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ninth editionninth edition
STEPHEN P. ROBBINSSTEPHEN P. ROBBINS
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
MARY COULTERMARY COULTER
prince dudhatraprince dudhatra--97249499489724949948
FoundationsFoundations
of Controlof Control
ChapterChapter
1818
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L E A R N I N G O U T L I N EL E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
What Is Control and Why Is It Important?What Is Control and Why Is It Important?
Define control.Define control.
Contrast the three approaches to designing controlContrast the three approaches to designing control
systems.systems.
Discuss the reasons why control is important.Discuss the reasons why control is important.
Explain the planningExplain the planning--controlling link.controlling link.
The Control ProcessThe Control Process
Describe the three steps in the control process.Describe the three steps in the control process.
Explain why what is measured is more critical than howExplain why what is measured is more critical than how
its measured.its measured.
Explain the three courses of action managers can take inExplain the three courses of action managers can take in
controlling.controlling.
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L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
Controlling Organizational PerformanceControlling Organizational Performance
Define organizational performance.Define organizational performance.
Describe the most frequently used measures ofDescribe the most frequently used measures of
organizational performance.organizational performance.
Tools for Organizational PerformanceTools for Organizational Performance
Contrast feedforward, concurrent, and feedback controls.Contrast feedforward, concurrent, and feedback controls.
Explain the types of financial and information controlsExplain the types of financial and information controls
managers can use.managers can use.
Describe how balanced scorecards and benchmarking areDescribe how balanced scorecards and benchmarking are
used in controlling.used in controlling.
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L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
Contemporary Issues in ControlContemporary Issues in Control
Describe how managers may have to adjust controls forDescribe how managers may have to adjust controls for
crosscross--cultural differences.cultural differences.
Discuss the types of workplace concerns managers faceDiscuss the types of workplace concerns managers faceand how they can address those concerns.and how they can address those concerns.
Explain why control is important to customer interactions.Explain why control is important to customer interactions.
Discuss what corporate governance is and how itsDiscuss what corporate governance is and how its
changing.changing.
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What Is Control?What Is Control?
ControllingControllingThe process ofmonitoring activities to ensure thatThe process ofmonitoring activities to ensure that
they are being accomplished as planned and ofthey are being accomplished as planned and of
correcting any significant deviations.correcting any significant deviations.
The Purpose ofControlThe Purpose ofControlTo ensure that activities are completed in ways thatTo ensure that activities are completed in ways that
lead to accomplishmentoforganizationalgoals.lead to accomplishmentoforganizationalgoals.
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Designing Control SystemsDesigning Control Systems
MarketControlMarketControlEmphasizes the use ofexternal market mechanismsEmphasizes the use ofexternal market mechanisms
to establish the standards used inthe control system.to establish the standards used inthe control system.
External measures:External measures: price competition and relativeprice competition and relative
market sharemarket share BureaucraticControlBureaucraticControl
Emphasizes organizational authority and relies onEmphasizes organizational authority and relies on
rules, regulations, procedures, and policies.rules, regulations, procedures, and policies.
ClanControlClanControlRegulates behaviorby shared values, norms,Regulates behaviorby shared values, norms,
traditions, rituals, and beliefs ofthe firms culture.traditions, rituals, and beliefs ofthe firms culture.
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Exhibit 18Exhibit 1811 Characteristics of Three Approaches to Control SystemsCharacteristics of Three Approaches to Control Systems
Type of ControlType of Control CharacteristicsCharacteristics
MarketMarket Uses external market mechanisms, such as price competitionUses external market mechanisms, such as price competition
and relative market share, to establish standards used inand relative market share, to establish standards used in
system. Typically used by organizations whose products orsystem. Typically used by organizations whose products or
services are clearly specified and distinct and thatfaceservices are clearly specified and distinct and thatface
considerable marketplace competition.considerable marketplace competition.BureaucraticBureaucratic Emphasizes organizational authority. Relies on administrativeEmphasizes organizational authority. Relies on administrative
and hierarchical mechanisms, such as rules, regulations,and hierarchical mechanisms, such as rules, regulations,
procedures, policies, standardizationofactivities, wellprocedures, policies, standardizationofactivities, well--
defined job descriptions, and budgets to ensure thatdefined job descriptions, and budgets to ensure that
employees exhibit appropriate behaviors and meetemployees exhibit appropriate behaviors and meet
performance standards.performance standards.
