🗊 Презентация Performance Measurement

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Performance Measurement, слайд №1 Performance Measurement, слайд №2 Performance Measurement, слайд №3 Performance Measurement, слайд №4 Performance Measurement, слайд №5 Performance Measurement, слайд №6 Performance Measurement, слайд №7 Performance Measurement, слайд №8 Performance Measurement, слайд №9 Performance Measurement, слайд №10 Performance Measurement, слайд №11 Performance Measurement, слайд №12 Performance Measurement, слайд №13 Performance Measurement, слайд №14 Performance Measurement, слайд №15 Performance Measurement, слайд №16 Performance Measurement, слайд №17 Performance Measurement, слайд №18 Performance Measurement, слайд №19 Performance Measurement, слайд №20 Performance Measurement, слайд №21 Performance Measurement, слайд №22 Performance Measurement, слайд №23 Performance Measurement, слайд №24 Performance Measurement, слайд №25 Performance Measurement, слайд №26 Performance Measurement, слайд №27
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Слайды и текст этой презентации

Слайд 1


Performance Measurement Harry Kogetsidis School of Business
Описание слайда:
Performance Measurement Harry Kogetsidis School of Business

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Lecture’s topics What is controlling? What are the steps of the control process? What are the main types of control?
Описание слайда:
Lecture’s topics What is controlling? What are the steps of the control process? What are the main types of control?

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Management functions Planning Organising Leading Controlling the final link in the functional chain of management
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Management functions Planning Organising Leading Controlling the final link in the functional chain of management

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Controlling Function Are activities going as planned? monitoring If not, what can we do about it? taking action
Описание слайда:
Controlling Function Are activities going as planned? monitoring If not, what can we do about it? taking action

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Controlling Function Controlling is the process of: monitoring activities to ensure they are being accomplished as planned acting to correct any...
Описание слайда:
Controlling Function Controlling is the process of: monitoring activities to ensure they are being accomplished as planned acting to correct any significant variations

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Controlling Function Frequent checks ensure that corrective action is taken quickly to avoid wasting effort and resources. when?
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Controlling Function Frequent checks ensure that corrective action is taken quickly to avoid wasting effort and resources. when?

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Controlling Function All managers exercise control as they try to add value by transforming resources into outputs of greater value. by whom?
Описание слайда:
Controlling Function All managers exercise control as they try to add value by transforming resources into outputs of greater value. by whom?

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Example 1 Volume of sales in November: 975 units. Average monthly volume of sales: 1000 units. Variation = 1000-975 = 25 units. Action: Do nothing...
Описание слайда:
Example 1 Volume of sales in November: 975 units. Average monthly volume of sales: 1000 units. Variation = 1000-975 = 25 units. Action: Do nothing (variation acceptable).

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Example 2 Volume of sales in November: 800 units. Average monthly volume of sales: 1000 units. Variation = 1000-800 = 200 units. Action: Identify...
Описание слайда:
Example 2 Volume of sales in November: 800 units. Average monthly volume of sales: 1000 units. Variation = 1000-800 = 200 units. Action: Identify cause of variation and correct performance.

Слайд 10


The Control Process The control process involves four basic steps.
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The Control Process The control process involves four basic steps.

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The Control Process Step 1 - Define objectives and set standards.
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The Control Process Step 1 - Define objectives and set standards.

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Setting standards The standard will itself have an effect on its achievement. standards seen as too high may be ignored as unattainable standards...
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Setting standards The standard will itself have an effect on its achievement. standards seen as too high may be ignored as unattainable standards that are too low will lower performance

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The Control Process Step 2 - Measure performance.
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The Control Process Step 2 - Measure performance.

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Measuring performance Quantifiable aspects of performance are relatively easy to measure whereas non-quantifiable aspects of performance are more...
Описание слайда:
Measuring performance Quantifiable aspects of performance are relatively easy to measure whereas non-quantifiable aspects of performance are more open to subjective interpretations.

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The Control Process Step 3 - Compare performance with standard.
Описание слайда:
The Control Process Step 3 - Compare performance with standard.

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Comparing performance with standard As some variation from the plan is always to be expected, managers need to determine the acceptable range of...
Описание слайда:
Comparing performance with standard As some variation from the plan is always to be expected, managers need to determine the acceptable range of variation.

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The Control Process Step 4 - Take appropriate managerial action to correct variations or inadequate standards.
Описание слайда:
The Control Process Step 4 - Take appropriate managerial action to correct variations or inadequate standards.

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Taking action Managers need to act on significant variations from the plan – either to correct future performance or to revise inadequate standards.
Описание слайда:
Taking action Managers need to act on significant variations from the plan – either to correct future performance or to revise inadequate standards.

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Taking action Managers need to act on significant variations from the plan – either to correct future performance or to revise inadequate standards....
Описание слайда:
Taking action Managers need to act on significant variations from the plan – either to correct future performance or to revise inadequate standards. Be careful – a constant lowering of standards can result in employees blaming the standard as being too high rather than accepting that their performance was inadequate!

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The Control Process
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The Control Process

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Types of Control Concurrent control Feedback control
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Types of Control Concurrent control Feedback control

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Concurrent Control Takes place while an activity is in progress. Normally involves direct supervision. Main advantage: allows managers to correct...
Описание слайда:
Concurrent Control Takes place while an activity is in progress. Normally involves direct supervision. Main advantage: allows managers to correct problems before they become too costly.

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Feedback Control Takes place after the activity. Does not require direct supervision. Main advantage: allows managers to provide feedback, which can...
Описание слайда:
Feedback Control Takes place after the activity. Does not require direct supervision. Main advantage: allows managers to provide feedback, which can enhance employee motivation.

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Control & organisational size Small organisations: - informal & personal - concurrent control through direct supervision Large organisations: -...
Описание слайда:
Control & organisational size Small organisations: - informal & personal - concurrent control through direct supervision Large organisations: - formal & impersonal - feedback control

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Control & position level Low-level positions: - performance easier to measure High-level positions: - performance more difficult to measure - many...
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Control & position level Low-level positions: - performance easier to measure High-level positions: - performance more difficult to measure - many performance criteria

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Control & degree of decentralisation Low decentralisation: - reduced number of controls High decentralisation: - increased number of controls
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Control & degree of decentralisation Low decentralisation: - reduced number of controls High decentralisation: - increased number of controls

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Control & degree of decentralisation Low decentralisation: - reduced number of controls High decentralisation: - increased number of controls Note:...
Описание слайда:
Control & degree of decentralisation Low decentralisation: - reduced number of controls High decentralisation: - increased number of controls Note: Managers who delegate authority are ultimately responsible for the actions of those to whom it is delegated.

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