Контроль как функция менеджмента презентация: Презентация по менеджменту на тему «Контроль как функция менеджмента»

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Презентация по менеджменту на тему: «Контроль, как функция менеджмента»
Инфоурок › Другое ›Презентации›Презентация по менеджменту на тему: «Контроль, как функция менеджмента»

Описание презентации по отдельным слайдам:

1 слайд Контроль Описание слайда:

Контроль

2 слайд Определение Контроль – это обеспечение достижения организацией своих целей. С
Описание слайда:

Определение Контроль – это обеспечение достижения организацией своих целей. Стандарты — это конкретные цели, процесс в отношении которых поддается изменению.

3 слайд Основные составляющие процесса контроля Установка стандартов Измерения фактич Описание слайда:

Основные составляющие процесса контроля Установка стандартов Измерения фактически достигнутых результатов Проведения корректировок (по необходимости)

4 слайд
Виды контроля 1. Предварительный 2. Текущий 3. Заключительный Описание слайда:

Виды контроля 1. Предварительный 2. Текущий 3. Заключительный

5 слайд Области использования предварительного контроля 1. Человеческие ресурсы 2. Ма Описание слайда:

Области использования предварительного контроля 1. Человеческие ресурсы 2. Материальные ресурсы 3. Финансовые ресурсы

6 слайд Функции заключительного контроля Заключительный контроль дает руководству орг Описание слайда:

Функции заключительного контроля Заключительный контроль дает руководству организации информацию необходимую для планирования в случае если аналогичные работы предполагают проводить в будущем Заключительный контроль способствует мотивации

7 слайд Модель процесса контроля (по принципу исключения) Планиро- вание Показатель р
Описание слайда:

Модель процесса контроля (по принципу исключения) Планиро- вание Показатель результативности Масштаб допустимых значений Передача данных сотрудникам Оценка значимости информации Сравните результаты со стандартами Пересмотрите стандарты Реалистичны ли стандарты? Достигнуты ли цели? Устраните отклонение Какая причина отклонения? Ничего не предпринимайте да да нет нет

8 слайд Этапы процесса контроля 1. Выработка стандартов и критериев 2. Сопоставления
Описание слайда:

Этапы процесса контроля 1. Выработка стандартов и критериев 2. Сопоставления реальных резервов со стандартами и критериями 3. Принятия необходимых корректировочных действий: — ничего не предпринимать — устранить отклонения — пересмотреть стандарт

9 слайд Благодарю за внимание Описание слайда:

Благодарю за внимание

Благодарю за внимание

Курс повышения квалификации

Благодарю за внимание

Курс профессиональной переподготовки

Педагог-библиотекарь

Благодарю за внимание

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Презентация к уроку на тему: Презентация «Контроль как управленческая функция»

Слайд 1

Контроль как управленческая функция

Слайд 2

Цель учебного занятия: формирование профессиональных знаний о контроле как управленческой функции, развитие ответственности за результаты деятельности, способности адаптироваться к меняющимся обстоятельствам в трудовой деятельности

Слайд 3

«Когда умный человек видит почему он добился успеха, он делает так снова. Когда же он видит свои ошибки, он не повторяет их». И.Цзинь

Слайд 4

Проблема для обсуждения Управленческий контроль – ограничения, исключающие возможность действий, наносящих вред организации или…?

Слайд 5

Пути поиска разрешения проблемы Определить, ЧТО такое управленческий контроль и ДЛЯ ЧЕГО необходимо контролировать? Существуют ли разновидности управленческого контроля? Решить, КАКИМ ОБРАЗОМ следует осуществлять контроль? Какие критерии и способы контроля используются для проверки рабочих показателей?

