Management and Supervision

What is Controlling?

Controlling consists of verifying whether everything occurs in confirmities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions

According to Brech, "Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs."

According to Donnell, "Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course."

directing and controlling

what is the difference between growth and expansion

A sales oriented organization must have a qualified sales representatives who has the knowledge of its products and be able to market its products to the general public.

A project manager needs to understand both to be able to analyze and distinguish the difference and the appropriate time to use either.

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No. Often the simplest controls are the most effective.

Estimate the probability and severity and then determine the risk level using the risk assessment matrix

internal attributions are made for high LMX members and external attributions are made for low LMX members

organisation performance is improving and the leader makes only incremental changes in t existing strategy to fine tune it.

Function is management policy

Elton mayo or abraham maslow

Because people like to use every detail against you. One little contradiction and a person can point you out on that and turn the argument over. It's used a lot in court systems. Thats why people use tactics that imply or stir the view in one direction, so an offensive can't point out a misleading point in your statements.

early management thinkers

All threats of violence in the workplace, whether stated directly or indirectly, should be taken very seriously.

If you become aware of a threat against you or another employee, contact your supervisor immediately, who should then contact your human resource office, Equal Employment Opportunity (EEO) office, and security or law enforcement department.

When you do express your concerns to your supervisor or HR division, be prepared to answer these following questions:

1) When, where and at what time you received the threat;

2) What was the exact wording, if possible, of the threat;

3) What was your initial response to the threat;

4) Were there ever previous incidents you have had with the employee; and

5) Has the employee ever made any other threats?

It's important to have all of your facts available regarding the death threat.

The Office of Personnel Management (OPM) states that there may be a need to keep the threatening employee away from the work site to ensure safety while the investigation is being conducted. For the short-term, supervisors can place the employee on paid administrative leave or if possible, relocate them to another work site or division if there is a source of conflict. Long-term options may include issuing disciplinary actions (i.e., alternative discipline, demotion, reprimand, warning), indefinite suspension or indefinite enforced leave.

Of course, another option is for the recipient of the threat or harassment to simply find another place of employment. This situation happens too often because employers or managers maintain an "it can't happen here" mentality, so victims of workplace violence end up quitting their jobs.

If there is no imminent threat and your question is at this point theoretical, you may want to review OPM's handbook, Dealing with Workplace Violence: A Guide for Agency Planners, which provides insightful guidelines on how to deal with various types of workplace violence. However, it is the responsibility of each departmental agency to develop their own guidelines and policies.

One word of warning: if a threat has been made, sitting down to discuss work disagreements or disputes is simply not a viable option. Talk of employees "going postal" may be amusing when it's at someone else's office, but not when it hits home.

Doug Kane of Risk Control Strategies, a threat management and risk assessment firm that specializes in workplace violence prevention, said that in 2006 approximately "86 percent of past workplace violence incidents were visibly apparent to co-workers" and had been brought to management's attention "prior to an incident occurring." Kane added that the most disturbing part is that 75 percent of these incidents "continued to develop as a result of management's inaction or inappropriate actions."

Regardless of the presence or lack of policy for dealing with workplace violence threats, do not hesitate to report the threat to your immediate supervisor or someone in management whom you feel will take your concern seriously. Hopefully, your agency will err on the side of caution to provide a cooling off period and properly investigate the situation before taking proper precautionary action.

When you can't solve them yourself.

Think of project management as another strategic function within your business justlike information technology. It can help small businesses have a plan or process in place for introducing new projects or services.

Hewlett-Packard Vision Statement:

"To view change in the market as an opportunity to grow; to use our profits and our ability to develop and produce innovative products, services and solutions that satisfy emerging customer needs."

The planning mode is generally superior to the entrepreneurial and adaptive modes when the organization is fairly large, when knowledge is spread throughout the organization, and when the organization has at least a moderate amount of time to engage in strategic planning. The book proposes that the planning mode is more rational and thus a better way of making most strategic decisions. It may not, however, always be possible. The entrepreneurial mode can be very useful when time is short, one person or group is able to grasp the essentials of the business and its environment, and that person or group is able to influence the rest of the organization to accept its strategic decision. The adaptive mode is generally not considered to be very effective in most situations, but seems to be the fallback mode when entrepreneurial or planning modes can't operate effectively because of political infighting or lethargy.

by: Yahya, Amman - Hordan

First of all let me answer what is a reserve. A reserve is either set aside time or money for a "rainy day". There are two main types of reserve contingency and management reserve. You get your contingency reserve from analysing what can go wrong and if it dose how much time or money you may need. As a project manager you have authority on those funds.

Management reserve is money set a side by senior management for the project in case something goes wrong that the project simply could not make plans for e.g. natural disasters. The project manager dose not have authority over these funds and have to request it from management.

Differences

Contingency reserve .............................. Management Reserve

===============............................. ===============

for risk you can plan for .........................For Events no one can predict

Controlled by project Manager.............. Controller by Senior management

These topic and more are covered in PMP and CAPM training

explain the evolution of sales management function in Indian context

Marketing and corporate strategy will be the same if the company is customer-orientated.

immigrants

The principle of unity of command says that there should only be one leader for a particular project with a certain objective. An example would be a vice president of an automotive company that wants to design a new hybrid automobile.