ORGANIZATION AND MANAGEMENT CONTROLLING.pptx

Definition And Controlling Process

1. CONTROLLING

2. Controlling is a management function involves ensuring the work performance of the organizations members are aligned with the organizations values and standards through monitoring, comparing, and correcting their actions .

3. Why we need to Control? To ensure that activities are completed in ways that lead to accomplishment of organizational goals. 

4. What are the Steps in the Control Process?   Comparing the Actual Performance with the standards

5. Establishing standards - This means setting up of the target which needs to be achieved to meet organisational goals eventually. Standards indicate the criteria or performance such as sales, unit produced and cost.

6. Measuring and reporting actual performance -The actual performance of the employee is measured against the target. These include personal observation, statistical reports, oral reports and written report.

7. Comparing the actual performance with standards - Determining the degree of variation between actual performance and the standard.

8. Taking actions - involves the correction of deviations from the set standards. Managers may correct deviations by modifying their plans, by improving the training of employees, by firing inefficient subordinates, or by practicing more effective leadership techniques.

9. Types of Control Feedforward Control- A control that prevents anticipated problems before actual occurrence of the problems Concurrent Control-A control that takes place while the monitored activity is in progress Feedback Control- A control that takes place after an activity is done.

10. Identify the steps of controlling process applicable in the following cases: 1. Ella manager of Halika Food Products is observing the quality of their special Ham. She realises that there is no need for any action to be taken as long as variances are within the acceptable limits. A day later when she comes to work she finds the situation opposite to that of the previous day. This time variance was beyond the acceptable range and needed immediate action. She called her employees and told them that this should not happen again.

11.  2. In a garments company the manager is trying to find out the deviation between the actual number of jeans produced and the desired number. He already knows about the standard as the company has assigned him a definite quantity of jeans to beproduced . __________________________

12.   3. Juan Dela Cruz wants to run his business in a different manner. He wants to set standards to be achieved in both qualitative as well as quantitative terms. He wants to judge the motivation, skill levels and satisfaction of the employees. All these things will require qualitative standards. On the other hand, the company will have to set quantitative standards for the number of units produced.______________________

13. 4. Liza prepares performance report of her sales representatives for the month of May. She gathers all the necessary information to measure performance like the number of unit sold as well as the market share of the product in the market._______________

14. The manager of ABC fries and drinks notice some variances on their collection day by day. The management decided to install CCTV camera to monitor the activity of the store. Upon observation on the actual CCTV footage they find out that there is a fraud commit by the cashier. Immediate the manager call the attention of the concern personnel and corresponding sanction imposed._____________________________  

15. XYZ Company is a large company engaged in assembling of air-conditioners. Recently the company had conducted the ‘Time’ and ‘Motion’ study of their 100 workers in the assembly line. It was concluded that on an average, a worker can assemble ten air-conditioners in a day. The target volume of the company in a day is assembling of 1,000 units of air-conditioners. The company is providing attractive allowances to reduce employee’s turnover and absenteeism. All the workers are happy. Even then the assembling of air-conditioners per day is 800 units only. To find out the reason, the company compared actual performance of each worker and observed through CCTV that some of the workers were busy in gossiping. Immediately corrective actions have been taken by the management and decided to redesign job to avoid employee gossiping.

16. 1. What management function is discussed above? 2. What are the different steps taken by the management of XYZ Company which is related to management function described above?

17. Effective delivery techniques This is a powerful tool in public speaking. It involves varying pitch, tone, and volume to convey emotion, emphasize points, and maintain interest. Pitch variation Tone inflection Volume control Effective body language enhances your message, making it more impactful and memorable. Meaningful eye contact Purposeful gestures Maintain good posture Control your expressions

18. Navigating Q&A sessions Know your material in advance Anticipate common questions Rehearse your responses Maintaining composure during the Q&A session is essential for projecting confidence and authority. Consider the following tips for staying composed: Stay calm Actively listen Pause and reflect Maintain eye contact

19. Speaking impact Your ability to communicate effectively will leave a lasting impact on your audience Effectively communicating involves not only delivering a message but also resonating with the experiences, values, and emotions of those listening 

20. Dynamic delivery Learn to infuse energy into your delivery to leave a lasting impression One of the goals of effective communication is to motivate your audience Metric Measurement Target Actual Audience attendance # of attendees 150 120 Engagement duration Minutes 60 75 Q&A interaction # of questions 10 15 Positive feedback Percentage (%) 90 95

21. Final tips & takeaways Consistent rehearsal Strengthen your familiarity Refine delivery style Pacing, tone, and emphasis Timing and transitions Aim for seamless, professional delivery Practice audience Enlist colleagues to listen & provide feedback Seek feedback Reflect on performance Explore new techniques Set personal goals Iterate and adapt

22. Speaking engagement metrics Impact factor Measurement Target Achieved Audience interaction Percentage (%) 85 88 Knowledge retention Percentage (%) 75 80 Post-presentation surveys Average rating 4.2 4.5 Referral rate Percentage (%) 10 12 Collaboration opportunities # of opportunities 8 10

23. Thank you Brita Tamm 502-555-0152 [email protected] www.firstupconsultants.com