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MindMap Gallery Control (Business Management Chapter 5)
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Control (Business Management Chapter 5)
Mind map of control (Chapter 5 of Business Management). Control is the process of supervising various management activities to ensure that they proceed as planned and to correct various serious deviations.
Edited at 2023-10-20 14:01:31
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Control (Business Management Chapter 5)
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- Outline
control
control meaning
Control is the process of supervising various management activities to ensure that they proceed as planned and to correct any serious deviations
importance of control
universality of control
The control function is ubiquitous in any organization and any activity
full control
The control function exists in the entire process of management activities as an effective means to achieve goals and improve work.
Controlling relationships with other management functions
It is closely related to planning, and the two are interdependent
Planning plays a guiding role, while control is to ensure that the organization's output is consistent with the plan. To what extent and how to control it depends on the requirements of the plan.
Plans indicate in advance the desired behaviors and results, while controls guide the implementation of behaviors and results according to the plan, sometimes resulting in changes to the plan.
Effective planning requires information, much of which is obtained through controls
Some effective control methods, such as budgets, policies, procedures, rules, etc., are also planning methods or plans themselves
Clear goals and plans, reasonable organizational structures and forms, wise leadership and effective guidance, maximizing the enthusiasm and potential of employees are the basis and guarantee for the implementation of control.
Management control system components
control goals
The purpose orientation of carrying out control activities is also the basis for carrying out control activities.
subject of control
Managers at all levels and their respective functional departments
controlled object
The object controlled by the control system should be the entire activity of the organization
methods and means of control
Various scientific methods and means adopted to achieve effective control
effective management control
To make management control work effective, some basic principles must be followed when designing the management control system and conducting the management control process.
Control work should be flexible
Controls should be able to function even when plans have changed, unforeseen circumstances have arisen, or plans are totally wrong
control principle
future-oriented principles
Control work should focus on the future, rather than controlling only when deviations occur, that is, the management control system must have a feedforward control function
Reflect planning requirements principles
The purpose of control is to realize the plan, and the plan is the original basis for the control standard. Therefore, control must reflect the plan requirements.
organizational adaptability principle
The organization's control system must be compatible with the organizational structure. To do this, controls must reflect the structural status of the organization and be guaranteed by a sound organizational structure
key point principle
It means that control work should highlight key points and implement key controls on key factors.
Selecting critical control points is an art of management and effective control depends largely on this ability
exception principle
It means that control work should focus on exceptional deviations in plan implementation, that is, abnormal deviations, which refer to particularly good or bad situations that exceed the general situation.
The exception principle must be combined with the key point principle to focus on the control of exceptions to key points
The key point principle emphasizes selecting control points, while the exception principle emphasizes observing abnormal deviations that occur at these control points.
timeliness principle
It refers to the timely discovery of deviation information during control work, even if the information is transmitted, the information is processed in a timely manner, and timely control measures are taken to correct the deviation in a timely manner.
objectivity principle
Requirements must have objective control standards. Therefore, the control standards should be quantified as much as possible. The higher the degree of quantification, the more standardized the control.
Control systems are required to provide and use unbiased, detailed, verifiable and understandable information wherever possible.
accuracy principle
The information obtained by the control system and the control measures taken must be accurate and effective
flexibility principle
An effective control system should be flexible enough to adapt to changes in the environment
economic principle
Control activities require funding
Control is only necessary if the cost of control is less than the effect of control
Therefore, from an economic perspective, the more complex the control system, the better, and the greater the control intensity, the better.
Control principle
principles of systems theory
system purpose
The purpose of control is to achieve planned goals
systematic orderliness
In the control process, various control activities are required to be planned and carried out step by step.
system dependencies
In the control process, various control activities are related to each other, and control activities are closely related to organizational activities.
information theory principles
Information theory mainly studies the theories and technologies related to information acquisition, storage, transmission, processing and utilization.
From the perspective of informatics, the management control process is the process of acquiring, processing, and using information to make management control decisions.
The basic principles of information theory become one of the basic principles of management control
cybernetic principles
Cybernetics mainly studies the interrelationship and control laws between the input and output of the system.
The main technology used in the management field of cybernetics is "functional simulation technology", also known as "black box method"
It simulates objects based on the similarity relationship between the model and the prototype, and studies the regularity of the prototype through the model
Control in the management sense is based on this technology, which affects the output of the system by adjusting the input conditions of the system to make it consistent with the purpose of management.
control process
Determine standards
Standard is the measure of actual work performance, which is determined based on the plan.
type
physical standards
cost standard
capital standards
income standard
program standards
invisible standards
Based on indicators
measure performance
Managers measure results based on performance
Promptly detect deviations that have occurred or are expected to occur
Necessary punishments will be imposed on relevant departments and personnel accordingly.
how to measure
personal observation
Statistical Report
Oral report
Written report
what to measure
What is measured will also largely determine what employees in the organization strive for
Take measures
maintain principles
correct deviation
If the deviation is due to insufficient performance, managers should take corrective action
Specific methods
Adjustments to management strategies
Improvement of organizational structure
Prompt remediation
Strengthen personnel training
Make personnel adjustments
Modify standards
Deviations at work may also come from unreasonable standards, that is to say, the indicators are set too high or too low, or the original standards no longer adapt to the new situation over time.