ClanClan Regulates employee behaviorby the shared values, norms,Regulates employee behaviorby the shared values, norms,
traditions, rituals, beliefs, and otheraspects ofthetraditions, rituals, beliefs, and otheraspects ofthe
organizations culture. Often used by organizations in whichorganizations culture. Often used by organizations in which
teams are common and technology is changingrapidly.teams are common and technology is changingrapidly.
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Why Is Control Important?Why Is Control Important?
As the finallinkin managementfunctions:As the finallinkin managementfunctions:PlanningPlanning
Controls let managers know whethertheirgoalsControls let managers know whethertheirgoals
and plans are ontarget and whatfuture actions toand plans are ontarget and whatfuture actions to
take.take.Empowering employeesEmpowering employees
Control systems provide managers with informationControl systems provide managers with information
and feedbackon employee performance.and feedbackon employee performance.
Protectingthe workplaceProtectingthe workplaceControls enhance physical security and helpControls enhance physical security and help
minimize workplace disruptions.minimize workplace disruptions.
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Exhibit 18Exhibit 1822 The PlanningThe PlanningControlling LinkControlling Link
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The Control ProcessThe Control Process
The Process ofControlThe Process ofControl1.1. Measuring actualMeasuring actual
performance.performance.
2.2. Comparing actualComparing actual
performance against aperformance against astandard.standard.
3.3. Taking actiontocorrectTaking actiontocorrect
deviations orinadequatedeviations orinadequate
standards.standards.
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Exhibit 18Exhibit 1833 The Control ProcessThe Control Process
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Measuring: How and What We MeasureMeasuring: How and What We Measure
Sources ofSources ofInformation (How)Information (How)
Personal observationPersonal observation
Statistical reportsStatistical reports
Oral reportsOral reports
Written reportsWritten reports
Control CriteriaControl Criteria(What)(What)
EmployeesEmployees
SatisfactionSatisfaction
TurnoverTurnover
AbsenteeismAbsenteeism
BudgetsBudgets
CostsCosts
OutputOutput
SalesSales
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Exhibit 18Exhibit 1844 Common Sources of InformationCommon Sources of Information
for Measuring Performancefor Measuring Performance
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ComparingComparing
Determiningthe degree ofvariation betweenDeterminingthe degree ofvariation betweenactual performance and the standard.actual performance and the standard.
Significance ofvariationis determined by:Significance ofvariationis determined by:
The acceptable range ofvariationfrom theThe acceptable range ofvariationfrom the
standard (forecastorbudget).standard (forecastorbudget).
The size (large orsmall) and direction (overorThe size (large orsmall) and direction (overor
under)ofthe variationfrom the standard (forecastunder)ofthe variationfrom the standard (forecast
orbudget).orbudget).
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Exhibit 18Exhibit 1855 Defining the Acceptable Range of VariationDefining the Acceptable Range of Variation
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Taking Managerial ActionTaking Managerial Action
Courses ofActionCourses ofAction DoingnothingDoingnothing
Only ifdeviationis judged to be insignificant.Only ifdeviationis judged to be insignificant.
Correcting actual (current) performanceCorrecting actual (current) performance
Immediate corrective actiontocorrectthe problemImmediate corrective actiontocorrectthe problem
atonce.atonce.
Basiccorrective actiontolocate and tocorrecttheBasiccorrective actiontolocate and tocorrectthe
source ofthe deviation.source ofthe deviation.
Corrective ActionsCorrective Actions
Change strategy, structure, compensation scheme, orChange strategy, structure, compensation scheme, or
training programs; redesign jobs; orfire employeestraining programs; redesign jobs; orfire employees
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Taking Managerial Action (contd)Taking Managerial Action (contd)
Courses ofAction (contd)Courses ofAction (contd)Revisingthe standardRevisingthe standard
Examiningthe standard to ascertain whetherornotExaminingthe standard to ascertain whetherornot
the standard is realistic, fair, and achievable.the standard is realistic, fair, and achievable.
Upholdingthe validity ofthe standard.Upholdingthe validity ofthe standard.
