Controlling is the process of regulating organizational activities to ensure actual performance meets goals and standards. It involves establishing standards, measuring actual performance, comparing to standards, and initiating corrective actions if needed. Key aspects of controlling discussed include budgetary and non-budgetary techniques like variance analysis, responsibility accounting, and operational audits. Methods like PERT/CPM and benchmarking are also reviewed. The role of information technology in providing management information for planning and controlling is also highlighted.
Management by Objectives (MBO) is a systematic process that involves setting goals and monitoring performance against those goals. The key aspects of MBO include establishing organizational goals and cascading them down to individual employee objectives, developing action plans, periodically reviewing progress, and conducting performance appraisals. MBO aims to improve organizational performance by aligning goals throughout the company and increasing employee motivation through participation in goal setting. For MBO to be effective, it requires clear objectives, management training, feedback, and support from top leadership.
Management by Objectives (MBO) is a systematic process where managers and their subordinates define objectives together and work to achieve them. MBO aims to increase organizational performance by aligning goals throughout the organization. The key aspects of MBO include collectively setting specific and measurable objectives, developing plans to achieve them, monitoring performance, and providing feedback. While time-consuming, MBO can motivate employees and facilitate effective planning when implemented properly.
This document discusses controlling as a management function. It defines controlling as verifying that plans are followed and resources are efficiently used to achieve goals. Controlling measures deviations from standards and helps take corrective actions. The controlling process involves establishing standards, measuring performance, comparing actual and standard performance, and taking remedial actions. Traditional controlling techniques include personal observation, statistical data, break-even analysis, and budgetary control. Modern techniques include management information systems, PERT, CPM, and management audits. For controlling to be effective it must be accurate, timely, flexible, integrated, economically feasible, and enable corrective actions.
Directing is a key function of management that ensures employees work efficiently and effectively to achieve organizational goals. It involves guiding, instructing, supervising, and motivating employees through leadership. Directing is critical because it activates plans by converting them into actions and performance. It also improves efficiency by helping employees maximize their potential, ensures coordination among staff, and facilitates change. Directing elements include supervision, motivation, leadership, and communication. Supervision entails overseeing employees' work through functions like planning, issuing instructions, guiding, motivating, maintaining discipline, and monitoring performance. The supervisor acts as a link between management and workers.
Controlling is an essential function of management that ensures desired results are achieved. It is a continuous process that involves setting standards, measuring actual performance, comparing results to standards, identifying deviations, analyzing causes, and taking corrective action. Controlling helps accomplish organizational goals, efficiently use resources, facilitate coordination, and improve employee motivation. It is the final step in the management process that ensures plans are implemented as intended.
Compensation Management and Types of Compensation ManagementNaheed Mir
Compensation management is a Human Resource Management function that deals with the salaries and any kind of rewards that individuals receive on performing an organizations tasks.
Budgetary control involves companies establishing budgets for revenue, expenses, assets and liabilities in advance of an accounting period. Managers prepare functional budgets for their departments, which are then combined into a master budget. Actual performance is continuously compared to budgets to ensure plans are achieved or provide a basis for revision. Budgetary control coordinates activities, provides responsibility accounting, motivates managers, and establishes a system for planning and control through regular budget reviews.
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Controlling is a key managerial function that involves establishing standards, measuring performance, comparing results to standards, and taking corrective action. It is a continuous process of monitoring performance, identifying variances, and ensuring objectives are met according to plan. The control process includes establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action when needed. Control can happen at different times - preliminary controls anticipate problems, concurrent controls monitor ongoing work, and feedback controls examine end results. Traditional control techniques include personal observation and statistical reports, while modern techniques include management information systems and program evaluation review techniques.
Control is the last function of management. Success or failure of planning depends on the success or failure of controlling.
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Human Resource Aspect of Mergers and Acquisition - Presentation - Karim ViraniKarim Virani
The document discusses the human resource aspects of mergers and acquisitions. It outlines the 5 phases of mergers and acquisitions: 1) pre-acquisition review, 2) search and screen targets, 3) investigate and value the target, 4) acquire through negotiation, and 5) post-merger integration. It emphasizes that human resource issues like culture clashes, communication, and talent retention are critical reasons mergers often fail. The role of HR is to manage soft due diligence, address employee concerns, and oversee communications and change management through the process. For mergers to succeed, business strategies must be clear, financial expectations set, and cultural differences recognized.
HRD refers to developing the skills, competencies and potential of employees. It is a planned, continuous process to help employees acquire new capabilities for their current or future roles. The goals of HRD include developing employee competency, motivation and the organizational climate. HRD aims to make organizations learning environments through approaches like strategic frameworks, building capabilities, and improving satisfaction. Key functions of HRD include organizational development, training, performance management and career development. HRD professionals play important roles like advisors, change agents, instructors and researchers. The history of HRD in India began with a review of L&T's performance appraisal system, leading to the creation of separate HRD departments in organizations. Today, HRD is
Forecasting demand involves predicting future needs based on past patterns. Long-term forecasts inform strategic decisions about products, processes, and facilities. Short-term forecasts guide production decisions over the next few weeks. Common forecasting methods include opinion surveys, statistical analyses of time series data, and linking demand for one product to indicators of demand for related products. Accuracy, simplicity, cost, and ability to reflect changing conditions are criteria for evaluating forecasting techniques.