Слайд 6

Дидактические задачи деятельности: Раскрыть сущность и содержание понятия «контроль» как управленческой функции На основе данных, полученных в результате анализа теории и практики управленческой деятельности разработать модель контроля и сформулировать характеристики эффективного менеджмента Составить технологическую карту I этапа контроля деятельности исполнителей виртуальной организации

Слайд 7

Определения понятию «КОНТРОЛЬ» Контроль – постоянное наблюдение в целях проверки и надзора (С.И. Ожегов. Толковый словарь русского языка) Контроль – процесс установления отклонений от предусмотренных величин и действий людей в хозяйственной деятельности (Майкл Мескон. Основы менеджмента) Контроль – процесс соизмерения (сопоставления) фактически достигнутых результатов с запланированными (С.Смирнов. Управление образовательными системами )

Слайд 8

Основные виды контроля

Слайд 9

Характеристика основных видов контроля Предварительный контроль Текущий контроль Заключительный контроль реализуется в форме определенной политики, процедур и правил применяется по отношению к трудовым, материальным и финансовым ресурсам осуществляется, когда работа уже идет и обычно производится в виде контроля работы подчиненного его непосредственным начальником осуществляется после того, как работа закончена или истекло отведенное для нее время.

Слайд 10

Контроль – процесс, обеспечивающий достижение ЦЕЛЕЙ организации

Слайд 11

Модель процесса контроля

Презентация: Контроль как функция управления

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Функция менеджмента «Контроль» — презентация, доклад, проект
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Планирование, организация, мотивация и контроль как основные функции менеджмента
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90000 PPT — Controlling as a Management Function PowerPoint Presentation, free download 90001 90002 90003 90004 Controlling as a Management Function 90005 • Controlling • A process of monitoring performance and taking action to ensure desired results. • It sees to it that the right things happen, in the right ways, and at the right time. 90006 90007 90008 90003 90004 Controlling as a Management Function 90005 • Controlling • Done well, it ensures that the overall directions of individuals and groups are consistent with short and long range plans.• It helps ensure that objectives and accomplishments are consistent with one another throughout an organization. 90006 90007 90014 90003 90004 Controlling as a Management Function 90005 • Controlling • It helps maintain compliance with essential organizational rules and policies. 90006 90007 90020 90003 90004 Controlling as a Management Function 90005 • Cybernetic Control System • One that is self-contained in its performance monitoring and correction capabilities. (Thermostat) • The control process practiced in organizations is not cybernetic, but it does follow similar principles.90006 90007 90026 90003 90004 The Control Process 90005 • Establish objectives and standards. • Measure actual performance. • Compare results with objectives and standards. • Take necessary action. 90006 90007 90032 90003 90004 Establish Objectives and Standards 90005 • The control process begins with planning and the establishment of performance objectives. • Performance objectives are defined and the standards for measuring them are set. 90006 90007 90038 90003 90004 Establish Objectives and Standards 90005 • There are two types of standards: • Output Standards — measures performance results in terms of quantity, quality, cost, or time.• Input Standards — measures work efforts that go into a performance task. 90006 90007 90044 90003 90004 Measuring Actual Performance 90005 • 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. 90006 90007 90050 90003 90004 Comparing Results with Objectives and Standards 90005 • The comparison of actual performance with desired performance establishes the need for action.• Ways of making such comparisons include: • Historical / Relative / Engineering • Benchmarking 90006 90007 90056 90003 90004 Taking Corrective Action 90005 • Taking any action necessary to correct or improve things. • Management-by-Exception focuses managerial attention on substantial differences between actual and desired performance. 90006 90007 90062 90003 90004 Taking Corrective Action 90005 • Management-by Exception can save the managers time, energy, and other resources, and concentrates efforts on areas showing the greatest need.• There are two types of exceptions: • Problems — below standard • Opportunities — above standard 90006 90007 90068 90003 90004 Effective Controls 90005 The Best Controls in Organizations are • Strategic and results oriented • Understandable • Encourage self-control 90006 90007 90074 90003 90004 Effective Controls 90005 The Best Controls in Organizations are • Timely and exception oriented • Positive in nature • Fair and objective • Flexible 90006 90007 90080 90003 90004 Types of Control 90005 • Preliminary Sometimes called the feedforward controls, they are accomplished before a work activity begins.They make sure that proper directions are set and that the right resources are available to accomplish them. 90006 90007 90086 90003 90004 Types of Control 90005 • Concurrent Focus on what happens during the work process. Sometimes called steering controls, they monitor ongoing operations and activities to make sure that things are being done correctly. 