SlideShare una empresa de Scribd logo
1 de 58
 
What Is Control? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],Figure 14.1 Adapt to environmental change Limit the accumulation of error Control helps the organization Cope with organizational complexity Minimize costs
[object Object],Figure 14.3 Establish standards Measure performance Compare performance against standards Maintain the status quo Correct the deviation Change standards Determine need for corrective action 2 1 4 3
The Nature of Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Nature of Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Comparing ,[object Object],[object Object],[object Object],[object Object]
Sales Performance Figures for July, Eastern States Distributors Exhibit 18.6
Defining the Acceptable Range of Variation Exhibit 18.5
Controlling for Organizational Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Performance Measures  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Measuring: How and What We Measure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Sources of Information for Measuring Performance Exhibit 18.4
Types of Control Exhibit 18.9
[object Object],Figure 14.4 Preliminary control Focuses on inputs to the organizational system Inputs Transformation Outputs Screening control Focuses on how inputs are being transformed into outputs Postaction control Focuses on outputs from the organiza- tional system Feedback
Tools for Controlling Organizational Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Tools for Controlling Organizational Performance (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Taking Managerial Action ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Taking Managerial Action (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Managerial Decisions in the Control Process Exhibit 18.7
Financial Control ,[object Object],[object Object]
Financial Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Financial Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Financial Control (cont’d) ,[object Object],Table 14.1a
Financial Control (cont’d) ,[object Object],Table 14.1b
Financial Control (cont’d) ,[object Object],Table 14.1c
Tools for Controlling Organizational Performance: Financial Controls ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Popular Financial Ratios Exhibit 18.10a
Popular Financial Ratios Exhibit 18.10b
Benchmarking of Best Practices ,[object Object],[object Object],[object Object],[object Object]
PERT AND CPM   ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Planning–Controlling Link Exhibit 18.2
The End
 
L E A R N I N G  O U T L I N E  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Designing Control Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Performance Measures  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Effectiveness Measures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Popular Industry and Company Rankings Exhibit 18.8
Controlling Organizational Performance ,[object Object],[object Object],[object Object]
Tools for Controlling Organizational Performance: Financial Controls (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Tools for Controlling Organizational Performance: Financial Controls (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Information Controls ,[object Object],[object Object],[object Object],[object Object]
Steps to Successfully Implement an Internal Benchmarking Best Practices Program ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Exhibit 18.11
Contemporary Issues in Control ,[object Object],[object Object],[object Object],[object Object]
Contemporary Issues in Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Workplace Monitoring by Employers Exhibit 18.12 Internet use  54.7% Telephone use  44.0% E-mail messages  38.1% Computer files  30.8% Job performance using video cameras  14.6% Phone conversations  11.5% Voice mail messages  6.8% Source:   Based on S. McElvoy, “E-Mail and Internet Monitoring and the Workplace: Do Employees Have a Right to Privacy?”  Communications and the Law , June 2002, p. 69.
Control Measures for Employee Theft or Fraud Exhibit 18.13 Sources:   Based on A.H. Bell and D.M. Smith. “Protecting the Company Against Theft and Fraud,”  Workforce Online  ( www.workforce.com ) December 3, 2000; J.D. Hansen. “To Catch a Thief,”  Journal of Accountancy , March 2000, pp. 43–46; and J. Greenberg, “The Cognitive Geometry of Employee Theft,” in  Dysfunctional Behavior in Organizations: Nonviolent and Deviant Behavior , eds. S.B. Bacharach, A. O’Leary-Kelly, J.M. Collins, and R.W. Griffin (Stamford, CT: JAI Press, 1998), pp. 147–93.
Workplace Violence Exhibit 18.14 Witnessed yelling or other verbal abuse 42% Yelled at co-workers themselves 29% Cried over work-related issues 23% Seen someone purposely damage  machines or furniture 14% Seen physical violence in the workplace 10% Struck a co-worker 2% Source:   Integra Realty Resources, October-November Survey of Adults 18 and Over, in “Desk Rage.”  BusinessWeek , November 20, 2000, p. 12.
Control Measures for Deterring or Reducing Workplace Violence Exhibit 18.15 Sources:  Based on M. Gorkin, “Five Strategies and Structures for Reducing Workplace Violence,”  Workforce Online  ( www.workforce.com ). December 3, 2000; “Investigating Workplace Violence: Where Do You Start?”  Workforce Online  ( www.forceforce.com ), December 3, 2000; “Ten Tips on Recognizing and Minimizing Violence,”  Workforce Online  ( www.workforce.com ), December 3, 2000; and “Points to Cover in a Workplace Violence Policy,”  Workforce Online  ( www.workforce.com ), December 3, 2000.
Contemporary Issues in Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Service Profit Chain Exhibit 18.16
L E A R N I N G  O U T L I N E  (cont’d)  Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G  O U T L I N E  (cont’d)  Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Control Process ,[object Object],[object Object],[object Object],[object Object]
The Control Process Exhibit 18.3
Why Is Control Important? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Nature of Control ,[object Object],[object Object],[object Object],[object Object]

Más contenido relacionado

La actualidad más candente

Job Analysis & Design
Job Analysis & DesignJob Analysis & Design
Job Analysis & Design
Aastha
 
The nature and significance of control
The nature and significance of controlThe nature and significance of control
The nature and significance of control
Pranav Kumar Ojha
 
360 degree appraisal system
360 degree appraisal system360 degree appraisal system
360 degree appraisal system
Akshay_Mugloo
 
Chapter 18 Foundations Of Control
Chapter 18   Foundations Of ControlChapter 18   Foundations Of Control
Chapter 18 Foundations Of Control
management 2
 
Strategic evaluation
Strategic evaluationStrategic evaluation
Strategic evaluation
Bandri Nikhil
 

La actualidad más candente (20)

Performace evaluation
Performace evaluationPerformace evaluation
Performace evaluation
 
Management control system
Management control systemManagement control system
Management control system
 
Requirements for a effective control system
Requirements for a effective control systemRequirements for a effective control system
Requirements for a effective control system
 
Job Analysis & Design
Job Analysis & DesignJob Analysis & Design
Job Analysis & Design
 
Unit 7 controlling
Unit 7 controllingUnit 7 controlling
Unit 7 controlling
 
Performance Management
Performance ManagementPerformance Management
Performance Management
 
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
ORGANISATIONAL CHANGE & STRESS MANAGEMENTORGANISATIONAL CHANGE & STRESS MANAGEMENT
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
 
The nature and significance of control
The nature and significance of controlThe nature and significance of control
The nature and significance of control
 
360 degree appraisal system
360 degree appraisal system360 degree appraisal system
360 degree appraisal system
 
Performance management
Performance managementPerformance management
Performance management
 
Chapter 18 Foundations Of Control
Chapter 18   Foundations Of ControlChapter 18   Foundations Of Control
Chapter 18 Foundations Of Control
 
Job evaluation methods
Job evaluation methodsJob evaluation methods
Job evaluation methods
 
Strategic evaluation
Strategic evaluationStrategic evaluation
Strategic evaluation
 
Controlling process
Controlling processControlling process
Controlling process
 
Controlling in management
Controlling in managementControlling in management
Controlling in management
 
Job Evaluation Program
Job Evaluation ProgramJob Evaluation Program
Job Evaluation Program
 
Controlling
ControllingControlling
Controlling
 
Performance measurement techniques
Performance measurement techniques Performance measurement techniques
Performance measurement techniques
 
Managerial Control
Managerial ControlManagerial Control
Managerial Control
 
Job design
Job designJob design
Job design
 

Similar a Managerial Control

Chapter 18 Managing Operations Ppt18
Chapter 18 Managing Operations Ppt18Chapter 18 Managing Operations Ppt18
Chapter 18 Managing Operations Ppt18
D
 
MCO 101 Unit 6 Lecture 5
MCO 101 Unit 6 Lecture 5MCO 101 Unit 6 Lecture 5
MCO 101 Unit 6 Lecture 5
Derek Nicoll
 
Final essential of controlling
Final essential of controllingFinal essential of controlling
Final essential of controlling
mamaaaa
 
Robbins9 ppt18
Robbins9 ppt18Robbins9 ppt18
Robbins9 ppt18
umar0007
 

Similar a Managerial Control (20)

Chapter 18 Managing Operations Ppt18
Chapter 18 Managing Operations Ppt18Chapter 18 Managing Operations Ppt18
Chapter 18 Managing Operations Ppt18
 
Controlling
ControllingControlling
Controlling
 
Management Control
Management ControlManagement Control
Management Control
 
System & process 0 f contrilling (chpt 18)
System & process 0 f contrilling (chpt 18)System & process 0 f contrilling (chpt 18)
System & process 0 f contrilling (chpt 18)
 
POM-Unit 5 Controlling.ppt
POM-Unit 5 Controlling.pptPOM-Unit 5 Controlling.ppt
POM-Unit 5 Controlling.ppt
 
MCO 101 Unit 6 Lecture 5
MCO 101 Unit 6 Lecture 5MCO 101 Unit 6 Lecture 5
MCO 101 Unit 6 Lecture 5
 
Final essential of controlling
Final essential of controllingFinal essential of controlling
Final essential of controlling
 
Evaluation and Control.pptx
Evaluation and Control.pptxEvaluation and Control.pptx
Evaluation and Control.pptx
 
Controlling
ControllingControlling
Controlling
 
Evaluation and control in strategic management
Evaluation and control in strategic managementEvaluation and control in strategic management
Evaluation and control in strategic management
 
Robbins9 ppt18
Robbins9 ppt18Robbins9 ppt18
Robbins9 ppt18
 
STRATEGIC MANAGEMENT Evaluation & Control Edited
STRATEGIC MANAGEMENT Evaluation & Control EditedSTRATEGIC MANAGEMENT Evaluation & Control Edited
STRATEGIC MANAGEMENT Evaluation & Control Edited
 
Balance Score Card[1]
Balance Score Card[1]Balance Score Card[1]
Balance Score Card[1]
 
Pms
PmsPms
Pms
 
Pms
PmsPms
Pms
 
Management control system
Management control systemManagement control system
Management control system
 
Principle of management
Principle of management Principle of management
Principle of management
 
Controlling
ControllingControlling
Controlling
 
Chap 17 controlling
Chap 17 controllingChap 17 controlling
Chap 17 controlling
 
EPM lecture
EPM lectureEPM lecture
EPM lecture
 

Último

Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
ZurliaSoop
 
Salient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functionsSalient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functions
KarakKing
 

Último (20)

Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet  PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...Kodo Millet  PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
 
COMMUNICATING NEGATIVE NEWS - APPROACHES .pptx
COMMUNICATING NEGATIVE NEWS - APPROACHES .pptxCOMMUNICATING NEGATIVE NEWS - APPROACHES .pptx
COMMUNICATING NEGATIVE NEWS - APPROACHES .pptx
 
FSB Advising Checklist - Orientation 2024
FSB Advising Checklist - Orientation 2024FSB Advising Checklist - Orientation 2024
FSB Advising Checklist - Orientation 2024
 
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
 
Sensory_Experience_and_Emotional_Resonance_in_Gabriel_Okaras_The_Piano_and_Th...
Sensory_Experience_and_Emotional_Resonance_in_Gabriel_Okaras_The_Piano_and_Th...Sensory_Experience_and_Emotional_Resonance_in_Gabriel_Okaras_The_Piano_and_Th...
Sensory_Experience_and_Emotional_Resonance_in_Gabriel_Okaras_The_Piano_and_Th...
 
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds  in the ClassroomFostering Friendships - Enhancing Social Bonds  in the Classroom
Fostering Friendships - Enhancing Social Bonds in the Classroom
 
REMIFENTANIL: An Ultra short acting opioid.pptx
REMIFENTANIL: An Ultra short acting opioid.pptxREMIFENTANIL: An Ultra short acting opioid.pptx
REMIFENTANIL: An Ultra short acting opioid.pptx
 
Sociology 101 Demonstration of Learning Exhibit
Sociology 101 Demonstration of Learning ExhibitSociology 101 Demonstration of Learning Exhibit
Sociology 101 Demonstration of Learning Exhibit
 
How to Add New Custom Addons Path in Odoo 17
How to Add New Custom Addons Path in Odoo 17How to Add New Custom Addons Path in Odoo 17
How to Add New Custom Addons Path in Odoo 17
 
Micro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdfMicro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdf
 
Salient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functionsSalient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functions
 
Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)
 
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdfUnit 3 Emotional Intelligence and Spiritual Intelligence.pdf
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
 
This PowerPoint helps students to consider the concept of infinity.
This PowerPoint helps students to consider the concept of infinity.This PowerPoint helps students to consider the concept of infinity.
This PowerPoint helps students to consider the concept of infinity.
 
Towards a code of practice for AI in AT.pptx
Towards a code of practice for AI in AT.pptxTowards a code of practice for AI in AT.pptx
Towards a code of practice for AI in AT.pptx
 
General Principles of Intellectual Property: Concepts of Intellectual Proper...
General Principles of Intellectual Property: Concepts of Intellectual  Proper...General Principles of Intellectual Property: Concepts of Intellectual  Proper...
General Principles of Intellectual Property: Concepts of Intellectual Proper...
 
Google Gemini An AI Revolution in Education.pptx
Google Gemini An AI Revolution in Education.pptxGoogle Gemini An AI Revolution in Education.pptx
Google Gemini An AI Revolution in Education.pptx
 
Python Notes for mca i year students osmania university.docx
Python Notes for mca i year students osmania university.docxPython Notes for mca i year students osmania university.docx
Python Notes for mca i year students osmania university.docx
 
On National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan FellowsOn National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan Fellows
 
Plant propagation: Sexual and Asexual propapagation.pptx
Plant propagation: Sexual and Asexual propapagation.pptxPlant propagation: Sexual and Asexual propapagation.pptx
Plant propagation: Sexual and Asexual propapagation.pptx
 

Managerial Control

  • 1.  
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8. Sales Performance Figures for July, Eastern States Distributors Exhibit 18.6
  • 9. Defining the Acceptable Range of Variation Exhibit 18.5
  • 10.
  • 11.
  • 12.
  • 13. Common Sources of Information for Measuring Performance Exhibit 18.4
  • 14. Types of Control Exhibit 18.9
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20. Managerial Decisions in the Control Process Exhibit 18.7
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28. Popular Financial Ratios Exhibit 18.10a
  • 29. Popular Financial Ratios Exhibit 18.10b
  • 30.
  • 31.
  • 34.  
  • 35.
  • 36.
  • 37.
  • 38.
  • 39. Popular Industry and Company Rankings Exhibit 18.8
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47. Types of Workplace Monitoring by Employers Exhibit 18.12 Internet use 54.7% Telephone use 44.0% E-mail messages 38.1% Computer files 30.8% Job performance using video cameras 14.6% Phone conversations 11.5% Voice mail messages 6.8% Source: Based on S. McElvoy, “E-Mail and Internet Monitoring and the Workplace: Do Employees Have a Right to Privacy?” Communications and the Law , June 2002, p. 69.
  • 48. Control Measures for Employee Theft or Fraud Exhibit 18.13 Sources: Based on A.H. Bell and D.M. Smith. “Protecting the Company Against Theft and Fraud,” Workforce Online ( www.workforce.com ) December 3, 2000; J.D. Hansen. “To Catch a Thief,” Journal of Accountancy , March 2000, pp. 43–46; and J. Greenberg, “The Cognitive Geometry of Employee Theft,” in Dysfunctional Behavior in Organizations: Nonviolent and Deviant Behavior , eds. S.B. Bacharach, A. O’Leary-Kelly, J.M. Collins, and R.W. Griffin (Stamford, CT: JAI Press, 1998), pp. 147–93.
  • 49. Workplace Violence Exhibit 18.14 Witnessed yelling or other verbal abuse 42% Yelled at co-workers themselves 29% Cried over work-related issues 23% Seen someone purposely damage machines or furniture 14% Seen physical violence in the workplace 10% Struck a co-worker 2% Source: Integra Realty Resources, October-November Survey of Adults 18 and Over, in “Desk Rage.” BusinessWeek , November 20, 2000, p. 12.
  • 50. Control Measures for Deterring or Reducing Workplace Violence Exhibit 18.15 Sources: Based on M. Gorkin, “Five Strategies and Structures for Reducing Workplace Violence,” Workforce Online ( www.workforce.com ). December 3, 2000; “Investigating Workplace Violence: Where Do You Start?” Workforce Online ( www.forceforce.com ), December 3, 2000; “Ten Tips on Recognizing and Minimizing Violence,” Workforce Online ( www.workforce.com ), December 3, 2000; and “Points to Cover in a Workplace Violence Policy,” Workforce Online ( www.workforce.com ), December 3, 2000.
  • 51.
  • 52. The Service Profit Chain Exhibit 18.16
  • 53.
  • 54.
  • 55.
  • 56. The Control Process Exhibit 18.3
  • 57.
  • 58.