Controlling: Concept, Process, Types, TechniquesDurgesh S
The document discusses control systems and techniques used in organizations. It defines controlling as measuring performance and taking action to ensure desired results. There are four main types of control systems: management by exception which focuses on substantial differences between goals and results; feed forward which ensures the right directions and resources; concurrent which ensures the right processes; and feedback which ensures final results meet standards. Specific control techniques discussed include management by objectives, employee discipline, quality control, purchasing/inventory controls, and breakeven analysis.
This document discusses key aspects of wage policy, including definitions, factors that influence wages, and main components. It defines wage policy as legislation or government actions to regulate wage levels or structures to achieve social and economic objectives. The main factors influencing wages are internal factors and external factors. The three main components of a sound wage policy are minimum wages, fair wages, and living wages. Minimum wages should provide a minimum standard of living, fair wages should be equal for work of equal skill/difficulty, and living wages should provide comforts in addition to essentials for workers and their families.
Successful managers deal with foreseen problems through planning, while unsuccessful managers struggle with unforeseen issues. Planning involves deciding in advance on actions, forecasting accomplishments, and outlining courses of action. It is defined as both a futuristic and intellectual function, focusing on the future and involving determining objectives and means of achieving them. The outcome is a plan specifying future actions. Planning provides direction, creates frameworks, leads to efficient resource use, reduces risks, and facilitates other functions like decision making, control and innovation. It is a continuous, goal-oriented and integrated process linking where an organization is currently to where it wants to be in the future.
The document discusses the different levels of management in organizations. It identifies three levels - top level management, middle level management, and lower level management.
The top level consists of boards of directors, CEOs, and other C-level executives. They are responsible for controlling the entire organization by setting strategic plans and policies. The middle level includes department heads and branch managers who implement plans and monitor performance. The lower level comprises of foremen and supervisors who direct workers and maintain morale.
The document discusses the functions of human resource management (HRM). It outlines managerial functions such as planning, organizing, staffing, directing, and controlling. It also describes operative functions including employment, development, compensation, maintenance, motivation, personnel records, employee relations, and separation. Finally, it notes the advisory functions of HRM which involve advising top management and departmental heads. The overall purpose of HRM is to acquire, develop, manage, motivate, and gain commitment from employees to achieve organizational goals.
Planning involves defining goals, strategies, and coordinated plans. It determines what to do, how, when, and by whom. Planning establishes objectives, assesses current status, identifies gaps, and develops hierarchical plans. It is goal-oriented, continuous, flexible, and involves choosing between alternatives. Planning provides direction, coordination, risk reduction, and facilitates control and decision-making. However, plans may create rigidity and not account for a dynamic environment. Effective planning requires top management support, participation, communication, and integration of plans.
Controlling involves checking current performance against plans to ensure adequate progress and satisfactory performance. It is a continuous process that involves establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques can be used including budgetary control, quality control, and maintenance control. Information technology also supports controlling through management information systems. The overall goal of controlling is to monitor operations and ensure goals are being met.
Controlling involves checking current performance against plans to ensure adequate progress. It includes establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques exist such as budgetary control, quality control, and maintenance control. Information technology also aids controlling through management information systems. The overall goal of controlling is to monitor operations and ensure goals are met.
Controlling involves checking current performance against plans to ensure adequate progress and satisfactory performance. It is a continuous process that involves establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques can be used including budgetary control, quality control, and maintenance control. Information technology also supports controlling through management information systems.
Controlling involves checking current performance against plans to ensure adequate progress. It includes establishing standards, measuring performance, comparing to standards, and taking corrective action if needed. Various control techniques can be used, such as budgetary control, quality control, and productivity management. Information technology also supports controlling through management information systems. Effective controlling requires establishing standards, flexibility, communication, and linking to corrective actions.
Controlling involves checking current performance against predetermined standards to ensure adequate progress and satisfactory performance. It is a continuous process that involves establishing standards, measuring performance, comparing to standards, and taking corrective action if needed. Various techniques are used for budgetary control, non-budgetary control, productivity management, cost control, purchase control, maintenance control, and quality control. Information technology also aids the controlling process through management information systems.
The document provides an overview of controlling concepts including:
- The definition and importance of controlling as monitoring activities to ensure plans are followed.
- Types of control include budgetary control, standard costing, just-in-time and ABC analysis.
- Control techniques help managers identify variances from plans, take corrective actions, and improve future performance.
- Effective control systems empower employees and protect organizations from disruptions.
This document discusses controlling as a management function. It defines controlling, outlines the controlling process, and describes different types and techniques of control. Specifically, it covers:
- Defining controlling as regulating activities to meet goals and comparing actual to planned performance.
- The controlling process includes establishing standards, measuring actual performance, comparing to standards, and taking corrective actions.
- Types of control include feedback, concurrent, and predictive/feedforward control.
- Budgetary control techniques help managers plan and monitor finances through tools like flexible budgets, functional budgets, and master budgets.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important as the final step in management, to empower employees, and protect the workplace.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important for linking planning to results, empowering employees, and protecting the workplace.
This document provides an overview of sales forecasting, budgeting, and cost control. It defines each topic and outlines key factors, methods, steps, and advantages/limitations. For sales forecasting, it discusses definition, importance, factors affecting forecasts, common methods like time series analysis and regression analysis. For budgets, it defines budgetary control and outlines budget types, objectives, principles, and advantages/disadvantages. It also describes the process of budget control. Finally, it defines cost control and discusses techniques like standard costing and variance analysis to establish norms and take corrective actions.