90006 90007 90092 90003 90004 Types of Control 90005 • Postaction Sometimes called feedback controls, they take place after an action is completed.They focus on end results, as opposed to inputs and activities. 90006 90007 90098 90003 90004 Types of Controls 90005 Managers have two broad options with respect to control. • They can rely on people to exercise self-control (internal) over their own behavior. • Alternatively, managers can take direct action (external) to control the behavior of others. 90006 90007 90104 90003 90004 Types of Control 90005 • Internal Controls Allows motivated individuals to exercise self-control in fulfilling job expectations.The potential for self-control is enhanced when capable people have clear performance objectives and proper resource support. 90006 90007 90110 90003 90004 Types of Control 90005 • External Controls It occurs through personal supervision and the use of formal administrative systems. • Performance appraisal systems, compensation and benefit systems, employee discipline systems, and management-by-objectives. 90006 90007 90116 90003 90004 Organizational Control Systems 90005 • Management Processes • Strategy and objectives • Policies and procedures • Selection and training • Performance appraisal • Job design and work structures • Performance modeling, norms, and organization culture 90006 90007 90122 90003 90004 Organizational Control Systems 90005 • 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. 90006 90007 90128 90003 90004 Organizational Control Systems 90005 • Employee Discipline • Discipline is defined as influencing behavior through reprimand. • Progressive Discipline ties reprimand to the severity and frequency of the employee’s infractions. • Positive Discipline tries to involve people more positively and directly in making decisions to improve their behavior. 90006 90007 90134 90003 90004 Immediate 90005 Focus on activity not personality Consistent Informative Occur in a supportive setting Support realistic rules The «Hot Stove Rule» To be Effective Discipline Should be: 90006 90007 90140 90003 90004 Organizational Control Systems 90005 • Information and Financial • Activity -based costing — the true cost of all products and services.• Economic value added — examine the value added by all activities. • Understand the implication of key financial measures of (ratios) organizational performance 90006 90007 90146 90003 90004 Operations Management and Control 90005 • Purchasing • Economic Order Quantity automatic reorder points • Just-In-Time Scheduling 90006 90007 90152 90003 90004 Operations Management and Control 90005 • Project Management • Program Evaluation and Review Technique (PERT) — Identifies and controls the many separate events in complex projects.90006 90007 90158 90003 90004 Operations Management and Control 90005 • Statistical Quality Control • Based on the establishment of upper and lower control limits, that can be graphically and statistically monitored to ensure that products meet standards. 90006 90007.90000 Functions of Management — Planning, Organizing, Staffing, Directing and Controlling 90001 90002 Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.90003 90002 Different experts have classified functions of management. According to 90005 George & Jerry 90006, There are four fundamental functions of management i.e. planning, organizing, actuating and controlling. 90003 90002 According to Henry Fayol, To manage is to forecast and plan, to organize, to command, & to control. Whereas Luther Gullick has given a keyword 90009 POSDCORB 90010 where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting.But the most widely accepted are functions of management given by KOONTZ and O DONNEL i.e. 90009 Planning 90010, 90009 Organizing 90010, 90009 Staffing 90010, 90009 Directing 90010 and 90009 Controlling 90010. 90003 90002 For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the other & each affects the performance of others. 90003 90024 90025 90026 90027 90009 Planning 90010 90030 90002 It is the basic function of management.It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, Planning is deciding in advance — what to do, when to do & how to do. It bridges the gap from where we are & where we want to be. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals.Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc. 90003 90033 90026 90027 90009 Organizing 90010 90030 90002 It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol, To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnel s. To organize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process involves: 90003 90041 90026 Identification of activities. 90033 90026 Classification of grouping of activities. 