🗊Презентация Performance Measurement

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

Слайд 2


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

Слайд 4


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 significant variations
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

Слайд 6


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

Слайд 7


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?

Слайд 8


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).
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).

Слайд 9


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.
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.
Описание слайда:
The Control Process The control process involves four basic steps.

Слайд 11


The Control Process Step 1 - Define objectives and set standards.
Описание слайда:
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 that are too low will lower performance
Описание слайда:
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.
Описание слайда:
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 open to subjective interpretations.
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.

Слайд 16


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

Слайд 18


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.

Слайд 19


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!
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!

Слайд 20


The Control Process
Описание слайда:
The Control Process

Слайд 21


Types of Control Concurrent control Feedback control
Описание слайда:
Types of Control Concurrent control Feedback control

Слайд 22


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.
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.

Слайд 23


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

Слайд 24


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

Слайд 25


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

Слайд 26


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