SlideShare uma empresa Scribd logo
1 de 58
 
What Is Control? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],Figure 14.1 Adapt to environmental change Limit the accumulation of error Control helps the organization Cope with organizational complexity Minimize costs
[object Object],Figure 14.3 Establish standards Measure performance Compare performance against standards Maintain the status quo Correct the deviation Change standards Determine need for corrective action 2 1 4 3
The Nature of Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Nature of Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Comparing ,[object Object],[object Object],[object Object],[object Object]
Sales Performance Figures for July, Eastern States Distributors Exhibit 18.6
Defining the Acceptable Range of Variation Exhibit 18.5
Controlling for Organizational Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Performance Measures  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Measuring: How and What We Measure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Sources of Information for Measuring Performance Exhibit 18.4
Types of Control Exhibit 18.9
[object Object],Figure 14.4 Preliminary control Focuses on inputs to the organizational system Inputs Transformation Outputs Screening control Focuses on how inputs are being transformed into outputs Postaction control Focuses on outputs from the organiza- tional system Feedback
Tools for Controlling Organizational Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Tools for Controlling Organizational Performance (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Taking Managerial Action ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Taking Managerial Action (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Managerial Decisions in the Control Process Exhibit 18.7
Financial Control ,[object Object],[object Object]
Financial Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Financial Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Financial Control (cont’d) ,[object Object],Table 14.1a
Financial Control (cont’d) ,[object Object],Table 14.1b
Financial Control (cont’d) ,[object Object],Table 14.1c
Tools for Controlling Organizational Performance: Financial Controls ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Popular Financial Ratios Exhibit 18.10a
Popular Financial Ratios Exhibit 18.10b
Benchmarking of Best Practices ,[object Object],[object Object],[object Object],[object Object]
PERT AND CPM   ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Planning–Controlling Link Exhibit 18.2
The End
 
L E A R N I N G  O U T L I N E  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Designing Control Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Performance Measures  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Effectiveness Measures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Popular Industry and Company Rankings Exhibit 18.8
Controlling Organizational Performance ,[object Object],[object Object],[object Object]
Tools for Controlling Organizational Performance: Financial Controls (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Tools for Controlling Organizational Performance: Financial Controls (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Information Controls ,[object Object],[object Object],[object Object],[object Object]
Steps to Successfully Implement an Internal Benchmarking Best Practices Program ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Exhibit 18.11
Contemporary Issues in Control ,[object Object],[object Object],[object Object],[object Object]
Contemporary Issues in Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Workplace Monitoring by Employers Exhibit 18.12 Internet use  54.7% Telephone use  44.0% E-mail messages  38.1% Computer files  30.8% Job performance using video cameras  14.6% Phone conversations  11.5% Voice mail messages  6.8% Source:   Based on S. McElvoy, “E-Mail and Internet Monitoring and the Workplace: Do Employees Have a Right to Privacy?”  Communications and the Law , June 2002, p. 69.
Control Measures for Employee Theft or Fraud Exhibit 18.13 Sources:   Based on A.H. Bell and D.M. Smith. “Protecting the Company Against Theft and Fraud,”  Workforce Online  ( www.workforce.com ) December 3, 2000; J.D. Hansen. “To Catch a Thief,”  Journal of Accountancy , March 2000, pp. 43–46; and J. Greenberg, “The Cognitive Geometry of Employee Theft,” in  Dysfunctional Behavior in Organizations: Nonviolent and Deviant Behavior , eds. S.B. Bacharach, A. O’Leary-Kelly, J.M. Collins, and R.W. Griffin (Stamford, CT: JAI Press, 1998), pp. 147–93.
Workplace Violence Exhibit 18.14 Witnessed yelling or other verbal abuse 42% Yelled at co-workers themselves 29% Cried over work-related issues 23% Seen someone purposely damage  machines or furniture 14% Seen physical violence in the workplace 10% Struck a co-worker 2% Source:   Integra Realty Resources, October-November Survey of Adults 18 and Over, in “Desk Rage.”  BusinessWeek , November 20, 2000, p. 12.
Control Measures for Deterring or Reducing Workplace Violence Exhibit 18.15 Sources:  Based on M. Gorkin, “Five Strategies and Structures for Reducing Workplace Violence,”  Workforce Online  ( www.workforce.com ). December 3, 2000; “Investigating Workplace Violence: Where Do You Start?”  Workforce Online  ( www.forceforce.com ), December 3, 2000; “Ten Tips on Recognizing and Minimizing Violence,”  Workforce Online  ( www.workforce.com ), December 3, 2000; and “Points to Cover in a Workplace Violence Policy,”  Workforce Online  ( www.workforce.com ), December 3, 2000.
Contemporary Issues in Control (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Service Profit Chain Exhibit 18.16
L E A R N I N G  O U T L I N E  (cont’d)  Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G  O U T L I N E  (cont’d)  Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Control Process ,[object Object],[object Object],[object Object],[object Object]
The Control Process Exhibit 18.3
Why Is Control Important? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Nature of Control ,[object Object],[object Object],[object Object],[object Object]

