controlling presentation for management.pptx

management presentation

1. CONTROLLING

2. INTRODUCTION : Controlling is an important element of the management process . In addition to pointing out the action needed to accomplish the goals, it provides a record of actual performance. Towards some predetermined goals control directs activities. It is the action of ascertaining that events adapt to plans as closely as possible . It is the process of ascertaining that what ought to be done is being done in addiction to constricting unsuitable action in term of time , cost, quantity and quality

3. DEFINITION : E. F. L Brech :- control is checking current performance against predetermined standards contained in the plans with a view to ensuring adequate progress and satisfactory performance

4. CONTROLLING CONSIST OF THE FOLLOWING ACTIVITES 1. Control over policies of enterprises 2.Contol over organization 3.Control over personnel employed in a concern 4.Control over wages and salaries paid to the employees 5.Control over costs of material , labour ,overhead , etc. 6.Control over capital expenditure 7.Control over production 8.Overall control

5. CHARACTERISTICS OF CONTROL Control is a continuous process Control is forward looking Control process is universal Control involves measurements Control is a influence process

6. Control is a continuous process As long as an organization exist some sort of control is required. Control is dynamic not static.

7. Control is forward looking Control is the nature of following to other functions of management. It involves review of past performance, and one cannot measure the outcome of an event, which has not taken place. But the corrective action decided on the basis of past experience is taken for future.

8. Control process is universal Control process consists of the same elements irrespective of the type of organization or function to be controlled. It is the responsibility of every manager to regulate the ongoing activity and to keep the operations focused towards goal attainment.

9. Control involves measurements Measurement is necessary to control means to check or monitor actual performance, and to keep a watch on activities. It requires measuring results against pre-established targets and receiving the outcomes of activities. But control not only involves checking current performance. It helps to steer events towards targets so as to make things happen. Evaluation and to measurement are the heart of control process.

10. Control is a influence process Control seeks to selective events and to condition behavior. It is designed to curb undesirable trends and to shape the pattern of future events. It includes people to confirm to certain norms and standards.

11. TYPES OF CONTROL SYSTEM Budgeting Internal auditing External auditing Reports Standing orders or limitations Job description Personal observation /supervision Programme evaluation and review technique (PERT) Human resources accounting

12. Budgeting Budget is the heart of administrative management . It serves as a powerful tool of coordination and an effective device for eliminating duplication and wastages.

13. Internal auditing Internal auditing is a control technique performed by an internal auditor who is an employee of the organization

14. External auditing It is an independent appraisal of the organization’s financial accounts and statements. The external auditor is a qualified person who ascertain the annual profit and loss account and prepares a balance sheet after careful examination of the relevant books of accounts and documents.

15. Reports A major part of control consists of preparing reports to provide information to the management for the purpose of control and planning

16. Standing orders or limitations These are also considered as control techniques used by the management.

17. Job description Job description can be considered as a standard set to provide excellent service in view of the objectives of the organization.

18. Personal observation /supervision A manager can also exercise fruitful control over his/her subordinates by observing them while they are engaged in work.

19. Programme evaluation and review technique (PERT) PERT is a useful management tool for planning, coordinating and controlling large, complex projects such as formulation of master budget, construction of buildings, installation of computers and scheduling of closing of books.

20. Human resources accounting The concept of human resources accounting is of recent origin. The personnel involved maintain accounts in the human resource department.

21. ELEMENTS OF A GOOD CONTROL SYSTEM Feedback Objectivity Prompt reporting Forward looking Flexible Hierarchical suitability Economical control Strategic control points Control must be simple to understand Control should focus on workers

22. Feedback It is a process obtaining the information about the process which are already done or going on. It is an important tool to learn from the experience and identify the mistakes and correct them. It helps the organization to meet its goal more effectively.

23. Objectivity The more objective, the better the result is. Appropriate tools must be used to measure the performance of the employees such as their performance, skill, working time, punctuality and discipline.

24. Prompt reporting A good controlling system has prompt reporting where the performance is evaluated and deviations are reported in time. It will help the administration to act quickly.

25. Forward looking The attribute of controlling process will help the manager to predict the deviation and consequences of various activities. It will help the administration to take appropriate measures to prevent adverse effects well ahead.

26. Flexible A good controlling system should be flexible. It should be ready to adapt new technologies, tools and devices for evaluating and monitoring. It must be ready to accept suggestions and instructions from experts.