Controlling involves evaluating and regulating ongoing activities to ensure goals are achieved. It provides indications of performance relative to goals and a mechanism to adjust performance. Control is important for managing people and resources, coping with uncertainty, and planning. There are different levels of control including strategic, tactical, and operational control. The control process involves establishing standards, measuring performance, comparing to standards, correcting deviations, and changing standards if needed. Effective control is integrated with planning, flexible, accurate, timely, and objective. Common control techniques include financial control using statements, ratios, and budgets, as well as quality, inventory, and structural controls.
This document discusses various control techniques that managers can use to effectively control organizational activities. It categorizes control techniques into general, special, and advanced techniques. Some general techniques discussed include personal observation, written communication, records and reports, standard costing, break even analysis, statistical data, self control, and return on investment. Special techniques include budgeting control, quality control, marketing control, human resource control, and financial statement control. Advanced techniques discussed are management information systems, PERT and CPM, zero base budgeting, and management audits.
Control involves monitoring activities to ensure goals are met and correcting deviations. It is important as the final stage of management functions, providing feedback on performance and protecting the workplace. The control process involves measuring actual performance against standards, identifying variances, and taking action. Organizational performance measures include productivity, effectiveness, financial ratios, and balanced scorecards. Information and cultural controls vary across countries. Issues around privacy, monitoring, and intellectual property require balance.
Operational and financial control techniquesSusmi Harsha
This document discusses various operational and financial control techniques used by managers. It begins by defining control as measuring and correcting performance to ensure objectives are met. It then separates control techniques into financial and operational categories. Some key financial techniques discussed include budgeting, cost accounting, ratio analysis, break-even analysis, and internal/external auditing. Operational techniques addressed include personal observation, Gantt charts, responsibility accounting, and management audits. The document provides details on how each technique works and its purpose in helping managers monitor and improve organizational performance.
This document discusses various techniques used for managerial control. It describes traditional techniques like personal observation, statistical reports, break even analysis and budgetary control. It also outlines modern techniques such as return on investment, ratio analysis, responsibility accounting, management audit, network techniques like PERT and CPM, and management information systems. The key purpose of control techniques is to establish performance standards, measure actual performance, identify deviations, and take corrective actions to ensure goals are achieved.
K12CURRICULUM
Feedforward.Concurrent.Feedback Control.Budgetting. Effective Control Systems. The Importance of control. Areas of control. Elements in an internal Control. Financial Budget; Oraganizational Functions.
Reported by... Grade11 students
Majoycvbhdgkjehf bvnfdyKINDNESS2K16
The document discusses various aspects of organizational control, including:
1) It defines control and describes the three approaches to control systems - market, bureaucratic, and clan control.
2) It explains the three steps in the control process - measuring performance, comparing to standards, and taking action to correct deviations.
3) It discusses tools managers use to control organizational performance, such as financial ratios, balanced scorecards, benchmarking, and information controls.
Controlling is a managerial function that involves monitoring performance, comparing it to standards, and taking corrective action. There are three main types of organizational control systems: output control using budgets, behavioral control through direct supervision, and bureaucratic control using rules and standard operating procedures. Clan control also influences behavior through shared values and norms within an organization. Effective control systems provide accurate and timely feedback while allowing flexibility for managers to respond to issues.
7Keeping Things in CheckControls and the Control Process.docxsleeperharwell
7
Keeping Things in Check
Controls and the Control Process
Learning Objectives
After Studying This Chapter, Students Should Be Able To
· Understand the elements of control, measurement tools, and corrective steps
· Differentiate among the types of controls utilized within an organization
· Employ control strategies for effective management
· Identify which control processes are effective in an operational setting
· Describe an integrated planning process
Chapter Summary
Chapter 7 focuses on maintaining control by becoming adept at utilizing various control techniques and processes.
Components of the Control Process
There are four basic components of the control process:
1. Planning: Sets the directions and allocates resources.
2. Organizing: Brings people and material resources together in working combinations.
3. Leading: Inspires people to best utilize these resources.
4. Controlling: Checks that the right things happen, in the right way, and at the right time.
Objectives and Standards
· Objectives provide the performance targets.
· Output standards measure results in terms of performance quantity, quality, cost, or time.
· Input standards measure effort in terms of the amount of work expended in task performance.
Measurement Tools
Managers are able to not only adopt measurement tools by which success can be determined, but they also can use historical comparison (historical information), relative comparison (comparing to performances of others), or engineering comparison (comparing to scientific standards as a means of evaluating performance).
Corrective Action
The last step in the control process is to take any action necessary to correct or improve future performance. Management by exception can be used to direct action on problems requiring more urgent attention.
Effective Controls
The best managers, by contrast, are proactive and positive in applying the control process to full advantage. Effective controls in organizations share the following characteristics:
· Controls are understandable: They support decision making by presenting data in understandable terms; they do not involve complex reports and hard-to-understand statistics.
· Controls encourage self-control: They allow for mutual trust, good communication and participation among everyone involved.
· Controls are timely and exception-oriented: They report deviations quickly, lending insight into why a performance gap exists and what you can do to correct it.
· Controls are positive in nature: They emphasize their contribution to development, change, and systems improvement; they deemphasize their role in penalties and reprimands.
· Controls are fair and objective: They are considered impartial and accurate by everyone; they are respected for one fundamental purpose—performance enhancement.
