Name: Mikka Ella I.

Alonto

Instruction: Answer the following briefly and concisely.

1. What is Co-ordination?
-Co-ordination is the unity of every department to achieve their goal.
Co-ordination is also a process of organizing people or group to their
assigned role so that everything goes smoothly since they are assigned
to where they are good at. Once everything is organized everything
will eventually work well and achieve their goal.
2. Describe principles of co-ordinations.
-The principles of coordination are :
 Early Beginning- is the planning and arranging of management
processes. The goal might not work if a management did not
start from planning, and might cause failure since they are not
organized.
 Direct Personal Contact -is a face to face communication. It is
more effective since they are talking personally it will avoid the
chances of miscommunication, and conflict.
 Reciprocal Relationship of Factors- its not possible that a
department does not work with the other departments. Every
department influence the other department.
 Continuous Process- co-ordination is continuous process. By
keeping it go on all the time it ensures that the goal will be
achieved by consistency.
 Action Plan- is the most important of all principle. The action plan
has a requester, performer and four time segments culminating
in request, promise, delivery, and acceptance.
 Coordination Tasks Can Be Delegated to Computational
Processes.
 Coordination is a Solution to the Concurrency Control Problems of
Arbitration, Synchronization, Serialization, Determinacy, and
Deadlock.

3. What are the techniques of effective co-ordination?

 Chain of Command- one superior giving only one task to
employee it will ensure that the task will be done, will not cause
conflict and will not cram each task since there is someone who’s
already assigned to it.
  Leadership- co-ordination becomes possible trough leadership
since someone leads them.
 Committees- This Technique of achieving co-ordination is used in
most organisations by forming a committee. Which helps to
promote unity of purpose and uniformity of action among
different departments.
 Communication- Effective communication conveys ideas,
opinions or decisions of managers to subordinate at different
levels of the organization and carries back information,
suggestions’ and responses from subordinates.
 Voluntarily Coordination- Self-co-ordination or voluntary co-
ordination is possible in a climate of mutual co-operation, when
two or more persons working within the same or different
departments, mutually discuss their problems and arrive at a
coordinated action.
 Sound Planning and Clear-Cut Objectives- The objectives of the
organization and policies must be clearly defined by the
management. A well-conceived plan must clearly define the
goals of the organization so that interdepartmental objectives
can be accomplished.
 Incentives- Incentives have a tendency to ignite action and bring
about co-ordination. In order to infuse enthusiasm in a worker for
greater and better work, incentives have a distinct and
significant role.
4. Define controlling and discuss its characteristics.
-Controlling is one of the important functions of a manager. In order to
seek planned results from the subordinates, a manager needs to
exercise effective control over the activities of the subordinates. Its
characteristics are, Controlling is a goal-oriented function. It is a
primary function of every manager. Controlling the function of a
manager is a pervasive function.

5. Discuss types of controlling.

 Feedforward control
Identifies and solves problems before they arise. This type of control is
based on the idea that an organization is only as strong as its weakest
link.
 Concurrent control
Ensures that employees' activities produce the correct results and
corrects issues before they become costly.
 Feedback control
Functions as a feedback mechanism to help managers and leaders
adjust their strategy.
 Behavioral control
Directly assesses the decision-making of managers and staff, rather
than the consequences of those decisions.
 Operational control
Involves controlling intermediate-term operations and processes, but
not business strategies.
 Strategic control
Focuses on areas such as organization structure, leadership,
technology, human resources, and information and operations control
systems.
 Financial and nonfinancial controls
Companies need both types of controls to achieve goals, remain
competitive, and be successful.
6. What is the scope of control?
-The scope of control can refer to the process of monitoring and
managing changes to a project's scope, or the range of aspects that
are controlled:
 Project scope control
The process of monitoring a project's progress and managing changes
that arise during its execution. This process starts during project
planning and continues throughout the project.
 General scope of control
The range of aspects that are controlled, such as quality, quantity,
cost, and time. The goal of control is to regulate human behavior and
actions towards organizational objectives.
7. Discuss various control Techniques.
 Direct Supervision and Observation- Direct Supervision and
Observation' is the oldest technique of controlling. The
supervisor himself observes the employees and their work.
 Financial Statements- All business organisations prepare Profit
and Loss Account. It gives a summary of the income and
expenses for a specified period. They also prepare Balance
Sheet, which shows the financial position of the organisation at
the end of the specified period.
 Budgetary control- is done for all aspects of a business such as
income, expenditure, production, capital and revenue. Budgetary
control is done by the budget committee.
  Break Even Analysis- The Break-even analysis acts as a control
device. It helps to find out the company's performance.
 Return on Investment (ROI) - Investment consists of fixed assets
and working capital used in business. Profit on the investment is
a reward for risk taking. If the ROI is high then the financial
performance of a business is good and vice-versa.
 . Management by Objectives (MBO) MBO- facilitates planning
and control. It must fulfill following requirements :
 Objectives for individuals are jointly fixed by the superior and
the subordinate.
 Periodic evaluation and regular feedback to evaluate individual
performance.
 Achievement of objectives brings rewards to individuals.
 Management Audit- Management auditing is conducted by a
team of experts. They collect data from past records, members
of management, clients and employees. The data is analysed
and conclusions are drawn about managerial performance and
efficiency.
 Management Information System (MIS) -In order to control the
organisation properly the management needs accurate
information. They need information about the internal working of
the organisation and also about the external environment.
 PERT and CPM Techniques- Program Evaluation and Review
Technique (PERT) and Critical Path Method (CPM) techniques
were developed in USA in the late 50's. Any program consists of
various activities and sub-activities. Successful completion of any
activity depends upon doing the work in a given sequence and in
a given time
 Self-Control- Self-Control means self-directed control. A person is
given freedom to set his own targets, evaluate his own
performance and take corrective measures as and when
required.
8. Define MBO and describe its features.
Management by objectives (MBO) is a management technique that
involves setting clear goals for employees and the business, and then
monitoring progress towards those goals. The goal of MBO is to align
employee goals with company objectives, which can improve
employee motivation and communication, and drive efficiency.

Features of MBO:
 Goal setting
MBO involves setting specific objectives for employees that are often
tied to the overall business or department.
 Communication
MBO emphasizes clear communication between managers and
employees.

 Performance reviews
MBO uses performance reviews to monitor employee performance
against mutually determined goals.
 Objective standards
MBO uses objective standards to measure performance, which outline
what is fair, reasonable, or acceptable.
 Rewards
MBO focuses on rewards rather than punishment, and emphasizes
personal growth and development.
 Simplicity
MBO is a non-specialist technique that can be used by all types of
managers and in any organization.

9. What is the process of MBO?

 Define organizational objectives
 Communicate objectives to team members
 Monitor performance and evaluate progress
 Reward achievements
10. What are the merits of MBO?
 Properly planned approach
 Ensures sound decision making
 Increases employee motivation
 Optimization of resources
 Teamwork and collaboration