Presentation is loading. Please wait.

Presentation is loading. Please wait.

Chapter 9 Fundamentals of Control

Similar presentations


Presentation on theme: "Chapter 9 Fundamentals of Control"— Presentation transcript:

1 Chapter 9 Fundamentals of Control
John R. Schermerhorn, Jr. Daniel G. Bachrach Introduction to Management 13th edition Chapter 9 Fundamentals of Control

2 Planning Ahead — Key Takeaways
Identify the types of controls used by managers and the reasons for them. List and describe the steps in the control process. Explain the use of common control tools and techniques. Copyright ©2015 John Wiley & Sons, Inc.

3 Chapter 9 Outline Managerial Control The Control Process
Importance of controlling Types of controls Internal and external control The Control Process Establish objectives and standards Measure actual performance Compare results with objectives Take corrective action Copyright ©2015 John Wiley & Sons, Inc.

4 Chapter 9 Outline Control Tools and Techniques
Project management and control Inventory control Breakeven analysis Financial controls Balanced scorecards Copyright ©2015 John Wiley & Sons, Inc.

5 Why and How Managers Control
Controlling The process of measuring performance and taking action to ensure desired results Has a positive and necessary role in the management process Ensures that the right things happen, in the right way, at the right time Benefit: Organizational learning (Example: After-action review) Copyright ©2015 John Wiley & Sons, Inc.

6 Figure 9.1 The role of controlling in the management process
Copyright ©2015 John Wiley & Sons, Inc.

7 Why and How Managers Control
Feedforward controls Employed before a work activity begins Ensures that: Objectives are clear Proper directions are established Right resources are available Goal is to solve problems before they occur Copyright ©2015 John Wiley & Sons, Inc.

8 Why and How Managers Control
Concurrent controls Focus on what happens during work process Monitor ongoing operations to make sure they are being done according to plan Goal is to solve problems as they occur Copyright ©2015 John Wiley & Sons, Inc.

9 Why and How Managers Control
Feedback controls Take place after work is completed Focus on quality of end results Goal is to solve problems after they occur and prevent future ones Copyright ©2015 John Wiley & Sons, Inc.

10 Figure 9.2 Feedforward, concurrent, and feedback controls
Copyright ©2015 John Wiley & Sons, Inc.

11 Why and How Managers Control
Internal and external control Internal control Allows motivated individuals and groups to exercise self-discipline in fulfilling job expectations External control Occurs through personal supervision and the use of formal administrative systems Copyright ©2015 John Wiley & Sons, Inc.

12 Why and How Managers Control
Self-control Internal control that occurs through self-discipline in fulfilling work and personal goals and responsibilities Copyright ©2015 John Wiley & Sons, Inc.

13 Why and How Managers Control
Bureaucratic control Influences behavior through authority, policies, procedures, job descriptions, budgets, and day-to-day supervision Clan control Influences behavior through norms and expectations set by the organizational culture Copyright ©2015 John Wiley & Sons, Inc.

14 Why and How Managers Control
Market Control Influence of market competition on the behavior of organizations and their members Copyright ©2015 John Wiley & Sons, Inc.

15 Figure 9.3 Four steps in the control process
Copyright ©2015 John Wiley & Sons, Inc.

16 The Control Process Step 1 — establishing objectives and standards
Output standards Measure performance results in terms of quantity, quality, cost, or time Input standards Measure effort in terms of amount of work expended in task performance Copyright ©2015 John Wiley & Sons, Inc.

17 The Control Process Step 2 — measuring actual performance
Goal is accurate measurement of actual performance results and/or performance efforts Must identify significant differences between actual results and original plan Effective control requires measurement Copyright ©2015 John Wiley & Sons, Inc.

18 The Control Process Step 3 — comparing results with objectives and standards Need for action = Desired Performance – Actual Performance Comparison methods: Historical comparison Relative comparison Engineering comparison Copyright ©2015 John Wiley & Sons, Inc.

19 The Control Process Step 4 — taking corrective action
Taking action when a discrepancy exists between desired and actual performance Management by exception Giving attention to situations showing the greatest need for action Types of exceptions Problem situation Opportunity situation Copyright ©2015 John Wiley & Sons, Inc.

20 Control Tools and Techniques
Project Management Overall planning, supervision, and control of projects Projects – unique one-time events that occur within a defined time period Gantt chart – graphic display of scheduled tasks required to complete a project CPM/PERT – combination of the critical path method and program evaluation and review technique Copyright ©2015 John Wiley & Sons, Inc.

21 Gantt Chart Copyright ©2015 John Wiley & Sons, Inc.

22 CPM/PERT CHART Copyright ©2015 John Wiley & Sons, Inc.

23 Control Tools and Techniques
Inventory control Ensures that inventory is only big enough to meet immediate needs Economic order quantity Places new orders when inventory levels fall to predetermined points Just-in-time scheduling Routes materials to workstations just in time for use Copyright ©2015 John Wiley & Sons, Inc.

24 Control Tools and Techniques
Breakeven analysis Breakeven point Occurs where revenues just equal costs Performs what-if calculations under different revenue and cost conditions Copyright ©2015 John Wiley & Sons, Inc.

25 Figure 9.4 Use of breakeven analysis to make informed “what-if” decisions
Copyright ©2015 John Wiley & Sons, Inc.

26 Figure 9.5 Basic foundations of a balance sheet and income statement
Copyright ©2015 John Wiley & Sons, Inc.

27 Control Tools and Techniques
Basic Financial Ratios Liquidity The ability to generate cash to pay bills Leverage The ability to earn more in returns than the cost of debt Asset management The ability to use resources efficiently and operate at minimum cost Profitability The ability to earn revenues greater than costs Copyright ©2015 John Wiley & Sons, Inc.

28 Control Tools and Techniques
Balanced Scorecard Factors used to develop scorecard goals and measures: Financial performance Customer Satisfaction Internal process improvement Innovation and learning Copyright ©2015 John Wiley & Sons, Inc.


Download ppt "Chapter 9 Fundamentals of Control"

Similar presentations


Ads by Google