Controlling
Budgetary Control: Measuring performance against plans and expected results
expressed in numerical terms.
Controlling: The managerial function of measuring and correcting performance of
activities of subordinates in order to assure that enterprise objectives and plans are
being accomplished.
Control Process: In managing, the basic process involves establishing standards,
measuring performance against standards and correcting for deviations.
Direct Control: The concept that the most direct of all controls is to assure highquality
managers on the premise that qualified managers make fewer mistakes
requiring other (or indirect; controls, perceive and anticipate problems, and initiate
appropriate actions to avoid or correct for deviations.
Feedback: An informational input in a system transmitting messages of system
operation to indicate whether the system is operating as planned. Information on
operations is relayed to the responsible persons for evaluation.
Feedforward Control: A control system that attempts to identify future deviations
from plans, early enough to take action before the deviations occur.
Organisation Structure and Processes
Accountability: Obligation to account for, and report upon the discharge of
responsibility and/or use of authority.
Authority: Powers and rights entrusted to enable performance of task assigned.
Centralisation: Concentration of authority at higher levels of management.
Coordination: Linking or relating various parts and activities of an organisation to
one another.
Delegation: Entrustment of responsibility and authority from one person to another.
Decentralisation: Systematic delegation of authority in an organisation-wide
context.
Profit Centre: A work unit (department or division) which is held accountable for
the profit it earns and the loss it sustains.
Responsibility: Activities which must be performed to carry out the task assigned.
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