· Controls are flexible: They leave room for individual judgment and can be modified to fit new circumstances as they arise.
Types of Control
A variety of control strat.
Controlling is the process of ensuring actual activities conform to planned activities. It involves establishing performance standards, measuring actual performance, comparing actual results to standards, and taking corrective action as needed. There are three types of control: feed forward control sets policies before operations begin; concurrent control monitors and adjusts activities as they occur; and feedback control measures outputs, compares them to standards, and implements corrective actions. Control techniques include budgetary methods like operating, variable, and zero-base budgets. Non-budgetary methods include statistical data, reports, auditing, and personal observation. Modern methods include PERT, management information systems, and computers. An effective control system focuses on critical points, integrates all controls, and tail
MECHATRONICS-UNIT 5-ACTUATORS AND MECHATRONICS SYSTEMS DESIGN.pptCHANDRA KUMAR S
The document discusses various types of actuators and motors used in mechatronics systems design including stepper motors, servo motors, DC motors, and AC induction motors. It describes their working principles and applications. It also outlines the stages of the mechatronics design process from problem analysis to implementation. Examples of mechatronic systems are provided such as a pick and place robot, engine management system, and automatic car park barrier.
MECHATRONICS-Unit 3-PROGRAMMABLE PERIPERAL INTERFACE.pptCHANDRA KUMAR S
This document discusses various programmable peripheral interface chips used for input/output interfacing in microprocessor systems. It describes the architecture and programming of the 8255 Programmable Peripheral Interface chip, which allows flexible configuration of three 8-bit ports. Application examples discussed include interfacing keyboards, LED displays, analog-to-digital converters, digital-to-analog converters, temperature sensors, and stepper motors. Memory mapped and I/O mapped addressing schemes for connecting peripherals are also summarized.
MECHATRONICS-UNIT 4-PROGRAMMABLE LOGIC CONTROLLER .pptCHANDRA KUMAR S
This document provides an overview of programmable logic controllers (PLCs). It describes the basic structure of a PLC including input/output modules, a central processing unit, memory, and a programming unit. The document outlines how PLCs are used to automate industrial processes through input/output processing and programming using ladder logic and mnemonics. Additional features of PLCs like timers, counters, internal relays, and data handling are also summarized. The document concludes with factors to consider when selecting a PLC for an automation application.
MECHATRONICS-UNIT 2-8085 MICROPROCESSOR AND 8051 MICROCONTROLLER .pptxCHANDRA KUMAR S
The document provides information on microprocessors and microcontrollers. It discusses the 8085 microprocessor, including its architecture, registers, addressing modes, instruction sets and timing diagrams. It also covers the 8051 microcontroller, describing its features such as RAM, ROM, timers/counters, serial ports, I/O ports and interrupts. A comparison of microprocessors and microcontrollers is given, noting microcontrollers are specialized computers that integrate CPU, memory and I/O components.
Mechatronics is the synergistic integration of mechanical engineering with electronics and information technology. It was first introduced in 1969 by an engineer in Japan. Early applications involved integrating servo motors and microprocessors into mechanical systems. Over time, communication technologies were added along with applications in fields like robotics. Mechatronics systems combine actuators, sensors, control systems and software to produce intelligent electromechanical products and machines. Examples include automated manufacturing equipment, appliances, cameras and medical devices.
MECHATRONICS-UNIT-I-Sensor and transducers.pptCHANDRA KUMAR S
This document discusses different types of sensors and transducers. It defines sensors as devices that produce an output signal proportional to a physical input quantity, and transducers as devices that convert one form of energy to another. The document classifies sensors as active, passive, analog or digital. It describes various static and dynamic characteristics of sensors and transducers. Finally, it provides details on different displacement, position, temperature and other sensors.
This document defines leadership and its key characteristics. It begins by defining leadership as influencing others towards achieving goals. Key points of leadership include showing direction, guiding followers, and inspiring them to accomplish organizational goals. Effective leadership requires knowledge, skills, desire/motivation, and developing relationships with followers. The document then outlines seven habits of highly effective people including being proactive, beginning with the end in mind, and putting first things first. It provides strategies for strategic planning, customer satisfaction, and total quality management.
This document provides an overview of organizational structure and organizing functions. It defines organizing as establishing authority relationships and coordination between roles vertically and horizontally. The key points covered are:
1. It discusses different types of organizational structures like line, staff, functional, and divisional. It also covers concepts like centralization, decentralization, and departmentalization.
2. Organizing helps achieve goals through coordination, defining roles, and optimal use of resources. It allows management functions like planning and controlling to take place.
3. Both formal and informal organization structures are examined. Formal structures specify roles and reporting relationships while informal structures are based on relationships.
4. The importance of organization charts for visualizing the
This document discusses the key aspects of planning, including:
1. It defines planning as determining an organization's goals and means of achieving them, and identifies it as the most fundamental management function.
2. The planning process involves setting objectives, developing premises, identifying alternatives, evaluating alternatives, selecting the best alternative, formulating derivative plans, and communicating and following up on the plan.
3. Effective planning provides direction, reduces risks and uncertainties, establishes standards for control, and promotes innovation. Regular evaluation ensures plans are on track to achieve objectives.
