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Controling: Prof. Manoj Mishra, Cnlu, Patna

This document discusses the concepts of control and controlling in management. It defines control as the measurement and correction of performance to ensure that organizational objectives and plans are attained. It distinguishes between strategic control, which focuses on direction and the future, and operational control, which focuses on performance and resource allocation in the present. The document outlines several factors that differentiate strategic and operational control, including their basic outlook, aim, main concern, time horizon, who exercises control, and main techniques used. It concludes by explaining the importance of control for adjustment of operations, policy verification, managerial responsibility, coordination, organizational efficiency, flexibility, monitoring, and as a mechanism for delegation while still maintaining responsibility.

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Vikram Aditya
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46 views10 pages

Controling: Prof. Manoj Mishra, Cnlu, Patna

This document discusses the concepts of control and controlling in management. It defines control as the measurement and correction of performance to ensure that organizational objectives and plans are attained. It distinguishes between strategic control, which focuses on direction and the future, and operational control, which focuses on performance and resource allocation in the present. The document outlines several factors that differentiate strategic and operational control, including their basic outlook, aim, main concern, time horizon, who exercises control, and main techniques used. It concludes by explaining the importance of control for adjustment of operations, policy verification, managerial responsibility, coordination, organizational efficiency, flexibility, monitoring, and as a mechanism for delegation while still maintaining responsibility.

Uploaded by

Vikram Aditya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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CONTROLING

PROF. MANOJ MISHRA, CNLU, PATNA.

NEED FOR CONTROLING


WHAT IS CONTROL? MEASUREMENT AND CORRECTION OF PERFORMANCE IN ORDER TO MAKE SURE THAT ENTERPRISE OBJECTIVES AND PLANS DEVISED ARE ATTAINED. CONCEPTUALLY SEPERATED PRACTICALLY PLANNING AND CONTROL GO TOGETHER

NEED FOR CONTROLING


CONTROL PAST OR FUTURE? CONTINOUS OR INTERVAL? EXECUTIVE OR WORKER LEVEL? CONTROL OR CONTROLLING? BASIS

PLANNING IMPLEMENTATION CONTROLLING (INFORMATION)

NATURE OF CONTROLING
FACTORS BASIC OUTLOOK

STRATEGIC CONTROL DIRECTIONAL OPERATIONAL CONTROL PERFORMANCE

AIM
STRATEGIC CONTROL PROACTIVE & CONTINIOUS OPERATIONAL CONTROL USE AND ALLOCATION OF RESOURCES

NATURE OF CONTROLING

MAIN CONCERN
STRATEGIC CONTROL FUTURE OPERATIONAL CONTROL PRESENT ACTION

FOCUS
STRATEGIC CONTROL EXTERNAL OPERATIONAL CONTROL INTERNAL

NATURE OF CONTROLING

TIME HORIZON
STRATEGIC CONTROL LONG TERM OPERATIONAL CONTROL SHORT TERM

EXERCISE OF CONTROL
STRATEGIC CONTROL TOP MANAGEMENT OPERATIONAL CONTROL MIDDLE OR EXECUTIVE LEVEL

NATURE OF CONTROLING

MAIN TECHNIQUE
STRATEGIC CONTROL ENVIRONMENTAL SCANNING INFORMATION GATHERING REVEIW OPERATIONAL CONTROL BUDGETS SCHEDULES MBO

IMPORTANCE OF CONTROLING
ADJUSTMENT IN OPERATIONS POLICY VERIFICATION MANAGERIAL RESPONSIBILITY PSYCHOLOGICAL PRESSURE COORDINATION IN ACTION

OPERRATING & ULTIMATE RESPONSIBILITY

ORGANIZATIONAL EFFICIENCY AND EFFECTIVENESS

IMPORTANCE OF CONTROLING
FLEXIBILITY MONITOR DIVERSE & COMPLEX ENVIRONMENT COST CONTOL MECHNISM TO DELEGATE & STILL BE RESPONSIBLE

THANK YOU

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