Dipen Kadam Roll No.
15
Control
Techniques Of Control
Types of Techniques Of Control
Traditional Techniques Techniques Of Control Modern Techniques
Traditional Techniques
Personal Observation
Good Organized Structures
Unity Of Objectives, policies, procedures and methods Statistical reports and analysis Break-even analysis Budgetary control
Modern Techniques
Management Audit Return on investment (ROI) Responsibility accounting PERT and CPM
Personal Observation
The most effective The oldest The most direct and undistorted Face to face contact Psychological impact Corrective measures on the spot Can not be completely replaced
Time consuming Not possible all the time Negative impact in certain cases Self motivated and enlightened employees hate supervision or interference Personal bias
Good organization structures
An definite idea about the role and responsibility Improves productivity Removes obstacles in performance
Not actual way of control Still aid of the other control system is needed or else misdirection can occur Objectives lose in daily schedule
Unity of plans
Unity of objectives, policies, procedures and methods will make controlling effective. work can be done in predetermined manner Serves as operational giude of daily routine
Can not be measures in quantitative terms
Statistical reports and analysis
Different values like averages, ratios, correlation, etc are helpful for in control of production, quality, inventory, etc. Quick interpretation thus swift decision making Trends can be found out. Monitoring
Lengthy and tedious Sometimes consumes lot of time to prepare reports(especially when previous data is not very easy to fetch)
Break-even analysis
Also known
Inter relationship between cost of production, volume of production and profits. Also known as Cost volume analysis Cost is broken in two categories fixed and variable. Break even point
Break-even analysis
Determines the minimum volume of sales at which costs are fully recovered
Control over variable costs
It can be applied to estimate profits at different levels of activity Estimate turnover for desired profits
Categorizing cost into fixed or variable is very difficult Fixed cost are not constant throughout Cost line and revenue line are not linear always Factor prices, technology and product mix are dynamic
Budgetary control
Financial/quantitative statement prepared prior to a definite period of time of the policy to be pursued during that period for obtaining a given purpose. Future plan of action Expressed in monitory or in physical units Provides standard by which performance can be evaluated and corrective actions can be taken Highly useful in periodical controlling Budget making- planning and administration of budgetcontrolling
Sales Budget Production Budget Materials Budget Labor Budget
Overhead Budget
Cash Budget Capital Expenditure Budget Master Budget
Flexible Budgeting Performance Budgeting Zero Base Budgeting (ZBB)
Flexible Budgeting
Fixed budgeting doesnt show changes in costs according to level of activity
Flexible budget copes with future changes.
It gives budgeted cost according to level of activity
Realistic and practical (as accurate values of sales and production can not be stated)
Performance Input/output or costs/results Budgeting budget
Steps:
Identify the goals Prepare a schedule Link all expenses Develop measure of performance
Highlights the end results to be achieved than money to be spent
Correlates financial and physical aspects Improve budget formulation, review and decision making Effective performance audit Annual budgets and development plans become synchronous
Difficulty in setting goals in terms of performance Requires structural changes in organization
Zero-base Budgeting(ZBB)
Traditional system relies too much on past experience Stifles innovation and creativity
In ZBB, comprehensive analysis and review of budget is made
Steps:
Activities are divided in decision packages All activities are evaluated and ranked Resource allocation according to priority
Constraints of budgetary and organizational goal Freedom and flexibility Objective evaluation Low priority activities can be eliminated
Time consuming Traumatic for budget makers Extensive security may discourage innovation*
Budgetary Control
Is establishment of budget relating to responsibilties of executives to requirements of policy, and continous comparision of actual with budget
Steps : Preparation of budgets Measurement and continous comparion Corrective actions Revision and modification in budgets Obejective in controlling : Provides standard for performance To detect shortcomings and avoid waste of resources
Clarity in planning Means of coordination Control by exception Fixing responsibility Optimum resources utilization
Inflexibility Inaccuracy Distortion of goals Exenditure Hiding inefficiencies No substitute for management
Management audit
Quality of management is very important; it decides success or failure of an organization
Scientific and overall appraisal of quality of management Locates deficiencies Constructive and comprehensive review of management of team of organization
Scope of management audit:
Organizational structure Executive appraisal Functioning of management board Soundness of earnings Economic functioning Service to stockholders Research and development Fiscal policy Production efficiency Sales vigor
Total and systems view of management process to analyze deficiencies in management Continuous improvement Improvised coordination and performance evaluation
No standard techniques No well defined Can create complexity in authority relationships
Return on investment
Return capital on capital employed The essence of this technique is profit is taken not as an absolute figure but is considered in relation to the invested capital
Focuses on the basis objectives of business-profit earning and relates it to capital invested Takes account of utilization of resources Alert to wastage and inefficiency Comparison with other firms and with over the years is possible and different divisions/ departments Discusses about allocation of capital
Too much emphasis on financial factors and ignorance towards other factors like PR, executive skills, R&D, etc. Too much calculations and continuous recording expensive and time consuming As valuation of assets changes with time it is difficult to find out standard rate of return Discourages risk taking
Responsibility accounting
It is a system of accounting in whereby the performance is judged by assessing the achievement of every individual.
Types: Cost Centre Profit Centre Investment Centre
PERT and CPM