Resettinggoals that were initially settoolow ortoo high.Resettinggoals that were initially settoolow ortoo high.
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Exhibit 18Exhibit 1877 ManagerialDecisions in the Control ProcessManagerial Decisions in the Control Process
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Controlling for OrganizationalControlling for Organizational
PerformancePerformance
What Is Performance?What Is Performance?
The end resultofan activityThe end resultofan activity
What Is OrganizationalWhat Is OrganizationalPerformance?Performance?
The accumulated end results ofalloftheThe accumulated end results ofallofthe
organizations work processes and activitiesorganizations work processes and activities
Designing strategies, work processes, and workDesigning strategies, work processes, and workactivities.activities.
Coordinatingthe workofemployees.Coordinatingthe workofemployees.
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Organizational Performance MeasuresOrganizational Performance Measures
OrganizationalEffectivenessOrganizationalEffectivenessMeasuring how appropriate organizationalgoals areMeasuring how appropriate organizationalgoals are
and how wellthe organizationis achievingits goals.and how wellthe organizationis achievingits goals.
Systems resource modelSystems resource model
The ability ofthe organizationto exploitits environmentinThe ability ofthe organizationto exploitits environmentinacquiring scarce and valued resources.acquiring scarce and valued resources.
The process modelThe process model
The efficiency ofanorganizations transformation processThe efficiency ofanorganizations transformation process
inconvertinginputs tooutputs.inconvertinginputs tooutputs.
The multiple constituencies modelThe multiple constituencies model
The effectiveness ofthe organizationin meeting eachThe effectiveness ofthe organizationin meeting each
constituencies needs.constituencies needs.
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Industry and Company RankingsIndustry and Company Rankings
Industry rankings on:Industry rankings on: ProfitsProfits
Return on revenueReturn on revenue
Return on shareholdersReturn on shareholders
equityequity
Growth in profitsGrowth in profits
Revenues per employeeRevenues per employee
Revenues per dollar ofRevenues per dollar of
assetsassets
Revenues per dollar ofRevenues per dollar ofequityequity
Corporate CultureCorporate CultureAuditsAudits
Compensation andCompensation and
benefits surveysbenefits surveys
Customer satisfactionCustomer satisfactionsurveyssurveys
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Exhibit 18Exhibit 1888 Popular Industry and Company RankingsPopular Industry and Company Rankings
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Tools for Controlling OrganizationalTools for Controlling Organizational
PerformancePerformance
Feedforward ControlFeedforward Control
Acontrolthat prevents anticipated problemsAcontrolthat prevents anticipated problems beforebefore
actualoccurrences ofthe problem.actualoccurrences ofthe problem.
Buildingin quality through design.Buildingin quality through design.Requiring suppliers conform to ISO 9002.Requiring suppliers conform to ISO 9002.
ConcurrentControlConcurrentControl
Acontrolthattakes place while the monitored activityAcontrolthattakes place while the monitored activity
is in progress.is in progress.
Direct supervisionDirect supervision: management by walking: management by walking
around.around.
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Exhibit 18Exhibit 1899 Types of ControlTypes of Control
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Tools for Controlling OrganizationalTools for Controlling Organizational
Performance (contd)Performance (contd)
FeedbackControlFeedbackControl
Acontrolthattakes place afteran activity is done.Acontrolthattakes place afteran activity is done.
Corrective actionis afterCorrective actionis after--thethe--fact, whenthefact, whenthe
problem has already occurred.problem has already occurred.
Advantages offeedbackcontrols:Advantages offeedbackcontrols:
Provide managers with informationontheProvide managers with informationonthe
effectiveness oftheirplanning efforts.effectiveness oftheirplanning efforts.
Enhance employee motivation by providingthemEnhance employee motivation by providingthem
with informationon how wellthey are doing.with informationon how wellthey are doing.
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Exhibit 18Exhibit 181010 Popular Financial Ratios (contd)Popular Financial Ratios (contd)
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Tools for Controlling OrganizationalTools for Controlling Organizational
Performance: Financial Controls (contd)Performance: Financial Controls (contd)
OtherMeasuresOtherMeasures
Economic Value Added (EVA)Economic Value Added (EVA)
How much value is created by what a companyHow much value is created by what a companydoes with its assets, less any capitalinvestments indoes with its assets, less any capitalinvestments in
those assets:those assets: the rate of return earned over andthe rate of return earned over and
above the costof capital.above the costof capital.