POM-UNIT-1 Types of business organisation.pptxCHANDRA KUMAR S
The document discusses different types of business organizations including sole proprietorships, partnerships, companies, cooperatives, and public sector organizations. Sole proprietorships are owned and controlled by one person who enjoys all profits but has unlimited liability. Partnerships involve multiple owners who share profits but also have unlimited liability. Companies include private limited companies with a minimum number of members and public limited companies with a maximum number of members. Cooperatives are voluntary associations with equal voting rights, a service focus, and state control. Public sector organizations include public enterprises, public corporations, and government companies that are financed and managed by the government to provide public services.
The document provides an overview of principles of management. It defines management as the process of planning, organizing, staffing, directing, coordinating and controlling organizational activities. It also discusses the five main functions of management - planning, organizing, staffing, leading, and controlling. Finally, it describes the different levels of management in organizations from top level management to middle level management to lower level or supervisory management.
Organizational culture is defined as a system of shared meanings and beliefs within an organization that determine how employees act. It is created through shared values, symbols, rituals, myths and practices. Culture is learned through stories of significant events, rituals, material symbols, and shared language used in an organization. Culture distinguishes one organization from others and facilitates commitment to goals beyond self-interest. Managers are constrained by the actions and activities an organization values and rewards. There are different types of cultures like dominant, weak, and participative cultures. Culture is created by an organization's vision and functions, and managed through selection processes, leadership actions, socialization of new employees, and responsiveness to internal and external environmental factors.
ENERGY, ECONOMIC AND ENVIRONMENTAL ISSUES OF POWER PLANTS(UNIT-5).pptxCHANDRA KUMAR S
Unit 5 discusses the economics, energy rates, tariffs, load distribution, and environmental issues related to power plants. It covers various economic concepts used to evaluate power systems and describes different tariff structures used to charge consumers. Load curves and factors that influence a plant's capacity and utilization are examined. The types and health impacts of pollution from thermal power plants are summarized along with control methods like scrubbers and precipitators. Nuclear waste disposal methods like underground storage of high-level waste and landfills for low-level solid waste are also outlined.
This document summarizes different renewable energy sources including hydroelectric, wind, tidal, solar photovoltaic, solar thermal, geothermal, and biogas power systems. For hydroelectric power, it describes the basic components and layout of hydroelectric dams as well as how water is used to spin turbines and generate electricity. For wind power, it discusses how wind turbines convert kinetic energy from the wind into electrical energy. It also summarizes the basic components and functioning of tidal, solar photovoltaic, solar thermal, geothermal, and biogas power generation systems.
This document provides information on various topics related to nuclear power plants, including:
1. It describes the basic components of a nuclear power plant including the nuclear fuel, moderators, control rods, shielding, and coolant.
2. It discusses different types of nuclear reactors including boiling water reactors, pressurized water reactors, CANDU reactors, and fast breeder reactors.
3. It covers safety systems in nuclear power plants including control of the fission reaction, cooling of the reactor core, and containment of radioactive materials. Emergency core cooling systems and containment buildings are described.
DIESEL, GAS TURBINE AND COMBINED CYCLE POWER PLANTS(UNIT-2).pptxCHANDRA KUMAR S
The document discusses different types of power plants including diesel, gas turbine, and combined cycle plants. It provides details on the key components of a diesel power plant such as the engine, fuel system, cooling system and lubrication system. It also describes open and closed cycle gas turbine power plants and ways to improve gas turbine efficiency through the addition of an intercooler, regenerator, or reheater. Finally, it outlines various combined power plant cycles that combine technologies like gas turbine with steam turbine or incorporate other energy sources like nuclear.
ENERGY, ECONOMIC AND ENVIRONMENTAL ISSUES OF POWER PLANTS(UNIT-5 PROBLEMS).pdfCHANDRA KUMAR S
This document discusses problems related to power plant economics and provides solutions in a continuous manner. It addresses 3 problems and their respective solutions while indicating there is continued information.
COAL BASED THERMAL POWER PLANTS (UNIT-1).pptxCHANDRA KUMAR S
Thermal power plants convert the chemical energy stored in fossil fuels into heat energy by burning coal. The heat boils water to produce steam, which powers turbines that generate electricity. There are four main circuits in a thermal power plant: coal and ash, air and flue gas, water and steam, and cooling water. Coal is burned to heat water and produce steam, which spins turbines to generate electricity. The resulting ash is removed and stored while flue gases are treated before being released into the atmosphere.
If we're running two pumps, why aren't we getting twice as much flow? v.17Brian Gongol
A single pump operating at a time is easy to figure out. Adding a second pump (or more) makes things a bit more complicated. That complication can deliver a whole lot of additional flow -- or it can become an exercise in futility.
Fix Production Bugs Quickly - The Power of Structured Logging in Ruby on Rail...John Gallagher
Rails apps can be a black box. Have you ever tried to fix a bug where you just can’t understand what’s going on? This talk will give you practical steps to improve the observability of your Rails app, taking the time to understand and fix defects from hours or days to minutes. Rails 8 will bring an exciting new feature: built-in structured logging. This talk will delve into the transformative impact of structured logging on fixing bugs and saving engineers time. Structured logging, as a cornerstone of observability, offers a powerful way to handle logs compared to traditional text-based logs. This session will guide you through the nuances of structured logging in Rails, demonstrating how it can be used to gain better insights into your application’s behavior. This talk will be a practical, technical deep dive into how to make structured logging work with an existing Rails app.
I talk about the Steps to Observable Software - a practical five step process for improving the observability of your Rails app.
