Module 6

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What are some valuable authoritative control frameworks and systems? ... change. Advancement and learning. Module 6 Case. Electronic Arts Inside Fantasy Sports ...

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Module 6 Controls and Control Systems

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Module 6 What is critical to think about the control procedure? How do directors practice supervisory control? What are some helpful hierarchical control frameworks and procedures?

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6.1 Control Controlling is one of the four administration capacities. Control starts with goals and gauges. Control measures real execution Control contrasts results and goals and norms. Control makes remedial move as required.

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Control as a Management Function Controlling is the way toward measuring execution and making a move to guarantee wanted results.

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Control Process Step 1: Control begins with destinations and principles Output benchmarks measure brings about terms of amount, quality, cost or time Input guidelines measure the work endeavors that go into the execution assignment

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Control Process Step 2: Control measures real execution Agreed-upon gauges Accurate and convenient estimation

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Control Process Step 3: Control contrasts results and targets Desired Performance - Actual Performance Need for activity

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Control Process Step 4: Control makes vital move Management by exemption is the act of offering thoughtfulness regarding circumstances that demonstrate the best need

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6.2 How Managers Use Control Managers utilize feedforward, simultaneous and criticism controls Managers depend on both inner and outside controls Management by targets is a method for coordinating arranging and controlling

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HOW MANAGERS USE CONTROL Types of Controls Organizations are open frameworks that connect with environment with information, throughput and yield controls

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HOW MANAGERS USE CONTROL Internal and External Controls Internal Control Motivated representatives practice restraint in their work Participation in arranging work and having a feeling of reason encourage inspiration

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HOW MANAGERS USE CONTROL Internal and External Controls External Control

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HOW MANAGERS USE CONTROL Objectives Management By Objectives (MBO) Superior and subordinate together arrangement goals

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HOW MANAGERS USE CONTROL Objectives Types of goals Improvement targets state objectives for development in quantifiable terms "increment deals by 5%" Personal advancement destinations concentrate on self-improvement "take in a brief moment dialect"

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6.3 Control Systems and Techniques Quality control is an establishment of present day administration Gantt diagrams and CPM/PERT are utilized as a part of venture administration and control Inventory controls spare costs Breakeven examination indicates where incomes will square with costs Financial proportions and adjusted scorecards reinforce hierarchical controls

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CONTROL SYSTEMS AND TECHNIQUES Quality Control Quality Control is progressively essential for worldwide rivalry ISO Certification Audits confirm quality norms Total Quality Management Commitment to quality Striving for zero deformities Continuous Improvement Always scanning for better approaches to enhance work quality and execution

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CONTROL SYSTEMS AND TECHNIQUES Project Management Project Management Responsibility for arranging and control of undertakings

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CONTROL SYSTEMS AND TECHNIQUES Project Management Project Management Tools Gantt Charts CPM/PERT Charts Critical Path

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CONTROL SYSTEMS AND TECHNIQUES Inventory Control Inventory controls lessen stock costs Economic request amount Pre-decided measure of stock is requested when current stock achieves a specific level Just-in-time planning Inventory arrives precisely when required for generation or deal

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CONTROL SYSTEMS AND TECHNIQUES Breakeven Analysis Breakeven Point is the time when incomes meet expenses Breakeven Analysis figures the time when deals incomes take care of expenses. The most effective method to Calculate a Breakeven Point Breakeven Point = Fixed Costs/(Price - Variable Costs)

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Major Financial Ratios for Organizational Control Liquidity—measures capacity to meet transient commitments. • Current Ratio = Current Assets/Current Liabilities • Quick Ratio = Current Assets-Inventory/Current Liabilities Higher is better: You need more resources and less liabilities Leverage—measures utilization of obligation . • Debt Ratio = Total Debts/Total Assets Lower is better: You need less obligations and more resources. Resource Management—measures resource and stock proficiency. • Asset Turnover = Sales/Total Assets • Inventory Turnover = Sales/Average Inventory Higher is better: You need more deals and less resources or lower stock. Gainfulness • Net Margin = Net Profit after Taxes/Sales • Return on Assets (RAO) = Net Profit after Taxes/Total Assets • Return on Equity (ROE) = Net Income/Owner's Equity Higher is better: You need however much benefit as could be expected for deals, resources, & value.

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CONTROL SYSTEMS AND TECHNIQUES Balanced Scorecard Balanced Scorecards begin with the hierarchical mission and vision to construct objectives and execution measures for Financial execution Customer fulfillment Internal process change Innovation and learning

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Module 6 Case Electronic Arts – Inside Fantasy Sports