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y GROUP MEMBERS ::
1) Deepti Ramnathkar 2) Rikin Sanghvi 3) Upasana Sanghvi 4) Nikhil Savla 5) Aadit Shah 6) 7)
seeing that everything is being carried out with a plan which has been adopted , the orders which has been given and the principles which has been laid down.
effective system of controls to assist them in making sure that events conform to plans.
The controls used by managers must be designed for
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Ensuring flexibility of controls.
* Controls should remain workable in the face of changed plans, unforeseen circumstances, or outright failures. If controls are to remain effective despite failure or unexpected changes of plans, they must be flexible.
Achieving economy of controls. * Controls must be worth their cost. Although this requirement is simple, it is often difficult to accomplish in practice.
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Fitting the control system to the organizational culture.
* To be most effective, any control system or technique must fit the organizational culture.
Establishing controls that lead to corrective action.
* An adequate system will disclose where failures are occurring and is responsible for them, and it will ensure that some corrective action is taken.
A budgetary control is an important tool in business decisionmaking processes. The control helps corporate executives monitor expense indicators and adjust operating performance accordingly.
1) Variance Analysis
The most common budgetary technique is a comparison of the budget to actual results. This is usually done on a monthly basis, with a summary closing process every quarter. Variances (differences between the budget and actual results) are noted and accounted for. A decision can be made to reduce expenses or reallocate resources.
2) Control Centres Creating, budgetary control centres with business groups. There are four types of responsibility centres: revenue, expense, profit, and investment. These are represented primarily by the income and cash flow statement. Both statements have natural relationships that can be monitored over time to maintain a balance to operations.
3) Forecasting The most important budgetary technique is forecasting, or the ability to set out a detailed plan for the future.
Each manager should prepare detailed plans with targets and resource needs.
These needs should be compared with the overall look to ensure alignment with industry standards.
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IT in Controlling
The developments in IT greatly Facilitate Organizational Control at
Possible.
IT
in &
Hardware, Wireless
and dissemination of data in the form of information needed to carry out the management functions. In a way, it is a documented report of the activities that were planned and executed. As more & more data was stored and linked man began to analyze this information into further detail. Today, MIS is use in Decision support systems, resource and people management applications, Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), project management and database retrieval applications.
uncomfortable to use computers. y Eg :- At kaiser Permanente ,its a Health maintenance Organisation in US where Doctors resisted new information tech.
Speech Recognition devices ::- A way to encourage the use of
computers. y Eg :- This device is used at Call Centers of Airlines ,Telephone Companies ,etc.
Telecommuting ::- It means a Person can work on his Computer
networks. y Eg :- It is use for communication purpose which is done through Chat , Email ,Video Conferencing, etc . concern for security also increases. y * For Security purpose - Encryption can be used & y *Also Firewalls can be used as secured n/w Connections and y * Antivirus s/w to protect against viruses and worms.
Productivity
Definition
The amount of output per unit of input Output = Productivity Input
Productivity Management
Productivity could be considered as a comprehensive measure of how organizations satisfy the following criteria: Objectives: the degree to which they are achieved. Efficiency: how effectively resource are used to generate useful output. Effectiveness: what is achieved compared with what is possible. Comparability: how productivity performance is recorded over time.
Productivity Problems
Productivity implies measurement, which, in turn, is an essential step in the control process. Why it occurs? 1. Variable Quality 2. Poor Work flow 3. High Rework and High Rejects 4. Machine and Equipment Downtime 5. Low Discretionary Effort 6. Lack of Clear Performance Expectations 7. Lack of Feedback
1. Obtain Upper Management Support 2. Create New Organizational Components 3. Plan Systematically 4. Open Communications 5. Involve Employees 6. Measure and Analyze
interrelated system.
Along with techniques for partial control, control devices
have been developed for measuring the overall performance of an enterprise or an integrated division or project within it - against total goals.
division goals
Decentralization of authority Avoid the chaos of semi-independent units Permits measuring an integrated area of managers
Why st c tr l f erf r ce te t e ci l fi
er ll
Financial measurements also summarize as a common denominator of the operation of a number of plans. Further, they accurately indicate total expenditure of resources in reaching goals. This is true in all forms of enterprise. Proper accounting is important not only for business but for government as well.
Controls are necessary to check whether the performance conforms to the plans prepared by the organization.
DIRECT CONTROL
Direct control is carried out once the deviations from
the plans are observed and then steps are taken to rectify them.
unsatisfactory result back to the persons responsible for it and get them to correct their practices.
PREVENTIVE CONTROL
It is based on the idea that most of the negative
measure performance
Application of management fundamentals can be
evaluated
responsibility.
Preventive control may lighten the managerial burden Employees may be motivated to improve themselves