Modified O-RAN 5G Edge Reference Architecture using RNNijwmn
Paper Title
Modified O-RAN 5G Edge Reference Architecture using RNN
Authors
M.V.S Phani Narasimham1 and Y.V.S Sai Pragathi2, 1Wipro Technologies, India, 2Stanley College of Engineering & Technology for Women (Autonomous), India
Abstract
This paper explores the implementation of 6G/5G standards by network providers using cloud-native technologies such as Kubernetes. The primary focus is on proposing algorithms to improve the quality of user parameters for advanced networks like car as cloud and automated guided vehicle. The study involves a survey of AI algorithm modifications suggested by researchers to enhance the 5G and 6G core. Additionally, the paper introduces a modified edge architecture that seamlessly integrates the RNN technologies into O-RAN, aiming to provide end users with optimal performance experiences. The authors propose a selection of cutting-edge technologies to facilitate easy implementation of these modifications by developers.
Keywords
5G O-RAN, 5G-Core, AI Modelling, RNN, Tensor Flow, MEC Host, Edge Applications.
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Abstract URL: https://aircconline.com/abstract/ijwmn/v16n3/16324ijwmn01.html
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Here's where you can reach us : ijwmn@airccse.org or ijwmn@aircconline.com
Kerong Gas Gas Recovery System Catalogue.pdfNicky Xiong熊妮
We provide carbon-free and energy-saving solutions for industrial waste gas recovery, including hydrogen, nitrogen, argon, helium, and more. Our advanced technology ensures efficient and sustainable management of waste gases, contributing to a cleaner environment and reduced energy consumption.
Vijay Engineering and Machinery Company (VEMC) is a leading company in the field of electromechanical engineering products and services, with over 70 years of experience.
,*$/?!~00971508021841^(سعر حبوب الإجهاض في دبيnafizanafzal
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2. Controlling
IT IS THE PROCESS OF REGULATING
ORGANISATIONAL ACTIVITIES SO THAT
ACTUAL PERFORMANCE CONFORMS TO
EXPECTED ORGANISATIONAL GOALS AND
STANDARSDS.
DEFINITION:
It is checking the current performance
against predetermined standards contained in the
plans with a view to ensure an adequate progress
and satisfactory performance.
3. CONTROLLING
Process of controlling
Types of controlling
Budgetary and Non-budgetary control techniques
Managing productivity
Cost control
Purchase control
Maintenance control
Quality control
Planning operations
4. Characteristics of controlling
Control process is universal
Control is a continuous process (never ending the
activity)
Control is action based (action is essential
element of controlling)
Control is forward looking ( its look for future
development)
Control is closely related to planning (direction of
various business activities by controlling verifies
and measures)
Controlling is pervasive function( it is performed
by managers at all levels, all type of concern)
5. Need or importance of
controlling
Policy verification
Adjustments in operations
Psychological pressure
Coordination
Employee morale
Efficiency and effectiveness
8. The Control Process
11-8
1. Establish standards of performance, goals, or
targets against which performance is to be
evaluated.
Managers at each organizational level need to
set their own standards.
9. The Control Process
11-9
2. Measure actual performance
Managers can measure outputs resulting from
worker behavior or they can measure the
behavior themselves.
The more non-routine the task, the harder it is to
measure behavior or outputs
10. The Control Process
11-10
3. Compare actual performance against chosen
standards of performance
Managers evaluate whether – and to what extent –
performance deviates from the standards of
performance
chosen in step 1
11. The Control Process
11-11
4. Evaluate result and initiate corrective action if
the standard is not being achieved
If managers decide that the level of performance
is unacceptable, they must try to change the way
work activities are performed to solve the
problem
13. Critical control points and
standards
• The point selected for control process is called
critical points
• Types of critical point standards:
– Physical standards (units/hr, in qualitative ;
fastness, durability)
– Cost standards (monetary cost involved in production)-
Rs./hr
– Capital standards (monetary measurements to physical
items)
– Revenue standards (value of sales)
– Program standards (budget program)
– Goals as standards
– Strategic control
15. Types of Control
11-15
Feedforward Controls
Used to anticipate problems before they arise so that
problems do not occur later during the conversion
process
Giving stringent product specifications to suppliers in
advance
IT can be used to keep in contact with suppliers and
to monitor their progress
16. Types of Control
11-16
Concurrent Controls
Give managers immediate feedback on how
efficiently inputs are being transformed into outputs
Allows managers to correct problems as they arise
17. Types of Control
11-17
Feedback Controls
Used to provide information at the output stage about
customers’ reactions to goods and services so that
corrective action can be taken if necessary
18. Requirement for effective
control
• Suitability
• Flexibility
• Economical
• Simple
• Motivation
• Forward looking
• Objective
• Control should reflect the organization structure
and needs
• Control should lead to corrective action
• Less time
19. BUDGETORY CONTROL
TECHNIQUES
Budget – A budget is a vital role of planning and
control for future activities. It is an estimate of the
future needs to be calculated.
20. Control Techniques
A) Traditional Techniques
Personal observation
Break even analysis
Statistical reports
Budgetary control
B) Modern Techniques
Management audit
Return on investment
PERT and CPM
Management information system
21. Budgetary control
Budgetary control is the process of determining
various budgets for the business unit for future.