Mais conteúdo relacionado

Mais procurados

Top Level Management
Top Level ManagementTop Level Management
Top Level Management
Aman Anand
 
importance of controlling
importance of controllingimportance of controlling
importance of controlling
Divyansh Jain
 

Mais procurados (20)

Top Level Management
Top Level ManagementTop Level Management
Top Level Management
 
Types of Organisation
 Types of Organisation Types of Organisation
Types of Organisation
 
Controlling (2)
Controlling (2)Controlling (2)
Controlling (2)
 
Managerial control
Managerial controlManagerial control
Managerial control
 
Organizational Behavior : Values
Organizational Behavior : Values Organizational Behavior : Values
Organizational Behavior : Values
 
ORGANISATION STRUCTURES PPT
ORGANISATION STRUCTURES PPTORGANISATION STRUCTURES PPT
ORGANISATION STRUCTURES PPT
 
Controlling-Management Functions-Organisation Structure & Process
Controlling-Management Functions-Organisation Structure & ProcessControlling-Management Functions-Organisation Structure & Process
Controlling-Management Functions-Organisation Structure & Process
 
OB Introduction, Scope, Challenges and Opportunities, goal and OB Model
OB Introduction, Scope, Challenges and Opportunities, goal and OB Model OB Introduction, Scope, Challenges and Opportunities, goal and OB Model
OB Introduction, Scope, Challenges and Opportunities, goal and OB Model
 
Managerial Control
Managerial ControlManagerial Control
Managerial Control
 
Management in perspective
Management in perspectiveManagement in perspective
Management in perspective
 
Performace evaluation
Performace evaluationPerformace evaluation
Performace evaluation
 
Organization Structure
Organization StructureOrganization Structure
Organization Structure
 
Organizational development interventions
Organizational development interventionsOrganizational development interventions
Organizational development interventions
 
Controlling
ControllingControlling
Controlling
 
Performance management
Performance managementPerformance management
Performance management
 
Managerial roles
Managerial rolesManagerial roles
Managerial roles
 
Learning ( organisational behaviour)
Learning ( organisational behaviour) Learning ( organisational behaviour)
Learning ( organisational behaviour)
 
importance of controlling
importance of controllingimportance of controlling
importance of controlling
 
Organizational Control and Change
Organizational Control and ChangeOrganizational Control and Change
Organizational Control and Change
 
Elements of planning
Elements of planningElements of planning
Elements of planning
 

Semelhante a Managerial Control

Chapter 18 Managing Operations Ppt18
Chapter 18 Managing Operations Ppt18Chapter 18 Managing Operations Ppt18
Chapter 18 Managing Operations Ppt18
D
 
MCO 101 Unit 6 Lecture 5
MCO 101 Unit 6 Lecture 5MCO 101 Unit 6 Lecture 5
MCO 101 Unit 6 Lecture 5
Derek Nicoll
 
Final essential of controlling
Final essential of controllingFinal essential of controlling
Final essential of controlling
mamaaaa
 
Robbins9 ppt18
Robbins9 ppt18Robbins9 ppt18
Robbins9 ppt18
umar0007
 
7Keeping Things in CheckControls and the Control Process.docx
7Keeping Things in CheckControls and the Control Process.docx7Keeping Things in CheckControls and the Control Process.docx
7Keeping Things in CheckControls and the Control Process.docx
sleeperharwell
 

Semelhante a Managerial Control (20)

Chapter 18 Managing Operations Ppt18
Chapter 18 Managing Operations Ppt18Chapter 18 Managing Operations Ppt18
Chapter 18 Managing Operations Ppt18
 
Controlling
ControllingControlling
Controlling
 
System & process 0 f contrilling (chpt 18)
System & process 0 f contrilling (chpt 18)System & process 0 f contrilling (chpt 18)
System & process 0 f contrilling (chpt 18)
 
POM-Unit 5 Controlling.ppt
POM-Unit 5 Controlling.pptPOM-Unit 5 Controlling.ppt
POM-Unit 5 Controlling.ppt
 
MCO 101 Unit 6 Lecture 5
MCO 101 Unit 6 Lecture 5MCO 101 Unit 6 Lecture 5
MCO 101 Unit 6 Lecture 5
 
Final essential of controlling
Final essential of controllingFinal essential of controlling
Final essential of controlling
 
Evaluation and Control.pptx
Evaluation and Control.pptxEvaluation and Control.pptx
Evaluation and Control.pptx
 
