.
10. INTRODUCTION The last and most important function of management is to control. Issue of orders and instructions to the subordinates does not ensure.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin 15–1 CHAPTER 15 CONTROLLING.
Lim Sei cK.  Controlling is the process by which a person, group, or organization consciously monitors performance and tracks corrective action.
9-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Organizational Control and Culture Organizational Control and Culture 9 9.
PowerPoint Presentation to Accompany Chapter 8 of Management Fundamentals Canadian Edition Schermerhorn  Wright Prepared by:Michael K. McCuddy Adapted.
PowerPoint Presentation to Accompany Management Third Canadian Edition John R. Schermerhorn, Jr. Barry Wright Prepared by: Jim LoPresti University of Colorado,
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al. 10–1 Chapter 10 Controlling.
8-1 Ch.8 – Control, Change and Entrepreneurship 1. Review Ch.8 2. Review Slide Deck and Lecture Notes (canvas) 3. Review opening chapter case – Toyota.
Planning Planning is considered the most important element of the administrative process. The higher the level of administration, the more the involvement.
The process of completing tasks effectively and efficiently through the effort of others; coordinating resources in order to accomplish an organization’s.
Controlling as a Management Function
Organizational Control and Change
MGT 210 Chapter 18: Controlling
9 Organizational Control and Culture.
Unit VII Strategic Evaluation and Control
Controlling as a Management Function
Core Concepts of Management Schermerhorn
Reaching Goals and Objectives
CHAPTER 16 CONTROLLING THE ORGANISATION
Managerial Control Chapter Sixteen.
CHAPTER 6 CONTROLLING.
Chapter 9 Fundamentals of Control
Controlling.
Organizational Control
Chapter 9 Fundamentals of Control
Foundations of Control
What Is Control? Control
Chapter 16: Control Processes and Systems
What Is Control? Controlling The Purpose of Control
Controlling BOH4M.
Chapter 9 Control Processes and Systems
CONTROL A process of measuring and correcting subordinates performance to achieve organizational objectives.
Ch. 8 - Controlling.
THE CONTROL PROCESS Learning Goals
CONTROL A process of monitoring and correcting subordinates performance to achieve organizational goals.
Chapter-3.6 Controlling.
PowerPoint Presentation to Accompany Chapter 8 of Management Fundamentals Canadian Edition Schermerhorn  Wright Prepared by: Michael K. McCuddy Adapted.
Presentation transcript:

Control Controlling is determining what is being accomplished, that is , evaluating the performance and , if necessary , applying corrective measures so that the performance takes place according to plans. It means control is the process that measures current performances and guides them towards some predetermined objectives.

Features of Control Control is a positive force Control is a continuous process Control is forward looking Control process is universal Control process is dynamic Control is based on planning

Importance of control Achievement of goals Execution and revision of plans Brings order and discipline Facilitates decentralization of authority Promotes coordination Cope with uncertainty and change

Steps of control Corrective Feedback Measurement of Actual performance Establishment Of standards Comparison of Actual performance With the standards Corrective Action where required Feedback

Steps of control (cont.) Establishment of standards:- a) Quantitative standard:- Time standard Cost standard Productivity standard Revenue standards

Steps of control (cont.) b) Qualitative standard c) How to set the standards :- a) Before setting the standard , an executive must study the characteristics of the work. b) Executives must consider ordinarily flexible and generally acceptable levels of good performance in terms of work characteristics c) As the nature of work differs with every operation, the characteristics are different and so are the standards. d) Standards are set, thus, depending on the characteristics of the task.

Steps of control (cont.) Measurement of actual performance:- 1) what to measure 2) How to measure 3) How to solve the problem of measurement in less technical and qualitative job? 4) The techniques of measurement:- a) Personal observation b) Sampling c) Managerial accounting and computer science

Steps of control (cont.) 5)When to measure:- Comparison of actual performance with standards. Taking corrective action. Standards Adjustment Measurement Feedback Performance

Types of control Feed forward or Predictive control Concurrent control Feedback control

Types of control (cont.) Feed forward Control prevents anticipated problems most desirable type of control requires timely and accurate information that often is difficult to get Concurrent Control takes place while activity is in progress corrects problem before it becomes too costly best-known form is direct supervision

Types of control (cont.) Feedback control :- -- takes place after the activity is done -- problems may already have caused damage or waste ---- the most popular type of control feedback may be only viable form of control available feedback has two advantages:- provides meaningful information on the effectiveness of planning can enhance employee motivation

Types Of Control Input Output Processes Anticipates problems Feedforward Control Corrects problems as they happen Concurrent Control Corrects problems after they occur Feedback Control

Principles or Guidelines for developing an effective control system Controls should be based on objective and plans Controls must be understandable Controls must be flexible Controls must be economical Controls must be timely Controls must be objective

Principles or Guidelines for developing an effective control system (cont.) Controls should be forward looking Controls should be selective Controls should aim at corrective action Controls should reflect the organization structure and needs