It serve as a method of control
22. Objective of Budgetary control
It aims at the maximization of profits
It decides upon and controls the expenditure on
development and research
It provides an adequate working capital
To coordinate the activities of different units in the
organization
To plan and control the income and expenditure of
the organization
To decentralize the responsibility of various
individuals in the organization
23. Problems of Limitations of
Budgeting
Inflexibility
Inaccuracy
Distortion of goals
Hiding inefficiencies
Expenditure
24. Effective budgetary control
Definite objective
Support of top management
Flexibility
Budget committee
Budget education
Good feedback
Participation
Communication
Reward and punishment
Proper recording of operation
26. Functional classification
a) Sales budget : It is an estimate of expected
sales during a budget period.
The following factors to be considered:
- past sales data
- plant capacity
- financial resource available
- raw material available
27. Functional classification
b) Production budget : It is a forecast of the output for
the period analyzed according to product,
manufacturing and period of production
The following factors to be considered:
- production stability
- plant capacity
- availability of materials and labour
- Time
- sales requirement
28. Functional classification
c) Cost of production budget
d) Material requirement budget
e) Direct labour budget
f) Capital expenditure budget
g) Administrative overhead/cost budget
h) Research and development budget
i) time, space, material and product budget
j) Cash budget
k) Profit budget
29. Classification based on time
a) Long term budget – 5 to 10 years
b) Short term budget – 1 or 2 years
c) Current budget – for a few weeks or few months
30. Classification based on
Rigidity
a) Fixed budget
b) Flexible budget (variable budget)
c) Alternative budgets (low, medium, high level
budget)
d) Supplementary budget
31. Budgetary control methods
Planning –programme budgetary system
(PPBS)
A management tool to provide a better analytical
basis for decisionmaking and for putting such
decisions into operation.
Zero base budgeting
(Zero-based budgeting (ZBB) is a methodology to
help align company spending with strategic goals.
Its approach requires organizations to build their
annual budget from zero each year to verify all
components of the annual budget are cost-effective,
relevant, and drive improved savings.)
32. Budgetary control methods
Variance analysis (different dept, different
estimates)
Responsibility accounting (is a kind of
management accounting that is accountable for
all the management, budgeting, and internal
accounting of a company. The primary objective
of this accounting is to support all the Planning,
costing, and responsibility centres of a company.)
Adjustments of funds (top management take
decisions to fund one project to other project)
Human resource accounting (measure the
Value of the people ie., managers and
employees)
33. Traditional Non budgetary
Control
Report and statistical data
Personal observation
Operational audit
Internal audit
External audit
34. PERT
PERT Techniques estimates three times
i) Optimistic time – shortest time every activity
goes exceptionally well
ii) Most likely time – time required to complete the
activity taking in to consideration of all favorable
and unfavorable elements.
iii) Pessimistic time – this is the time estimates, if
everything goes wrong.
35. Network analysis
CPM PERT
Critical Path Method
It is activity oriented
CPM is planning
device
It estimate only one
time
It is a deterministic
model
It analysis of cost also
Program Evaluation and
Review Technique
It is event oriented
PERT is control device
It estimate three times
It is probabilistic model
It analyses cost very
less
36. Gantt chart
Gantt chart is a project management tool that
illustrates work completed over a period of time in
relation to the time planned for the work. It
typically includes two sections: the left side
outlines a list of tasks, while the right side has a
timeline with schedule bars that visualize work.
37. BENCHMARKING
Benchmarking is a process of
measuring the performance of a
company's products, services, or
processes against those of another
business considered to be the best
in the industry,
38. INVENTORY CONTROL OR
PURCHASE CONTROL
Inventory control, also called stock control, is the
process of managing a company’s inventory
levels, whether that be in their own warehouse or
spread over other locations.
An inventory control system also monitors their
movement, usage, and storage
39. ECONOMIC ORDER QUANTITY
Economic order quantity (EOQ) is a calculation
companies perform that represents their ideal
order size, allowing them to meet demand without
overspending. Inventory managers calculate
EOQ to minimize holding costs and excess
inventory.
40. JUST IN TIME
Just-in-time, or JIT, is an inventory
management method in which
goods are received from suppliers
only as they are needed. The main
objective of this method is to reduce
inventory holding costs and
increase inventory turnover.
41. Information technology in
controlling
Management Information System(MIS) – a
system of obtaining, abstracting, storing and
analyzing data to produce effective information
for use in planning, controlling and decision
making process.
42. Need for MIS
Internal factors
Resources
Planning and control information
Operational information
Production function
Marking function
External factors
Political and government
Economic condition
Technology
47. Managing productivity
Productivity is one of the major concern of every
manager of the organization
Productivity is a measure of how much input
required to produce a given output i.e. the ratio of
Output/input is called Productivity.
PRODUCTIVITY PROBLEMS AND
MANAGEMENT
48. Factors affecting Productivity
Technology
Human resources
Government policy
Machinery and equipment
Skill of the worker
Materials
Plant and building
Capital
Research and Development
49. Product & Production design
1. Create ideas
2. Screening the alternatives
3. Selection
4. Prepare preliminary design
5. Final decision
6. Select the process
50. Product Analysis
Marketing
Acceptance of customer, competitive product, pricing,
distribution channel, advertising
Economical
Profit margin, pricing policy, volume of sales, investment
analysis
Production
Selection of suitable process, sequence of operation,
application of new techniques & selection of method to
reduce cost and waste
Product quality & operation
Government policy
Technology
51. Product layout
The arrangement of machines and equipments
according to the product manufacture is called as
product layout.
