2. PRESENTED BY MALA GUPTA NEHA VERMA PANKAJ SINGH NEERAJ SHARMA AJAY KUMAR

4.  Max Weber a German sociologist is known as The Father of Bureaucracy.  About 1910 he made a study of different types of business and government organisations and distinguished 3 basic types of administration in them  Leader – oriented  Tradition – oriented  Bureaucratic.  Max Weber a German sociologist is known as The Father of Bureaucracy.  About 1910 he made a study of different types of business and government organisations and distinguished 3 basic types of administration in them  Leader – oriented  Tradition – oriented  Bureaucratic.

5. “Management is a process involving planning, organising, staffing, directing, and controlling human efforts to achieve stated objectives in an organisation.”

6. “Controlling is checking current performance against predetermined standards contained in plans, with a view to ensuring adequate progress and satisfactory performance.” E.F.L. Brech “Controlling is checking current performance against predetermined standards contained in plans, with a view to ensuring adequate progress and satisfactory performance.” E.F.L. Brech

7.  Control is a basic function of management  Control relates to people, things and actions  Control is a continuous process  The controlling process aim at taking corrective measures  Controlling on future events  Attainment of goal  Control is a basic function of management  Control relates to people, things and actions  Control is a continuous process  The controlling process aim at taking corrective measures  Controlling on future events  Attainment of goal

8. To find out the time consumed in a certain amount of work To find the available resources and facilities for the performance of different works To find out weather the desired result have been achieved of the desire quality in the standard time or not The main object of controlling to get the work done by a manager from his subordinate according to pre- determine standards To find out the time consumed in a certain amount of work To find the available resources and facilities for the performance of different works To find out weather the desired result have been achieved of the desire quality in the standard time or not The main object of controlling to get the work done by a manager from his subordinate according to pre- determine standards

9.  Adjustment in operation  Verification policy  Managerial responsibility  Psychological pressure  Coordination in action  Organisational efficiency and effectiveness  Protection against risks  Helpful in coordination and motivation  Adjustment in operation  Verification policy  Managerial responsibility  Psychological pressure  Coordination in action  Organisational efficiency and effectiveness  Protection against risks  Helpful in coordination and motivation

10. There are three basic steps in a control process.  Establishing standards  Measuring and comparing actual results against standards  Taking corrective action There are three basic steps in a control process.  Establishing standards  Measuring and comparing actual results against standards  Taking corrective action

11. Desired performance Implementation of correction Corrective action plain Analysis of causes of deviation Actual performance Measurement of performance Comparison of actual and standard Identification of deviation

12.  The control process begins with planning and the establishment of performance objectives.  Performance objectives are defined and the standards for measuring them are set.  The control process begins with planning and the establishment of performance objectives.  Performance objectives are defined and the standards for measuring them are set.

13. There are some standards tend to be following  Physical standards  Cost standards  Revenue standards  Capital standards  Intangible standards  Working practice standards There are some standards tend to be following  Physical standards  Cost standards  Revenue standards  Capital standards  Intangible standards  Working practice standards

14.  Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired.  Without measurement, effective control is not possible.  The comparison of actual performance with desired performance establishes the need for action  Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired.  Without measurement, effective control is not possible.  The comparison of actual performance with desired performance establishes the need for action

15.  To determine the correct causes for deviation. ( poor machinery, inadequate communication system, lack of motivation of subordinates etc.)  The remedial action that should be taken depends on the nature of causes for variation.  To determine the correct causes for deviation. ( poor machinery, inadequate communication system, lack of motivation of subordinates etc.)  The remedial action that should be taken depends on the nature of causes for variation.

16.  Past oriented controls – these are known as past – action controls and measure results after the process. Examples of such controls are most according records inspection of goods and services and area reports etc.  Future oriented controls – these are also known as steering controls or feed – forward controls and are designed to measure results during the process so that can be taken before the job is done on the period is over. Examples of such controls are cash flow and funds flow analysis, networks planning etc.  Past oriented controls – these are known as past – action controls and measure results after the process. Examples of such controls are most according records inspection of goods and services and area reports etc.  Future oriented controls – these are also known as steering controls or feed – forward controls and are designed to measure results during the process so that can be taken before the job is done on the period is over. Examples of such controls are cash flow and funds flow analysis, networks planning etc.