90033 90026 Assignment of duties. 90033 90026 Delegation of authority and creation of responsibility. 90033 90026 Coordinating authority and responsibility relationships.90033 90052 90033 90026 90027 90009 Staffing 90010 90030 90002 It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & O Donell, Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure.Staffing involves: 90003 90033 90026 90027 90009 Directing 90010 90030 90002 It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals.Direction has following elements: 90003 90002 90009 Supervision- 90010 implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers. 90003 90002 90009 Motivation- 90010 means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. 90003 90002 90009 Leadership- 90010 may be defined as a process by which manager guides and influences the work of subordinates in desired direction.90003 90002 90009 Communications- 90010 is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understanding. 90003 90033 90026 90027 90009 Controlling 90010 90030 90002 It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict deviations before they actually occur.According to 90005 Theo Haimann 90006, Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation. According to Koontz & O Donell Controlling is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished. Therefore controlling has following steps: 90003 90095 90026 Establishment of standard performance.90033 90026 Measurement of actual performance. 90033 90026 Comparison of actual performance with the standards and finding out deviation if any. 90033 90026 Corrective action. 90033 90104 90033 90104 90107 90108 90002 90009 Learn management concepts & skills rapidly with easy to understand, richly illustrated self-paced learning modules & downloadable powerpoint presentations. 90010 90003 90002 Download DEMO Presentation Now !.90003 90115 90002 As a premium member, you get access to view complete course content online and download powerpoint presentations for more than 200 courses in management and skills area. 90003 90118 90107 90107 90027 90009 90010 Authorship / Referencing — About the Author (s) 90030 90125 90126 90127 The article is Written By Prachi Juneja and Reviewed By 90009 Management Study Guide Content Team 90010. MSG Content Team comprises experienced Faculty Member, Professionals and Subject Matter Experts.We are a 90009 ISO 2001 діє до: 2015 Certified Education Provider 90010. To Know more, click on About Us. The use of this material is free for learning and education purpose. Please reference authorship of content used, including link (s) to ManagementStudyGuide.com and the content page url. 90132 90133 90107 90107 .90000 Controlling Function of Management 90001 90002 What is Controlling? 90003 90004 Controlling consists of verifying whether everything occurs in confirmities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions 90005 90004 According to Brech, Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs.90005 90004 According to Donnell, Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course. 90005 90004 Controlling has got two basic purposes 90005 90012 90013 It facilitates co-ordination 90014 90013 It helps in planning 90014 90017 90002 Features of Controlling Function 90003 90004 Following are the characteristics of controlling function of management- 90005 90012 90013 90024 Controlling is an end function- 90025 A function which comes once the performances are made in confirmities with plans.90014 90013 90024 Controlling is a pervasive function- 90025 which means it is performed by managers at all levels and in all type of concerns. 90014 90013 90024 Controlling is forward looking- 90025 because effective control is not possible without past being controlled. Controlling always look to future so that follow-up can be made whenever required. 90014 90013 90024 Controlling is a dynamic process- 90025 since controlling requires taking reviewal methods, changes have to be made wherever possible.90014 90013 90024 Controlling is related with planning- 90025 Planning and Controlling are two inseperable functions of management. Without planning, controlling is a meaningless exercise and without controlling, planning is useless. 90042 Planning presupposes controlling and controlling succeeds planning 90043. 90014 90017 90046 90004 90024 Learn management concepts & skills rapidly with easy to understand, richly illustrated self-paced learning modules & downloadable powerpoint presentations.90025 90005 90004 Download DEMO Presentation Now !. 