The choice is to use less capitalorinvestin highThe choice is to use less capitalorinvestin high--returnreturn
projects.projects.
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Tools for Controlling OrganizationalTools for Controlling Organizational
Performance: Financial Controls (contd)Performance: Financial Controls (contd)
OtherMeasures (contd)OtherMeasures (contd)
Market Value Added (MVA)Market Value Added (MVA)
The value thatthe stock market places on a firmsThe value thatthe stock market places on a firms
past and expected capitalinvestment projectspast and expected capitalinvestment projects
Ifthe firms marketvalue (its stock and debt)Ifthe firms marketvalue (its stock and debt)
exceeds the value ofits investcapital (its equityexceeds the value ofits investcapital (its equity
and retained earnings), then managers haveand retained earnings), then managers have
created wealth.created wealth.
The Practice ofManagingEarningsThe Practice ofManagingEarnings
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Controlling Organizational PerformanceControlling Organizational Performance
BalancedScorecardBalanced
Scorecard
Is a measurementtoolthat uses goals set byIs a measurementtoolthat uses goals set by
managers infourareas to measure a companysmanagers infourareas to measure a companys
performance:performance:
FinancialFinancialCustomerCustomer
Internal processesInternal processes
People/innovation/growth assetsPeople/innovation/growth assets
Is intended to emphasize that allofthese areas areIs intended to emphasize that allofthese areas are
importantto anorganizations success and thatthereimportantto anorganizations success and thatthere
should be a balance amongthem.should be a balance amongthem.
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Information ControlsInformation Controls
Purposes of InformationControlsPurposes of InformationControlsAs a toolto help managers controlotherAs a toolto help managers controlother
organizational activities.organizational activities.
Managers need the rightinformation atthe rightManagers need the rightinformation atthe right
time and inthe right amount.time and inthe right amount.
As anorganizational area that managers need toAs anorganizational area that managers need to
control.control.
Managers must have comprehensive and secureManagers must have comprehensive and secure
controls in place to protectthe organizationscontrols in place to protectthe organizations
importantinformation.importantinformation.
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Information ControlsInformation Controls
Management InformationS
ystems (MIS)Management Information
Systems (MI
S)
A system used to provide management with neededA system used to provide management with needed
informationon a regularbasis.informationon a regularbasis.
Data:Data: an unorganized collectionofraw,an unorganized collectionofraw,
unanalyzed facts (e.g., unsorted listofcustomerunanalyzed facts (e.g., unsorted listofcustomernames).names).
Information:Information: data that has been analyzed anddata that has been analyzed and
organized such thatit has value and relevance toorganized such thatit has value and relevance to
managers.managers.
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Contemporary Issues in ControlContemporary Issues in Control
CrossCross--Cultural IssuesCultural IssuesThe use oftechnology toincrease directcorporateThe use oftechnology toincrease directcorporate
controloflocaloperationscontroloflocaloperations
Legalconstraints oncorrective actions inforeignLegalconstraints oncorrective actions inforeign
countriescountries
Difficulty with the comparability ofdata collected fromDifficulty with the comparability ofdata collected from
operations in differentcountriesoperations in differentcountries
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Contemporary Issues in Control (contd)Contemporary Issues in Control (contd)
Workplace ConcernsWorkplace ConcernsWorkplace privacy versus workplace monitoring:Workplace privacy versus workplace monitoring:
EE--mail, telephone, computer, and Internet usagemail, telephone, computer, and Internet usage
Productivity, harassment, security, confidentiality,Productivity, harassment, security, confidentiality,
intellectual property protectionintellectual property protectionEmployee theftEmployee theft
The unauthorized takingofcompany property byThe unauthorized takingofcompany property by
employees fortheirpersonal use.employees fortheirpersonal use.
Workplace violenceWorkplace violenceAnger, rage, and violence inthe workplace isAnger, rage, and violence inthe workplace is
affecting employee productivity.affecting employee productivity.
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Exhibit 18Exhibit 181212
Types of WorkplaceTypes of Workplace
Monitoring byMonitoring by
EmployersEmployers
Source: AmericanManagement
Association/ePolicy Institute Research, 2005ElectronicMonitoring & Surveillance Survey,
AmericanManagementAssociation.