17.  INFORMATION

18. A control system is need for there purposes  To measure progress  To uncover deviations  To indicate corrective action A control system is need for there purposes  To measure progress  To uncover deviations  To indicate corrective action

19.  Suitable  Timely and forward looking  Objective and comprehensible  Flexible  Economical  Prescriptive and operational  Acceptable to organisation members  Reveal exceptions at strategic points  Motivate people to high performance  Suitable  Timely and forward looking  Objective and comprehensible  Flexible  Economical  Prescriptive and operational  Acceptable to organisation members  Reveal exceptions at strategic points  Motivate people to high performance

20.  Control over policies  Control over organisation structure  Control over personnel  Control over wages and salaries  Control over costs  Control over methods and manpower  Control over capital expenditure  Control over service departments  Control over line of products  Control over R & D  Control over foreign operations  Control over external relations  Over all control  Control over policies  Control over organisation structure  Control over personnel  Control over wages and salaries  Control over costs  Control over methods and manpower  Control over capital expenditure  Control over service departments  Control over line of products  Control over R & D  Control over foreign operations  Control over external relations  Over all control

21. These are divided in two types of control techniques 1. Old control techniques 2. New control techniques These are divided in two types of control techniques 1. Old control techniques 2. New control techniques

23. A budget is a statement of anticipated results during a designated time period expressed in financial and non- financial terms.

24. Responsibility accounting can be defined as a system of accounting under which each department head is made responsible for the performance of his department.

25.  Break even analysis is another control device used in business firms.  it involves the use of chart to depict the overall volume of sales necessary to cover costs.  it is that point at which the cost and revenue of the enterprise are exactly equal.  Break even analysis is another control device used in business firms.  it involves the use of chart to depict the overall volume of sales necessary to cover costs.  it is that point at which the cost and revenue of the enterprise are exactly equal.

27.  Financial statements indicate what financial events occurred since the last statement. Depending on the company period covered by a financial statement could be the previous year, previous quarter, or the previous month.

28. Ratio analysis seeks to extract information from a financial statement in a way that will allow an organisations financial performance or condition to be evaluated. The ratios must commonly used by organisations are the following –  Liquidity ratios  Debt ratios  Profitability ratios  Operating ratios Ratio analysis seeks to extract information from a financial statement in a way that will allow an organisations financial performance or condition to be evaluated. The ratios must commonly used by organisations are the following –  Liquidity ratios  Debt ratios  Profitability ratios  Operating ratios

29.  ROI also known as the Du Pont system of financial analysis. this ratio computed on the basis of capital turnover (sales divided by investment) multiplied by earnings as proportion of sales (profit divided by sales).  ROI also known as the Du Pont system of financial analysis. this ratio computed on the basis of capital turnover (sales divided by investment) multiplied by earnings as proportion of sales (profit divided by sales).

30. The following are certain types of reports which are prepared and submitted to the management regularly  Top management report  Sales management report  Production report  Special reports The following are certain types of reports which are prepared and submitted to the management regularly  Top management report  Sales management report  Production report  Special reports

31. 1. INTERNAL AUDITING - internal auditing also called operational control is an effective tool of managerial control. 2. EXTERNAL AUDITING – external auditing is an independent appraisal of the organisation financial accounts and statements. The purpose of it is to ensure that the interests of shareholders and other outside parties connected with the company are safeguard against the malpractices of the management. 1. INTERNAL AUDITING - internal auditing also called operational control is an effective tool of managerial control. 2. EXTERNAL AUDITING – external auditing is an independent appraisal of the organisation financial accounts and statements. The purpose of it is to ensure that the interests of shareholders and other outside parties connected with the company are safeguard against the malpractices of the management.

32. Quality control can be applied at two distinct phases of operations  statistical quality control of an operation in process  Inspection control of raw material semi finished product & finished products Quality control can be applied at two distinct phases of operations  statistical quality control of an operation in process  Inspection control of raw material semi finished product & finished products

33.  A manager can also exercise fruitful control over his subordinates by observing them while they are engaged in work.  Personal observation helps the manager not only in knowing the workers attitude towards work but also in correcting their work and methods.  A manager can also exercise fruitful control over his subordinates by observing them while they are engaged in work.  Personal observation helps the manager not only in knowing the workers attitude towards work but also in correcting their work and methods.

35. PERT/CPM is used either to minimise total time, minimise total cost for a given total time, minimise time for given cost or minimise idle resources.

36. Identification of activities Sequential arrangement of activities Time estimates of activities Network construction Critical path Identification of activities Sequential arrangement of activities Time estimates of activities Network construction Critical path

37.  Human resource accounting is accounting for people as an organisational resource.  It involves measuring the costs incurred by business firms and other organisations to recruit, select, hire, train, and develop human assets.  It also involves measuring the economic valve of people to the organisation.  Human resource accounting is accounting for people as an organisational resource.  It involves measuring the costs incurred by business firms and other organisations to recruit, select, hire, train, and develop human assets.  It also involves measuring the economic valve of people to the organisation.

38. An information system can be any organised combination of people, hardware, software, communication networks, and data resources that collects, transforms, and disestimates information in an organisation.

39. The management functions of planning, and controlling are widely considered to be the best means of describing the manager’s job, as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions.