Controlling Concept The other control functions of management

Controlling Concept The other control functions of management • (Management Functions) defined as: oversight. One of the administrative functions, and is an ongoing • process and renewed whereby check that performance is as specified by the goals and objective criteria, measure the degree of success of the actual performance in achieving the objectives and criteria for evaluation and correction. and are based on the assessment of the administrative activity of the Organization, compared to the administrative activity diagram, and then identify deviations in a descriptive or quantitative in order to take the necessary amaalgtha. •

Planning and Controlling: The control definition appears as a comparison between • the actual execution plans, and consequently control relies primarily on the plan in advance and which is the basis of the oversight process If planning to contribute substantially, the reverse is also • true, as a result of the surveillance is to identify the adequacy of planning and a range of corrective actions, both of which help develop new and better action plans. •

Controlling Significance: Lead oversight plays an important role in determining bonuses that apply to individuals, and the oversight may have a positive or negative impact on the Organization, depending on the positions of use, its oversight derives in particular from the following factors: 1. changed circumstances. 2. the accumulation of errors. 3. organizational complexity. • • •

Change of circumstances • • All organizations face increasing change in the surrounding environmental conditions, and these changes may be obtained during the formulation of goals or plans, which may hamper the implementation of plans and objectives. and help control system and practice if applied properly sign change and willingness to respond. •

The accumulation of errors • • Not simple mistakes or to harm the Organization, but with the passage of time may accumulate these errors and greater impact if left without treatment, and treatment needs to be effective and continuous control. •

Organizational complexity • Expand the Organization in the procurement • markets and products and the complexity of its structure and the increased competition it is interested in the oversight process to take advantage of the results in planning and decision-making, but the Organization and purchase a limited number of types of raw materials, production of the type of goods and simple organizational structure facilitates the oversight process.

Controlling Objectives 1. the protection of the public interest: the axis control, • monitoring and operation activities in accordance with the plans and programmes in an integrated manner, determines goals, reveals deviations and specifies the administrative responsibility of the organization. 2. direct administrative or leadership authority to • intervene to address errors and deviations and take appropriate decisions to correct mistakes in order to achieve the objectives. 3. detection of functional elements that contributed to • preventing or reducing errors, deviations and to reward and stimulate these elements, morally and financially. •

Controlling Characteristics System: In order to control on a sound basis, performance and • achievement as determined by the goals and objective criteria in order to be more effective control, it is imperative that the control system is characterized by the following: 1. agreement of the proposed regulatory regime with • the size and nature of the activity it is censorship. 2. the objectives of a high level of effectiveness and • efficiency and good human relations •

3. objectivity in the choice of regulatory standards. 4. clarity and ease of understanding. 5. the possibility of correction of errors and deviations. 6. availability and capacity management and technical knowledge to control devices. 7. clear delineation of responsibilities and duties. 8. economy and flexibility. 9. continuity. 10. accuracy and clarity of results. • • •

Controlling Methods: Methods of control Methods of mole control Traditional control methods Special controls Profit and loss measurement Return on investment Financial ratios Control of main activities Internal and external audit The focus is on reviewing Task errors Note profile Estimated budget Administrative reports Records Statistical data

Controlling Tools: Controlling Tools At the individual level control Self. Performance reports- At the departmental level Control over quantity the Quality control. Cost control Time At the level of the Organization accounts Control of. Conclusion Productivity-