90005 90053 90004 As a premium member, you get access to view complete course content online and download powerpoint presentations for more than 200 courses in management and skills area. 90005 90056 90057 90057 90057 90002 90024 90025 Authorship / Referencing — About the Author (s) 90003 90064 90065 90066 The article is Written By Prachi Juneja and Reviewed By 90024 Management Study Guide Content Team 90025.MSG Content Team comprises experienced Faculty Member, Professionals and Subject Matter Experts. We are a 90024 ISO 2001 діє до: 2015 Certified Education Provider 90025. To Know more, click on About Us. The use of this material is free for learning and education purpose. Please reference authorship of content used, including link (s) to ManagementStudyGuide.com and the content page url. 90071 90072 90057 90057 .90000 Control as a function of management, Types of control 90001 90002 Control as a control function 90003 90002 Control Types 90003 90006 In the process of managing an enterprise, a lot of situations and uncertainties not provided by the management system arise. To eliminate all deviations from the intended goals, as well as to achieve the planned indicators, a monitoring function is implemented. There is a need for control. Leaders begin to exercise the control function from the very moment when they formulated the goals and tasks, the organization was created.90007 90006 Management control is one of the management functions, without which all other management functions can not be fully realized: planning, organization, coordination and motivation. So, planning should constantly consider real opportunities and changing conditions for the functioning and development of firms. 90007 90006 Control is designed to ensure a correct assessment of the real situation and thereby create the prerequisites for making adjustments to the planned development indicators of both individual units and the entire firm.90007 90006 Control is part of managerial activity, i.e. function of the manager, consisting in the assessment of compliance and the detection of non-compliance with requirements through observation and conclusion, on the basis of appropriate measurements, tests or inspections. 90007 90006 The need for monitoring is due to the following circumstances: 90007 90006 • 90017 90018 warning of errors and problems 90019 90020 that occur when you manage an organization. If they are not corrected in time, mistakes are made in assessing future environmental conditions and people’s behavior.The control function is a management characteristic that allows you to identify problems and adjust the organization’s activities before these problems turn into a crisis situation; 90007 90006 • 90017 90018 maintaining success. 90019 90020 The positive side of control is the support of all successful in the organization. Determining the successes and failures of the organization and their causes, managers are able to quickly adapt the organization to the dynamic conditions of the external environment and thereby ensure the most rapid progress toward the organization’s fundamental goals; 90007 90006 • In order to adequately respond to these changes, the organization needs the 90017 90018 impact assessment mechanism 90019 90020 of these 90017 90018 changes to the management object.90019 90020 90007 90006 In the most general form, 90017 90018 control can be viewed as a measurement process 90019 90020 (90017 90018 mapping 90019 90020) 90017 90018 In fact, there are two options: 90019 90020 90017 90018 match 90019 90020 or 90017 90018 mismatch 90019 actually achieved results with the planned. In the first case, the work corresponds to the plan or other requirements for its implementation. The second requires a decision on the need for correction.90020 90007 90006 In management practice, various 90018 types of control 90019 are used. In general, they can be divided into 90017 90018 four groups: 90019 90020 90007 90006 1) by the time of implementation; 90007 90006 2) the degree of coverage; 90007 90006 3) the timing of the conduct; 90007 90006 4) form of implementation. 90007 90006 Consider 90017 90018 the first group 90019 90020 (90018 by implementation time 90019), which includes: preliminary, current, and final control.90007 90006 90017 90018 Preliminary control 90019 90020 must ensure that the established requirements, rules, procedures and standards are put into practice. For example, preliminary control in terms of material resources is aimed primarily at ensuring compliance of purchased materials or goods with established standards. In terms of labor resources, this control involves careful selection of employees when hiring them for work, taking into account job requirements and their business and personal qualities.In the case of financial resources, preliminary control is carried out mainly through preliminary budgets, which will be discussed below. 90007 90006 90017 90018 Current control 90019 90020 is performed directly during the work. Such control is usually conducted by the head himself, checking the work of subordinates. The current control in the management system is based on feedback. 90007 90006 90017 90018 Final control 90019 90020 is usually done when the work is already done and the results can be compared with the specified ones.Of course, the final control is too late to react to the problems that have arisen in the course of the work. However, it nevertheless allows, first, to take into account these problems in the future when performing (or planning) a similar work and, second, to remunerate employees for the results obtained. 