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PLANNING ,[object Object]
Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1-9
In what way does planning control the future? Planning controls the future because through planning people identify what they want to happen in the future and what they must do to make the events happen.
A Framework for  Planning ,[object Object],[object Object],[object Object],[object Object]
A Framework for  Planning, continued ,[object Object],[object Object],[object Object],[object Object]
OPERATING PLANS, POLICIES, PROCEDURES, AND RULES   ,[object Object],[object Object]
Operating Plans   ,[object Object]
Vision & Mission ,[object Object],[object Object],[object Object]
Policies ,[object Object],[object Object]
Procedures ,[object Object]
Rules ,[object Object]
A GENERAL FRAMEWORK FOR PLANNING   ,[object Object]
ORGANIZING ,[object Object]
ORGANIZATION   ,[object Object]
NATURE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
IMPORTANCE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ORGANIZATIONAL STRUCTURE ,[object Object]
FEATURES OF A GOOD ORGANIZATION ,[object Object],[object Object],[object Object],[object Object],[object Object]
OBJECTIVES OF ORGANIZING ,[object Object],[object Object],[object Object]
STEPS IN ORGANIZING DIVISION OF WORK CLASSIFICATION OF ACTIVITIES APPOINTING SUITABLE PERSONS DELEGATION OF AUTHORITY
ORGANIZATION CHARTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object]
Limitations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Work Specialization ,[object Object],[object Object],[object Object],[object Object],[object Object]
Features of a good organizational structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Formal and Informal Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
Formal vs. Informal criterion formal informal origin planned spontaneous Purpose Well defined goals Social interaction structure Well structured unstructured nature official unofficial focus positions persons leadership superior Anyone Sources of power delegated Given by group control reward sanctions
TYPES OF AUTHORITY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
RESPONSIBILITY ,[object Object]
Authority  vs. Responsibility Meaning Basis Delegation Duration superior to command the subordinate formally or legally delegated from a superior to a subordinate It may continue for a long period Obligation of a subordinate to perform an assigned task Superior – subordinate  relationship Cannot be delegated Over when task is completed AUTHORITY RESPONSIBILITY CRITERION
ACCOUNTABILITY ,[object Object]
NATURE ,[object Object],[object Object],[object Object]
Obstacles of delegation ,[object Object],[object Object],[object Object],[object Object]
Making Delegation Effective ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Factors of Decentralization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SPAN OF CONTROL ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tall structure Many Long Narrow Many Centralized Delayed and distorted Close High Limited opportunities More personal contact Flat structure Few Short Wide Few Decentralized Fast and accurate Loosely  controlled Low Greater opportunities Less personal contact
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Departmentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Departmentation by Functions Chairman Managing Director Marketing Production Finance Quality control Processing materials Repairs & maintenance
Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
By Product chairman MD Plastic division Chemicals division Metals division Finance Production Sales Personnel
Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
By Territory Chairman MD Northern region Western region Central region Eastern region Southern region Branch 1 Branch 2 Branch 3
Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
By Customers Chairman MD  Finance Marketing Production Personnel Wholesale Exports Retail
Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
By Process Chairman MD Spinning Weaving Dyeing
Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DECISION MAKING ,[object Object]
Controlling It is the measurement and correction of performance in order to make sure that organisation’s objectives and the plans devised to attain them are being accomplished
Essentials of an Effective Control System ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Controlling and the Human Element ,[object Object],[object Object],[object Object],[object Object],[object Object]
Areas of Control  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Limitations Of Control ,[object Object],[object Object],[object Object],[object Object]
Management By Exception ,[object Object],[object Object],[object Object],[object Object]
Budgetary control ,[object Object]
Benefits of Budgetary control ,[object Object],[object Object]
Budgetary control as a tool for Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Problems  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Control Through  Return on Investment ,[object Object],[object Object]
ROI Advantages & Disadvantages ,[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],[object Object]
Management Audit ,[object Object]
Social Audit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Problems in Social Audit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Responsibility Accounting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Statistical Quality Control  & Inspection Control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Human Resources Accounting ,[object Object],[object Object],[object Object],[object Object],[object Object]
Methods of Valuation of Human Assets ,[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],[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]
Control Through Costing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits & Limitations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Break-Even Analysis ,[object Object],[object Object]
COST & REVENUE UNITS OF PRODUCTION FIXED COSTS SALES TOTAL COSTS LOSS PROFIT BEP

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Management

  • 1.
  • 2.
  • 3. In what way does planning control the future? Planning controls the future because through planning people identify what they want to happen in the future and what they must do to make the events happen.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20. STEPS IN ORGANIZING DIVISION OF WORK CLASSIFICATION OF ACTIVITIES APPOINTING SUITABLE PERSONS DELEGATION OF AUTHORITY
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30. Formal vs. Informal criterion formal informal origin planned spontaneous Purpose Well defined goals Social interaction structure Well structured unstructured nature official unofficial focus positions persons leadership superior Anyone Sources of power delegated Given by group control reward sanctions
  • 31.
  • 32.
  • 33. Authority vs. Responsibility Meaning Basis Delegation Duration superior to command the subordinate formally or legally delegated from a superior to a subordinate It may continue for a long period Obligation of a subordinate to perform an assigned task Superior – subordinate relationship Cannot be delegated Over when task is completed AUTHORITY RESPONSIBILITY CRITERION
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42. Departmentation by Functions Chairman Managing Director Marketing Production Finance Quality control Processing materials Repairs & maintenance
  • 43.
  • 44. By Product chairman MD Plastic division Chemicals division Metals division Finance Production Sales Personnel
  • 45.
  • 46. By Territory Chairman MD Northern region Western region Central region Eastern region Southern region Branch 1 Branch 2 Branch 3
  • 47.
  • 48. By Customers Chairman MD Finance Marketing Production Personnel Wholesale Exports Retail
  • 49.
  • 50. By Process Chairman MD Spinning Weaving Dyeing
  • 51.
  • 52.
  • 53. Controlling It is the measurement and correction of performance in order to make sure that organisation’s objectives and the plans devised to attain them are being accomplished
  • 54.
  • 55.
  • 56.
  • 57.
  • 58.
  • 59.
  • 60.
  • 61.
  • 62.
  • 63.
  • 64.
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  • 68.
  • 69.
  • 70.
  • 71.
  • 72.
  • 73.
  • 74.
  • 75.
  • 76.
  • 77. COST & REVENUE UNITS OF PRODUCTION FIXED COSTS SALES TOTAL COSTS LOSS PROFIT BEP