1. BASIC CONTROL PROCESS ESTABLISHMENT OF STANDARDS
MEASUREMENT OF PERFORMANCE
CORRECTION OF DEVIATIONS

2. CRITICAL-POINT STANDARDS
PHYSICAL STANDARDS
COST STANDARDS
CAPITAL STANDARDS
REVENUE STANDARDS
PROGRAM STANDARDS
INTANGIBLE STANDARDS
GOALS AS STANDARDS

3. BENCHMARKING STRATEGIC BENCHMARKING OPERATIONAL BENCHMARKING
MANAGEMENT BENCHMARKING
DESIRED
PERFORMANCE
ACTUAL
MEASURE OF
PERFORAMNCE
COMPARE
ACTUAL Vs
STANDARDS
IDENTIFICATION OF
DEVIATIONS
ANALYSIS OF
CAUSES OF
PROGRAMME OF
CORRECTIVE
ACTIONS
IMPLEMENTATION
CORRECTION
CONTROL AS A FEEDBACK SYSTEM

4. REAL-TIME INFORMATION AND CONTROL
Real-time information for real-time control
On-line control
Off-line control
FEEDFORWARD OR PREVENTIVE CONTROL
Control is something that regulates the input for a desired output
Speed control in a vehicle
Feedforward Vs Feedback
Requirements for a feedforward control Analyse and identify the more important variables -Develop a model of the system Update the model by changing their input variables and their relationships -Collect the input data Compare with end result Take corrective actions

5. CONTROL OF OVERALL PERFORMANCE
Financial records for Overall performance
Total revenue
Profit
PROFIT AND LOSS CONTROL
The nature and purpose of profit and loss controls
Limitations of profit and loss control

6. CONTROL OF OVERALL PERFORMANCE
Financial records for Overall performance
Total revenue
Profit
PROFIT AND LOSS CONTROL
The nature and purpose of profit and loss controls
Limitations of profit and loss control

7. CONTROL THROUGH RETUN ON INVESTMENT
MANAGEMENT AUDITS AND ACCOUNTING FIRMS
BUREAUCRATIC AND CLAN CONTROLS
Bureaucratic rules, regulations, policies, procedures and formal authority requires standard tasks
Clan control based on norms, shared values, expected behaviours and organization culture

8. REQUIREMENTS FOR EFFECTIVE CONTROLS
Tailoring controls to plans and positions
Tailoring controls to individual managers
Designing controls to point up exceptions at critical points
Seeking objectivity of controls
Ensuring flexibility of controls
Fitting the control system to the organizational culture
Achieving economy of controls
Establishing controls that lead to corrective action

9. CONTROL TECHNIQUES AND IT
The device for accomplishing control
BUDGETING
Formation of plans
Dangers in budgeting budgets often control the wrong things -they don’t address the quality of products and customer satisfaction
Zero based budgeting