90007 90006 In the process of control, it is extremely important to select the list of parameters to be checked and to set the tasks and the criteria for their fulfillment, perceived by the subordinates.90007 90006 90017 90018 To the second group 90019 90020 (90018 in terms of coverage 90019), the following controls are common (full, continuous) and selective. 90007 90006 90017 90018 General control 90019 90020 assumes a continuous study of production and economic activities, socio-economic process. 90007 90006 90017 90018 Selective control 90019 90020 received the most extensive development in the verification of compliance with technological processes, primarily in the manufacture of large batches of parts, mass production.At its organization methods of statistical quality control are actively used. The essence of this method lies in the fact that specimens of products taken from the batch are subjected to special inspection in the manner specially sampled, and conclusions are made throughout the lot. 90007 90006 90017 90018 Third group 90019 90020 (90018 by date 90019) includes the following types of control: systematic, periodic, single. 90007 90006 90017 90018 Systematic control 90019 90020 is organized in relation to the most important, responsible objects of production and economic activity of the enterprise.It is conducted in a predetermined mode. In this case, the timing of the checks directly depends on the degree of importance of the process. 90007 90006 In ordinary, everyday production and economic activities, 90017 90018 periodic forms of control are used: 90019 90020 check the progress of the output, availability of materials in the warehouse, exit of workers to work. The same group includes statistical reporting. 90007 90006 A special place in management belongs to 90017 90018 one-time control.90019 90020 It is usually carried out by specialized functional bodies and is aimed at comprehensive verification of any particular aspect or all production and economic activities. 90007 90006 90017 90018 In the fourth group 90019 90020 (90018 in the form of implementation 90019), the management specialists distinguish three types of control: financial, administrative and technical control. 90007 90006 90017 90018 Financial control 90019 90020 is carried out by obtaining from each business unit financial statements on the most important economic indicators.At the same time, the focus is on indicators such as the level of profit, production costs and their relation to net sales, the efficiency of capital investments, the provision of own funds, financial condition, etc. 90007 90006 90017 90018 Administrative control 90019 90020 is performed after the economic results are matched to the indicators planned in the current budget: the volume of actual and planned sales is compared; the change in the firm’s share in the market is analyzed, both in general, and by individual products and market segments, the status of the portfolio of orders.At the same time, administrative control is aimed at solving strategic tasks and achieving the goals set by making the most effective use of available resources and is closely related to future planning. 90007 90006 90017 90018 Technical control 90019 90020 is used to check production parameters. It is necessary for the timely elimination of technical problems, checking the condition of the equipment. 90007 90006 90018 The control process 90019 consists of 90018 four interrelated steps 90019: 90007 90006 1) establishment of monitoring objectives — development of standards and criteria; 90007 90006 2) conducting observations and measuring actual results of work; 90007 90006 3) comparison of the actual results with the planned ones; 90007 90006 4) management measures to correct any significant deviations from planned standards.90007 90006 90018 Defining specific control objectives 90019 (90018 first stage 90019) is the establishment of requirements, standards, the degree of approximation to which is measurable. The first stage of the control procedure demonstrates how closely control and planning functions are merged. 90007 90006 90017 90018 Standards 90019 90020 are specific goals whose progress is amenable to change. The standard is a parameter (requirement) that must be met, to satisfy something by its attributes, properties, qualities.Control standards can be specially developed, but often planned or technological indicators are taken for monitoring. 90007 90006 90018 Carrying out observations and measurements — the second stage 90019 of the control process. 90007 90006 To determine how effectively the work is done in reality, the manager must have complete information about the workflow. Therefore, at the second stage of the monitoring process, it is mandatory to conduct observations and measure actual indicators.To measure actual performance indicators, managers usually use the following 90017 90018 information sources: 90019 90020 personal observations, reports (oral, statistical, written). 90007 90006 In order to obtain reliable information about the actual pro 90007.

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