Controlling
ControllingControlling
Controlling
 
Evaluation and control in strategic management
Evaluation and control in strategic managementEvaluation and control in strategic management
Evaluation and control in strategic management
 
Robbins9 ppt18
Robbins9 ppt18Robbins9 ppt18
Robbins9 ppt18
 
STRATEGIC MANAGEMENT Evaluation & Control Edited
STRATEGIC MANAGEMENT Evaluation & Control EditedSTRATEGIC MANAGEMENT Evaluation & Control Edited
STRATEGIC MANAGEMENT Evaluation & Control Edited
 
Balance Score Card[1]
Balance Score Card[1]Balance Score Card[1]
Balance Score Card[1]
 
Pms
PmsPms
Pms
 
Pms
PmsPms
Pms
 
Management control system
Management control systemManagement control system
Management control system
 
Principle of management
Principle of management Principle of management
Principle of management
 
Controlling
ControllingControlling
Controlling
 
EPM lecture
EPM lectureEPM lecture
EPM lecture
 
Controlling
ControllingControlling
Controlling
 
7Keeping Things in CheckControls and the Control Process.docx
7Keeping Things in CheckControls and the Control Process.docx7Keeping Things in CheckControls and the Control Process.docx
7Keeping Things in CheckControls and the Control Process.docx
 

Último

1029 - Danh muc Sach Giao Khoa 10 . pdf
1029 -  Danh muc Sach Giao Khoa 10 . pdf1029 -  Danh muc Sach Giao Khoa 10 . pdf
1029 - Danh muc Sach Giao Khoa 10 . pdf
QucHHunhnh
 
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
ZurliaSoop
 
The basics of sentences session 3pptx.pptx
The basics of sentences session 3pptx.pptxThe basics of sentences session 3pptx.pptx
The basics of sentences session 3pptx.pptx
heathfieldcps1
 
Spellings Wk 3 English CAPS CARES Please Practise
Spellings Wk 3 English CAPS CARES Please PractiseSpellings Wk 3 English CAPS CARES Please Practise
Spellings Wk 3 English CAPS CARES Please Practise
AnaAcapella
 
Seal of Good Local Governance (SGLG) 2024Final.pptx
Seal of Good Local Governance (SGLG) 2024Final.pptxSeal of Good Local Governance (SGLG) 2024Final.pptx
Seal of Good Local Governance (SGLG) 2024Final.pptx
negromaestrong
 

Último (20)

PROCESS RECORDING FORMAT.docx
PROCESS      RECORDING        FORMAT.docxPROCESS      RECORDING        FORMAT.docx
PROCESS RECORDING FORMAT.docx
 
Spatium Project Simulation student brief
Spatium Project Simulation student briefSpatium Project Simulation student brief
Spatium Project Simulation student brief
 
1029 - Danh muc Sach Giao Khoa 10 . pdf
1029 -  Danh muc Sach Giao Khoa 10 . pdf1029 -  Danh muc Sach Giao Khoa 10 . pdf
1029 - Danh muc Sach Giao Khoa 10 . pdf
 
Basic Civil Engineering first year Notes- Chapter 4 Building.pptx
Basic Civil Engineering first year Notes- Chapter 4 Building.pptxBasic Civil Engineering first year Notes- Chapter 4 Building.pptx
Basic Civil Engineering first year Notes- Chapter 4 Building.pptx
 
Magic bus Group work1and 2 (Team 3).pptx
Magic bus Group work1and 2 (Team 3).pptxMagic bus Group work1and 2 (Team 3).pptx
Magic bus Group work1and 2 (Team 3).pptx
 
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
 
General Principles of Intellectual Property: Concepts of Intellectual Proper...
General Principles of Intellectual Property: Concepts of Intellectual  Proper...General Principles of Intellectual Property: Concepts of Intellectual  Proper...
General Principles of Intellectual Property: Concepts of Intellectual Proper...
 
SOC 101 Demonstration of Learning Presentation
SOC 101 Demonstration of Learning PresentationSOC 101 Demonstration of Learning Presentation
SOC 101 Demonstration of Learning Presentation
 
The basics of sentences session 3pptx.pptx
The basics of sentences session 3pptx.pptxThe basics of sentences session 3pptx.pptx
The basics of sentences session 3pptx.pptx
 
Spellings Wk 3 English CAPS CARES Please Practise
Spellings Wk 3 English CAPS CARES Please PractiseSpellings Wk 3 English CAPS CARES Please Practise
Spellings Wk 3 English CAPS CARES Please Practise
 
microwave assisted reaction. General introduction
microwave assisted reaction. General introductionmicrowave assisted reaction. General introduction
microwave assisted reaction. General introduction
 