27. Hierarchical suitability All organizations have organizational hierarchy. Since each manager performs controlling functions at his/her level, the system itself must suit his/her organization’s hierarchy. Every manager must have adequate powers for this purpose and the flow of information for evaluation should be effective.

28. Economical control Appropriate tools and calculation must be used for good financial control . The profit should outweight the expenditure

29. Strategic control points Strategic measures or method s should be used to handle the deviation taking place in the process

30. Control must be simple to understand Sophisticated policies can often make elements of control system difficulty to understand and implement Before lanching controlling measures, managers should first check whether their employees will be able to understand them They should also try to resolve any ambiguities and confusion that may arise later

31. Control should focus on workers An effective control system must focus on workers as well The welfare of workers is very important to ger the maximum output The workers should be Provided with their right and amenities This will motivate them to work better to meet the organisational goals

32. ROLE OF HEAD NURSE IN WARD CONTROL The head nurse is the nursing officer and overall in charge of a ward unit. She/he reports to the medical officer in charger as well as the matron for efficient performance of his /her own duties and those of the nursing personnel placed under his/her charge . THE HEAD NURSE HAS THE FOLLOWING ROLES:- Carrying out the instructions of the medical officers regarding the treatment of patients , observing and recording the progress of treatment and generally assisting the medical officer to achieve his/ her therapeutic aim. M aintaining general cleanliness and cheerful environment for the patients. S upervising care and maintenance of buildings furniture, fitting and arranging the reports through the CNO or medical officer. K eeping the ward equipment in optimum state of readiness by prompt repairs and replacement through condemnation boards .

33. 5. ) Assigning of duties for patient care to the staff working in the ward ,taking into consideration the capabilities of each. 6.) Indenting the collection of various items of medical and Qm and other stores. 7.) Ensuring that all specimen are sent to thelaboratory in time and results collected when due. 8.) maintaining strict control over accounting and distribution of controlled and dangero 9.) Ensuring requisition of diet as per the instructions of the medical officer and making sure that the diets and extras are distributed to patients as per the requisition. 10.) Ensuring that suggicient linen is available in the ward.

34. 11. Maintaining all the registers and documents required in the ward . 12. Supervising all that is happening in the ward to ensure that the patients treatment and recovery are as smooth and pleasant as possible. 13. Training of nursing and other personnel working in the ward.

35. ADVANTAGES OF CONTROL 1.) Control prevents faculty operations and creates a good base for the future and help in taking sound decision 2.) Cntrol systems ensure corrective measures in case the plan activity deviated from orginal designs they also I’m adopting follow up actions 3.) Control systems provide a good opportunity for desentralization of authority 4.) Control beings about coordination in planned activity . 5.) A good control system acts as a disciplinary measures and being about operations efficiency

36. IMPORTANCE OF CONTROLLING 1.) Facilitate decision making T he process performance and standard together Corrective measure involve right decisions as to what and how decorations can be rectified Executive decisions are peiracily control decisions. 2.) Facilitate decentrulization E xecutives wish to decentrolize and delegates authority when there is an efficient system for control. T hey can ascertain through control that the decision taken by subordinates are coherent with delegates authority is being properly utilized 3.) Stimulates action C ontrol provide the basis for further action by spotting and correcting mistakes. They prevent recurrence of mistakes. B y pointing out shortcomings in planning and other functions,control helps to ensure that plans are properly implemented 4.) Enhances employee morale A good control system is vital to the motivation and morale of employees . W orkers do not like a situation that is out of control for it means that they cannot predict what happen to them .

37. 5. Promotes efficiency of operation :- Control contributes to organization efficiency by focusing on the achievements of objectives . They help to measure progress, detect deviation and adjust operations . They .inform the management on whether the objectives are being achieved or not. 6. Promote coordination:- Control Promotes coordination between different units of the organization by providing them unity of direction. A control system stresses upon the ultimate responsibility of managers so that each one of them tries to work in harmony with the others. 7. Psychological pressure:- The existence of control system has a positive impact on the behaviour of employee.

