“PUBIC LICE“

(CRABS)

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 WHAT IS PUBIC LICE?

* Pubic lice – also known as Crabs – are small

parasites that attach to the skin and hair near
your genitals. Crabs aren’t dangerous and they
usually pretty easy to get rid of it.

* Pubic lice are tiny insects that live on humans,

usually in the pubic hair. Infestation with pubic
lice can cause severe itching.
. * It is caused or transmitted by crab liceThewhich
types of control.
1. The co
are known as pediculosis pubis or phthiriasis
pubis.

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 How do we get infected?
* Unprotected Sexual intercourse with infected partner.

* Body contact with person who is infected either through

kissing and hugging.

* Sharing of Clothes beddings, towels and other materials

with person(s) who is infected.

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 How to prevent pubic lice infestations?
* To prevent a pubic lice infestation, you should avoid sharing
clothes, bedding, or towels with anyone who has pubic lice.
Sexual contact should also be avoided until treatment is
complete and successful.
* Once you’ve been diagnosed with pubic lice, you must
inform all current and past sexual partners so that they can
be treated as well.

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 Treatment for Pubic lice

* Wash the infested area; towel dry.

* All bedding, towels, and clothing that

may have been exposed should be thoroughly washed or
dry cleaned, and your home should be vacuumed.

* Put on clean
underwear and clothing after treatment.

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 Once Again?

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 PROCESSSTEPS IN CONTROL

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HOW TO MEASURE

1. Personal observation
2. Statistical reports
3. Oral reports
4.Written reports

How to compare:
Comparing step determines the degree of variation between actual
performance and the standard.
 TAKING MANAGERIAL ACTION

1.Do nothing.
2.Correct the actual performance
3.Revise the standard.

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 TYPES OF CONTROL

1. Feed forward Control – control that prevents anticipated problems. It is future

directed more proactive. This type of control requires timely and accurate
information that is often difficult to produce.

2. Concurrent Control – Control that occurs while the activity is in progress. The
best known form of concurrent control is direct supervision.
3. Feedback Control- control imposed after an action has occurred. Financial
statement is some example. The downside of this type of control is the damage
is already done.
4. Management by walking around (MWBA)- a control technique in which the
manager goes out in the work area, interacting directly with employees
and exchanging information.

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 FIGURE 2

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QUALITIES OF EFFECTIVE CONTROL SYSTEM

1.Accuracy
2.Timeliness
3.Economy
4.Flexibility
5.Understandability
6.Reasonable criteria
7.Focus on exceptional
8.Multiple criteria
9.Corrective action
 CHARACTERISTICS OF DESIGNING EFFECTIVE CONTROL

1. Control at all levels in the business

2. Acceptability to those who will enforce decisions
3. Flexibility
4. Accuracy
5. Timeliness
6. Cost effectiveness
7. Understandability
8. Balance between objectivity and subjectivity
9. Coordinated with planning , organizing and leading

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 DYSFUNCTIONAL CONSEQUENCE OF CONTROL

1. Game playing- control is something to be beaten a game between the boss and
me and I want to win.
2. Resisting control- a blue flu reaction too much to control.
3. Providing In accurate Information- a lack of understanding of why the
information is needed and important leading to “you want numbers we will
give you numbers.”
4. Following rules to the letter- people following dumb and unprofitable rules in
reaction to do as I say.
5. Sabotaging – stealing, discrediting other workers, chasing customers away,
gossiping about the firm to people in the community.
6. Playing one manager off against another- exploiting lack of communication
among managers, asking a second manager for a second opinion.

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 CONTROLLING AS MANAGEMENT FUNCTION

A process of monitoring performance in taking action to

ensure desired results.

Done well it ensures that the overall directions of

individuals and groups are consistent with one another
throughout an organization.

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 CYBERNETIC CONTROL SYSTEM

One that is self-contained its performance monitoring and

correction capabilities
The control process practiced in organization is not
cybernetic but it does follow similar principles.
The control process
Establish objectives and standard
Measure actual performance
Compare results with objectives and standard
Take necessary action

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 • Establish Objectives and Standard
The control process begins with planning and the
establishment of performance objectives.

• Performance objectives- are defined and the standards for

measuring them are set.

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 MEASURING ACTUAL PERFORMANCE

• 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.

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 COMPARING RESULT WITH OBJECTIVES AND STANDARD

The comparison of actual performance with desired

performance stablishes the need for action
Ways of making such comparisons include: historical,
relative, engineering
Benchmarking

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 MANAGEMENT BY EXCEPTION

• Focuses managerial attention on substantial differences

between actual and desired performance.
• Two types of exception:

• Problems- below standard

• Opportunities- above standard

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 EFFECTIVE CONTROLS

• The best controls in organizations are strategic and results oriented:

 Understandable
 Encourage Self Control

• The best controls in organizations are timely and exception

oriented:
 Positive in nature
 Fair and objective
 Flexible

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 TYPES OF CONTROL

• Preliminary- sometimes called feedforward controls, they

are accomplished before a work activity begins.
• Concurrent-focus on what happens during the work
process. Sometimes called steering controls.

• Post action- sometimes called feedback controls, they take

place after an action is completed. They focus on end results,
as opposed to inputs and activities.

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 MANAGERS HAVE TWO BROAD OPTIONS IN CONTROL

• Internal control- allows motivated individuals to exercise

self control in fulfilling a job expectations.

• External control- It occurs through personal supervision

and the use of formal administrative systems.

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 ORGANIZATIONAL CONTROL SYSTEM

Management processes
Strategy and Objectives
Policies and procedures
Selection and training
Performance appraisal
Job design and work structure
Performance modeling, norms and organizational culture

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 COMPENSATION AND BENEFITS

Attract talented people and retain them

Motivate people to exert maximum effort in their work
Recognize the value of their performance contributions

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 EMPLOYEE DISCIPLINE

Discipline is defined as influencing behavior through

reprimand.
Progressive discipline ties reprimand to the severity and
frequency of the employees infractions
Positive discipline tries to involve people more positively
and directly in making decisions to improve their behavior.
• The “hot stove rule”

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 TO BE EFFECTIVE DISCPLINE SHOULD BE [hot stove rule]

Immediate
Focus on activity not personality
Consistent
Informative
Occur in supporting setting
Support realistic rules

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 OPERATIONS MANAGEMENT CONTROL

Purchasing
Economic order quality
Automatic reorder points
Just in time scheduling

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 PROJECT MANAGEMENT

• Project Management- Program Evaluation and Review

Technique (PERT)-Identifies and controls the many
separate events in complex projects.
• Statistical Quality Control- Based on the establishment
upper and lower control limits , that can be graphically and
statistically monitored to ensure that products meet
standard.

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 HIERARCHY OF CONTROLS

• Strategic control- control mechanism complements plans at all

levels.
• Tactical Control-Managers at all level such as division heads are
concerned with more restrictive controls that match their planning
responsibilities.
• Operational control-are perhaps more obvious than others because
first line supervisors spend a relatively greater amount of time
controlling a firms activities than other managers do.

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 Questions

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 INSIGHTS

1.CONTROLLING is the right track to achieve

organizational goals.
2.Enables management judging Accuracy of
Standards.
3. Helps improving employee motivation.

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 SUMMARY

• CONTROL is an essential function of management in every

organization . The Management process is incomplete and
sometimes useless without the control function.

• Control plays an important role in helping managers detect

irregularities identify opportunities , handle complex
situations, decentralized authority, minimize cost and cope
with uncertain.

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 THANK YOU!

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