In this raw materials arrive at one end and leave
the other end as finished product.
52. Operation Research
Operation research is a product of world war II
Operation research applies the methods of physical
scientists and engineers to economic and political
problems.
Operation research is the study of optimization
techniques.
Operation research employs mathematical logic to
complex problems requiring managerial decisions.
53. Operation Research
Definition
Operation research is an experimental and applied
science developed for observing understanding the
purposeful man-machine systems and operations
research workers are actively engaged in applying
this knowledge to practical problem in business,
government and society.
54. Necessity of Operation Research
i. Uncertainty
ii. Responsibility and authority
iii. OR Models
iv. Complex organizations
v. Optimization of resources
vi. Minimizing time
vii. Maximizing profit
viii. Minimizing cost
55. Role of Operation Research in
Business and Management
1. Production Management
Allocation of resources
project scheduling
Inventory policy
Equipment replacement and maintenance
2. Finance Management
Fund flow analysis
Credit policies
Capital requirement
56. 3. Purchasing and procurement
Rules for purchasing
Determining the quantity
4. Distribution
Location of warehouse
Transportation strategies
5. Marketing
Product selection
Competitive strategies
Advertising strategy
57. Main Phases of OR
Formulation of problems
Construction of a mathematical model
Solving the model
Controlling and operating
Testing the model and its solution
implementation
58. Inventory controlling
Inventory consists of stores of goods and other
stocks.
It refer to the control of raw materials and
purchased materials in store and regulation of
investment in them.
Techniques
Economic Order Quantity
JIT
Production planning and control
59. Just in time (JIT) Inventory
system
This method is also called as zero inventory and
stockless production.
This method is first introduced in japan.
In this method, suppliers delivers the materials to
the production spot just in time to be assembled.
This method reduces the cost of inventory
There is no stock of raw material in stores or in
work
60. Production planning and control
Routing – selection of path which each part of the
product will follow while being transferred from raw
material to finished product.
Scheduling –it involve the deciding of when the work
will begin, duration of time and how much will be
finished.
Dispatching
Inspection
Follow-up or Expediting
61. COST CONTROL
Manager use a financial control method in the
organization which help managers to control an
organization’s financial resources.
Financial statement
Income statement
Balance sheet
Cash flow statement
62. Financial statement
It reflect the financial position and operating
strength or weakness of the organization
Importance of Financial statement
Management
Share holders
Creditors
Labors
Public
Government
63. Income statement
It is also known as profit and loss account.
It performs a report recording, such as change in
income, expense, profit and losses as a result of
business operation during the year.
It summarizes the revenues and expenses of the
period.
64. Balance sheet
It is the statement which set out the financial
conditions of business company.
It is the cumulative result of all transaction of the
business from its very start
It contains capital and liabilities and assets.
65. Cash flow statement
It shows the impact of transaction on cash
position of the firm and includes all transaction on
cash position of the company.
It help the management to plan the repayment of
loan and long term planning.
It provides the details in respect of cash
generated and applied during the accounting
period.
66. Purchase control
Responsibilities of Purchasing department
Selecting the right suppliers
Obtaining materials at the best prices
Placing purchase order with the suppliers
Enquiring the complaints both from suppliers and
from user department.
67. Types of special purchase
system
Forward buying
Tender buying
Blanket order(multiple delivery dates over a
period of time)
Zero stock
Rate contract
68. Purchasing procedure
1. Processing the requisitions
2. Location and choice of suppliers
3. Placing of order
4. Follow up and expediting
5. Invoice checkup and clearance
6. Maintenance of records
69. Methods of purchasing
Purchasing according to requirement
Price forecasting method
Purchasing for some definite future period
Market purchasing
Speculative purchasing
Contract purchasing
Scheduled purchasing
Public purchasing
Tender purchasing
70. Maintenance Control
Maintenance is the process of keeping the
machines and equipment in good working
condition so that the efficiency of machine is
retained and its life is increased.
71. Plant maintenance control
It is a combination of action carried out by an
organization to replace, repair service the
machineries, component in the manufacturing
plant.
Functions of Plant maintenance
Inspection
Repair
Overhaul
Lubrication
Salvage (reuse)
72. Types of maintenance
Breakdown maintenance Preventive maintenance
Maintenance is done after
breakdown.
The time of breakdown is
unexpected
Cost due to downtime is
more
Production loss takes
place
It affect the quality of good
produced by that
equipment & machineries
It cannot be planned and
scheduled as
systematically
It is done to prevent
breakdown
Maintenance work is
planned and scheduled in
a well advanced manner.
No downtime
No production loss
It is improves the quality of
goods
It can be planned and
scheduled as
73. Quality control
Quality is defined as the degree to which a set of
inherent characteristics fulfill the requirement.
Quality control is the procedure that is followed to
achieve and maintain the required quality.
Dimension of quality are
Performance, features, conformance, reliability,
durability, service. Response and reputation
74. Steps in quality control
Fixing the quality standard
Evaluation of measurement quality
Comparing the measured quality with quality
standard
Finding out the deviation
Reason for variation
Taking correcting action
75. Statistical quality control (SQC)
It means controlling the quality characteristics of a
product or process using statistical method.
Types of control charts
control charts for variables
control charts for attributes
76. Control charts for variable
They are used when the parameter under control is
some measurement of a variable such as
dimension of work part, time for process etc.,
Control charts for attributes
They are used when the parameter under control is
the proportion or fraction of defective.