It’s standards, not performance, that need to be adjusted
Control type
According to the nature of control information
feedback control
The process of returning the output information of the system to the input end, comparing it with the input information, and using the deviation between the two for control.
advantage
It provides managers with real information about how well plans are being implemented
Feedback control can enhance employee motivation
shortcoming
Time lag problem
Synchronous control
Control that occurs during plan execution
main content
Instruct superiors on appropriate work methods and work processes
Supervise the work of subordinates to ensure the achievement of planned goals
When deviations that do not meet standards are discovered, immediate steps are taken to correct them
Feedforward control
It refers to observing various measurable input quantities and output quantities that act on the system, and analyzing their impact on the system output. Corrective measures should usually be taken immediately before the adverse effects of these measurable input quantities and major disturbance quantities occur. , to avoid their adverse effects
advantage
Overcome the time lag phenomenon
shortcoming
brings great difficulties to management work
Feedforward control systems are generally more complex
By source of control
formal organizational control
Control through institutions or regulations designed and established by managers
content
Implement standardization
Protect the organization's property from infringement
quality standardization
prevent abuse of power
Provide guidance and assessment of employees’ work
group control
Control based on unwritten values and codes of conduct among members
self control
Refers to individuals consciously carrying out activities according to a certain standard
Self-control ability depends on the quality of the individual
Divided by means of control
indirect control
Focus on discovering deviations in work, analyzing their causes, and holding managers personally accountable to improve future work.
direct control
Focus on cultivating better managers and providing them with qualities that enable them to skillfully apply management concepts, techniques and principles, and to view management issues from a systematic perspective, thereby preventing the occurrence of bad consequences caused by poor management by managers. as a result of
budget control method
The concept and function of budget
A budget uses financial indicators or non-financial indicators to indicate the organization's expected results. It is a comprehensive plan prepared with numbers that reflects certain situations of the organization in a certain period in the future.
effect
Decompose the plan into various levels and departments of the organization through financial forms, so that managers can clearly understand which funds will be used by whom, which departments and personnel will be involved in the plan, how much expenses, how much income, and physical investment volume and output
Compare the organization's activity results with the budget at the appropriate time, and take corrective measures in a timely manner if deviations occur to ensure that the organization can complete the plan within the budget.
It enables members of the organization to clarify their own and their department’s tasks and authorities, so as to better perform their functions.
Budget ensures the smooth execution of organizational plans from a strategic and overall perspective
Type of budget
Income and expenditure budget
Time, space, raw materials, and product yield budgets
capital expenditure budget
cash budget
total budget
budget preparation
Upper management submits plans and decisions that may be included in or affect the budget to the budget committee
The budget manager makes budget recommendations and provides necessary information to department managers.
Managers of each department prepare their own department's budget based on the company's plan and the information they have, and they coordinate with each other on possible conflicts.
The person in charge of the corporate budget summarizes the budgets of each department into a master budget and prepares balance sheets and income statement calculations to represent the organization's financial position during the future budget period. Finally, the draft budget is submitted to the budget committee and upper management for review and approval.
Requirements for effective budgetary control
Top management support
Manager involvement
Determine various standards
Get timely information
non-budgetary control methods
Audit Law
Financial Audit
With financial activities as the central content, and by checking and verifying objective things such as accounts, vouchers, finances, debts, and settlement relationships as a means to determine whether the comprehensive accounting matters listed in the financial statements are correct and whether the statements themselves can be relied upon. purposeful control method
management audit
Examine the quality of management of a unit or department and evaluate the effectiveness of the organization and utilization of human, material and financial resources. Its purpose is to improve economic efficiency through supervision and management work
Break-even analysis
An analytical method for predicting profits and controlling costs through a comprehensive analysis of the mutual constraints among business volume, costs, and profits.
Use cost characteristics, that is, the dependence between total cost and output, to indicate the business volume limits of the company's profitable operations, thereby achieving control.
Financial Statement Analysis
Also known as business analysis, it is to judge the quality of business operations based on financial statements and analyze the strengths and weaknesses of business operations.
content
profit margin analysis
Analyze the profitability of the company
Liquidity analysis
It refers to analyzing whether the company's liabilities are compatible with its payment ability, whether the funds are in good condition, etc.
productivity analysis
It refers to analyzing how much new value the company produces during the planning period, and how it is allocated and converted into labor costs, interest payable and net profit.
method
real numbers method
ratio method
management by objectives
Management by objectives transforms the purpose and fundamental tasks of operations into corporate policies and goals, and achieves the management of goals at each level. On the one hand, it stimulates the sense of responsibility and creativity of relevant personnel, on the other hand, it decomposes the overall goals layer by layer and finally turns them into individual goals. The goal. Therefore, management by objectives is essentially a control
Management by objectives emphasizes involving managers and workers in setting work goals, so that employees' attitudes and behaviors are closer to organizational goals; it also focuses on promoting self-management at work, making it much easier to control personnel behavior.