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Exhibit 18Exhibit 181414 Workplace ViolenceWorkplace Violence
Witnessed yelling or other verbal abuse 42%
Yelled at co-workers themselves 29%
Cried over work-related issues 23%
Seen someone purposely damagemachines or furniture 14%
Seen physical violence in the workplace 10%
Struck a co-worker 2%
Source: Integra Realty Resources, October-NovemberSurvey ofAdults
18 and Over, inDeskRage.BusinessWeek,November20, 2000, p. 12.
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Exhibit 18Exhibit 181515 Control Measures forDeterring or ReducingControl Measures forDeterring or Reducing
Workplace ViolenceWorkplace Violence
Sources: Based onM. Gorkin, Five Strategies and Structures for
ReducingWorkplace Violence, Workforce Online (www.workforce.com).December3, 2000; InvestigatingWorkplace Violence:Where Do You
Start?Workforce Online (www.forceforce .com), December3, 2000;
Ten Tips onRecognizing and Minimizing Violence, Workforce Online
(www.workforce.com), December3, 2000; and Points toCover in aWorkplace Violence Policy,Workforce Online (www.workforce.com),
December3, 2000.
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Contemporary Issues in Control (contd)Contemporary Issues in Control (contd)
CustomerInteractionsCustomerInteractionsService profitchainService profitchain
Is the service sequence from employees toIs the service sequence from employees to
customers to profit.customers to profit.
Service capability affects service value which impactsService capability affects service value which impactsoncustomersatisfactionthat, inturn, leads tooncustomersatisfactionthat, inturn, leads to
customerloyalty inthe form ofrepeat businesscustomerloyalty inthe form ofrepeat business
(profit).(profit).
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Exhibit 18Exhibit 181616 The Service Profit ChainThe Service Profit Chain
Source: Adapted and reprinted by permissionofHarvard Business Review. An exhibitfrom Puttingthe Service ProfitChaintoWork, by J. L. Heskett,
T. O. Jones, G. W. Loveman,W. E. Sasser, Jr., and L. A. Schlesinger. MarchApril1994: 166. Copyright (c) by the President and Fellows ofHarvard
College. Allrights reserved. See also J. L. Heskett,W. E. Sasser, and L. A. Schlesinger, The Service ProfitChain (New York: Free Press, 1997).
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Contemporary Issues in Control (contd)Contemporary Issues in Control (contd)
Corporate GovernanceCorporate GovernanceThe system used togovern a corporation sothattheThe system used togovern a corporation sothatthe
interests ofthe corporate owners are protected.interests ofthe corporate owners are protected.
Changes inthe role ofboards ofdirectorsChanges inthe role ofboards ofdirectors
Increased scrutiny offinancialreporting (SarbanesIncreased scrutiny offinancialreporting (Sarbanes--Oxley Actof2002)Oxley Actof2002)
More disclosure and transparency ofcorporate financialMore disclosure and transparency ofcorporate financial
informationinformation
Certificationoffinancialresults by seniormanagementCertificationoffinancialresults by seniormanagement
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Terms to KnowTerms to Know
controllingcontrolling
marketcontrolmarketcontrol
bureaucraticcontrolbureaucraticcontrol
clancontrolclancontrol
control processcontrol process range ofvariationrange ofvariation
immediate correctiveimmediate corrective
actionaction
basiccorrective actionbasiccorrective action performanceperformance
organizationalorganizational
performanceperformance
productivityproductivity
organizationalorganizational
effectivenesseffectiveness
feedforward controlfeedforward control
concurrentcontrolconcurrentcontrol
management by walkingmanagement by walking
aroundaround
feedbackcontrolfeedbackcontrol
economicvalue addedeconomicvalue added
(EVA)(EVA)
marketvalue addedmarketvalue added
(MVA)(MVA)
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Terms to Know (contd)Terms to Know (contd)
managementinformationmanagementinformation
system (MIS)system (MIS)
datadata
informationinformation
balanced scorecardbalanced scorecard
benchmarkingbenchmarking
employee theftemployee theft
service profitchainservice profitchain
corporate governancecorporate governance
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