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The document discusses productivity, problem management, and control of overall performance. It defines productivity as the ratio of output to inputs, and explains that higher productivity leads to lower costs and higher profits. It also describes different types of productivity measures. The document then covers problem management processes and objectives to prevent and minimize incidents. Finally, it discusses direct and preventive controls, noting that preventive controls aim to anticipate and prevent deviations through empowerment rather than tight supervision.

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Kajal Makwana
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56 views

KK PM Presentation

The document discusses productivity, problem management, and control of overall performance. It defines productivity as the ratio of output to inputs, and explains that higher productivity leads to lower costs and higher profits. It also describes different types of productivity measures. The document then covers problem management processes and objectives to prevent and minimize incidents. Finally, it discusses direct and preventive controls, noting that preventive controls aim to anticipate and prevent deviations through empowerment rather than tight supervision.

Uploaded by

Kajal Makwana
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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PRODUCTIVITY, PROBLEM AND

MANAGEMENT CONTROL OF
OVERALL PERFORMANCE,
DIRECT AND PREVENTIVE
CONTROL

Presents By : Presents To:


Kinjal Gohil Dr.Jay Badiyani
Kishan Solanki MBA department

Hetal Rathod MKBU


Riya Choithani Bhavnagar
PRODUCTIVITY :

 At their core, organizations are production


system.

 Companies combine inputs, such as labour, raw-


materials, capital and knowledge to produce
outputs in the form of finished products or
services.

 Productivity is ratio of output to input.


DEFINITION:
 Productivity is a measure of performance that
indicates how many inputs it takes to produce or
create an output.

Productivity = output/input

 The fewer inputs it takes to create an output, the


higher the productivity.

 The higher the value of this ratio, the greater the


efficiency.
 why the productivity matters?

 For companies, higher productivity, that is doing more with


less, results in lower costs.
 In turn, lower costs can lead to lower costs can lead to lower
prices, high market share,
 and higher profits.
 For countries, productivity matters because it produces a
higher standard of living. One way productivity leads to a
higher standard of living, is through increased wages.
 When companies can do more with less, they can increasing
prices or sacrificing normal profits.
 Another way that productivity increases the standard of living
is by making products more affordable.
# Kinds of productivity :
 
1. Partial productivity:

Partial productivity = output


Single kind of output
 
 Partial productivity indicates how much of a particular kind of
input it takes to produce an output.

 Partial productivity assess how efficiently companies use only


one input, such as labour, when creating output.

 To analyse the contributions of labour, capital, productivity


managers needs to use partial measures.
2.Multifactor productivity:

Multifactor productivity =
output
Labour+ capital+ materials+ energy

 Multifactor productivity is an overall measure of productivity that


assesses how efficiently companies use all the inputs it takes to make
output.

 Multifactor productivity indicates how much labour, capital, materials and


energy it takes to produce an output.

 Multifactor productivity indicates a company’s overall level of


productivity relative to it’s competitors.
CONTROL OF OVERALL
PERFORMANCE :
 Planning and control are increasingly
being treated as an Interested system.

 Along with techniques for partial control,


control devices have been developed for
measuring the overall performance of an
Enterprise or an Integrated division or
project within it against total Goals.
PROBLEM MANAGEMENT :
Definition :
 Problem management is the process responsible for
managing the lifecycle of all problems that happen or
could happen in an IT service.
 The primary objectives of problem management are to
prevent problems and resulting incidents from
happening, to eliminate recurring incidents, and to
minimize the impact of incidents that cannot be
prevented.
 The Information Technology Infrastructure Library
defines a problem as the cause of one or more incidents.
PROBLEM MANAGEMENT
PROCESS ACTIVITIES :
 Problem management consist of two major sub
process :

(1.) Reactive Problem Management

(2.) Proactive Problem Management


 Reactive Problem Management, which is
generally executed as part of Service
Operation.

 Proactive Problem Management which is


initiated in Service Operation, but generally
driven as part of Continual service
improvement (CSI).
PROBLEM MANAGEMENT
PURPOSE ,GOAL AND
OBJECTIVE :
 Preventive problem and resulting indicates from
happening.

 Eliminate recurring incident.

 Minimize the impact of incident that cannot be


prevented,
CONTROL OF OVERALL
PERFORMANCE :
 Planning and control are increasingly
being treated as an Interested system.

 Along with techniques for partial control,


control devices have been developed for
measuring the overall performance of an
Enterprise or an Integrated division or
project within it against total Goals.
REASONS FOR CONTROL
OVERALL PERFORMANCE :
 There are many reasons for control of overall
performance:

 1.As overall planning must apply to enterprise or major


division goals so must overall controls be applied to the
enterprise.
 2. Decentralization of authority especially in product or
territorial divisions creates Semi independent Units and
these must be subjected to overall controls to avoid the
chaos of complete Independence.
 3.Overall control permit measuring an integrated area
Manager's total effort , Rather then parts of It.
 Usually such controlling is Relatively
intensive and includes the following areas :

1) Market standing of the Enterprise,


2) Innovation,
3) Profitability,
4) Materials acquisition and use,
5) Employee performance Development
6) Capital or Financial Resources,
7) Productivity,
8) Physical Resources, and Public Responsibility.

 Since Finance is the Binding Force of Business ,


Financial controls are Certainly an important Objective
Gauge of the Success of Plans.
DIRECT AND PREVENTIVE
CONTROL :
(1.) Direct control :

 A control that is directly imposed upon the


manufacturing, pricing, and distribution of
specific goods in contrast with an indirect or
general control that affects the economy in its
entirety and specific goods only indirectly.
ADVANTAGES OF DIRECT
CONTROL :
 Simple easy

 Cheap

 Can be very accurate and very stable


(2.) PREVENTIVE CONTROL :

 Preventive control focused on anticipating


occurrence of possible deviation and preventing
them.

 The principal of preventive control is based on the


idea that negative deviation can be eliminated by
the application of the management.
ADVANTAGES OF PREVENTIVE
CONTROL :
 Greater accuracy is achieved in assigning personal
responsibility.

 Preventive control encourages self-control and make


corrective action more effective.

 Preventive control may lighten the managerial


burden caused by direct controls.

 Employees may be motivated to improve themselves


continuously.
DIFFERENCE BETWEEN DIRECT AND
PREVENTIVE CONTROL :
Direct Control Preventive Control

Close supervision and Empowerment and


monitoring of activities. discretion applied to
activities.
Tight rules Loose rules
Highly prescribed Flexible procedure
procedure. Decentralized structure
Centralized structures High commitment culture
Low commitment High trust culture
culture. Culture of mutual interest
Low trust culture.
Adversarial culture.

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