38. PROCESS OF CONTROLLING

39. Establishment of standards: Standards are the benchmarks for judging the performance and processes within an organization. They can be measurable or tangible such as cost, output, expenditure, time and profit. They can be nonmeasurable or intangible such as performance of a manager, deviation of workers and their attitudes towards a concern. 2. Measurement of performance: Based on the standards, the performance and processes should be measured. Appropriate tools such as checklist and Likert scales must be used to check the tangible standards. The measurement should include the structure, process and outcome achievement time to time. The attitude, ethics and values of the employees towards the organizational goal achievement should be asse ssed . 3. Comparison of actual and standard performance: Comparison of actual standards with the planned targets helps the manager to find out positive or negative deviations in structure, process, budget and the achievement of the process in correct magnitude. This will help the managers to take timely corrective measures. If the deviations are minor, they can ignore. Ideal managerial task includes identification of critical deviations with its magnitude and causes. It is important to take remedial measures timely.

40. 4. Taking remedial actions: The corrective measures must be taken by the manager timely, if any mismatch or deviations are found between standards and the current performance. But, if the organization is not able to meet the target goal even after the corrective measures, the manager may have to revise the target. Corrective measures are also a good way of controlling the operations.

41. EFFECTIVE OF CONTROLLING FOCUS ON OBJECTIVES AND NEEDS : - Aim at accomplishing the organizational goals Standards set should be realistic Early detection of deviati deviat , 2. SUGGESTIVE :- Merely pointing out deviations - not enough Lead to corrective actions Check undesirable deviations E.g. - train employees, effective supervision, revisestandards

42. 3. SUITABILITY :- Control techniques - suit nature of activitiesE.g. – Dif ferent control system in a big and small organization 4. SIMPLE : - Simple and easy to understand If complicated confused – poor performance 5. FORWARD LOOKING :- Directed towards future Anticipate future requirements Identify situations that need new plans

43. 6. CONTROL BY EXCEPTION :- Some deviation have greater impact than others Control every activity – not feasible Critical point Control – Control significant deviations only 7. FLEXIBILITY :- Keep pace with changing environment Adaptable to new developments Alternative plans 8. MOTIVATING : - Consider human factor Control work not workers Free not restrict action Prevent mistake not punish Direct contact between controller and the controlled

44. QUALITY MANAGEMENT:- Total quality management (TQM), also referred to as continuous quality improve. ment (CQL), is a philosophy developed by Dr W. Edward Deming. The TOM system was first implemented in the Japanese auto industry following Second World War under the leadership of Dr Deming and was highly successful in the Japanese management system. During the 1980s, health agencies adopted the philosophy of TOM or CQI, which was used to improve the productivity in other industries. Dr Deming used the following principles for TQM (1986): Create a constancy of purpose for the improvement of products and services . Adopt a philosophy of continual improvements. Focus on improving processes, n ot on in spection of products. End the practice of awarding business on price alone; instead, minimize the total cost by working with a simple supplier. Improve constantly every process of planning, producing and service.

45.  Institute job training and retraining. Develop e-leadership in the organization Drive out fear by encouraging employees to participate actively in the process. Foster interdepartmental cooperation and break down barriers between departments. Eliminate slogans, exhortations and targets for the workforce. Focus on quality and not just quantity; eliminate quota systems if they are in place, Promote teamwork rather than individual accomplishments; eliminate the annual rating and merit system. Educate/train employees to maximize personal development. Charge all employees with carrying out the T Q M package.

46. LIMITATION OF CONTROLLING 1. Difficulty in setting quantitative standards: Identifying quantifiablestandards is a difficult process. It is difficult to compare the performance withnonmeasurable standards . .2. No control on external factors: The organization cannot exercise any controlover the external factors which are not under their control such as change inpolicies, government rules and taste of consumers . 3. Resistance from employees: Often employees resist the control systems sincethey consider them as curbs on their autonomy, for example, surveillancethrough closed circuit television (CCTV). 4. Costly affair: Controlling involves a lot of expenditure, time and effort.Appropriate controlling measures include a quality control team, monitoringdevices and structured controlling plan. It is difficult to frame this process insmall organizations and also a costly affair.

47. CONCLUSION : Control is one of the important functions of management. It is closely related 19other functions of management such as planning, organizing, staffing and directing,It is said that planning is the basis, action is the essence, delegation is the key and information is the guide for control. It is the process through which managers ensurethat actual activities conform to the planned activities.

48. Assignment Define controlling. List the techniques of controlling. Discuss any one technique in detail? Define controlling. Describe the controlling process. Discuss the benchmarking technique

49. Bibliography 1. Clement I ,A textbook or management of nursing services and education 3 rd edition;Elsevier P ublication page no: 155-165 2.kumari neelam, A textbook or management of nursing services and education 6 th edition ¡, vikas and compa0ny medical publishers ,punjab page no:- 360-365