Seal of Good Local Governance (SGLG) 2024Final.pptx
Seal of Good Local Governance (SGLG) 2024Final.pptxSeal of Good Local Governance (SGLG) 2024Final.pptx
Seal of Good Local Governance (SGLG) 2024Final.pptx
 
Food safety_Challenges food safety laboratories_.pdf
Food safety_Challenges food safety laboratories_.pdfFood safety_Challenges food safety laboratories_.pdf
Food safety_Challenges food safety laboratories_.pdf
 
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptx
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptxSKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptx
SKILL OF INTRODUCING THE LESSON MICRO SKILLS.pptx
 
How to Manage Global Discount in Odoo 17 POS
How to Manage Global Discount in Odoo 17 POSHow to Manage Global Discount in Odoo 17 POS
How to Manage Global Discount in Odoo 17 POS
 
How to Create and Manage Wizard in Odoo 17
How to Create and Manage Wizard in Odoo 17How to Create and Manage Wizard in Odoo 17
How to Create and Manage Wizard in Odoo 17
 
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdfUGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
 
psychiatric nursing HISTORY COLLECTION .docx
psychiatric  nursing HISTORY  COLLECTION  .docxpsychiatric  nursing HISTORY  COLLECTION  .docx
psychiatric nursing HISTORY COLLECTION .docx
 
Third Battle of Panipat detailed notes.pptx
Third Battle of Panipat detailed notes.pptxThird Battle of Panipat detailed notes.pptx
Third Battle of Panipat detailed notes.pptx
 
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet  PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...Kodo Millet  PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
 

Managerial Control

  • 1.  
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8. Sales Performance Figures for July, Eastern States Distributors Exhibit 18.6
  • 9. Defining the Acceptable Range of Variation Exhibit 18.5
  • 10.
  • 11.
  • 12.
  • 13. Common Sources of Information for Measuring Performance Exhibit 18.4
  • 14. Types of Control Exhibit 18.9
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20. Managerial Decisions in the Control Process Exhibit 18.7
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28. Popular Financial Ratios Exhibit 18.10a
  • 29. Popular Financial Ratios Exhibit 18.10b
  • 30.
  • 31.
  • 34.  
  • 35.
  • 36.
  • 37.
  • 38.
  • 39. Popular Industry and Company Rankings Exhibit 18.8
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47. Types of Workplace Monitoring by Employers Exhibit 18.12 Internet use 54.7% Telephone use 44.0% E-mail messages 38.1% Computer files 30.8% Job performance using video cameras 14.6% Phone conversations 11.5% Voice mail messages 6.8% Source: Based on S. McElvoy, “E-Mail and Internet Monitoring and the Workplace: Do Employees Have a Right to Privacy?” Communications and the Law , June 2002, p. 69.
  • 48. Control Measures for Employee Theft or Fraud Exhibit 18.13 Sources: Based on A.H. Bell and D.M. Smith. “Protecting the Company Against Theft and Fraud,” Workforce Online ( www.workforce.com ) December 3, 2000; J.D. Hansen. “To Catch a Thief,” Journal of Accountancy , March 2000, pp. 43–46; and J. Greenberg, “The Cognitive Geometry of Employee Theft,” in Dysfunctional Behavior in Organizations: Nonviolent and Deviant Behavior , eds. S.B. Bacharach, A. O’Leary-Kelly, J.M. Collins, and R.W. Griffin (Stamford, CT: JAI Press, 1998), pp. 147–93.
  • 49. Workplace Violence Exhibit 18.14 Witnessed yelling or other verbal abuse 42% Yelled at co-workers themselves 29% Cried over work-related issues 23% Seen someone purposely damage machines or furniture 14% Seen physical violence in the workplace 10% Struck a co-worker 2% Source: Integra Realty Resources, October-November Survey of Adults 18 and Over, in “Desk Rage.” BusinessWeek , November 20, 2000, p. 12.
  • 50. Control Measures for Deterring or Reducing Workplace Violence Exhibit 18.15 Sources: Based on M. Gorkin, “Five Strategies and Structures for Reducing Workplace Violence,” Workforce Online ( www.workforce.com ). December 3, 2000; “Investigating Workplace Violence: Where Do You Start?” Workforce Online ( www.forceforce.com ), December 3, 2000; “Ten Tips on Recognizing and Minimizing Violence,” Workforce Online ( www.workforce.com ), December 3, 2000; and “Points to Cover in a Workplace Violence Policy,” Workforce Online ( www.workforce.com ), December 3, 2000.
  • 51.
  • 52. The Service Profit Chain Exhibit 18.16
  • 53.
  • 54.
  • 55.
  • 56. The Control Process Exhibit 18.3
  • 57.
  • 58.