Contai College of learning

& Management Science

 Presented by :-

Name - Deep Guchhait

Department - BCA
Sec - A
Roll No.- 34042723017
Year - 2023
Paper Code - MIM101
Subject - Principles Of Management &
Organizational Behavior

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 Introduction
In the intricate tapestry of industrial and engineering processes, control techniques serve as the
guiding threads that seamlessly weave together the complexities of various systems. Traditional control
techniques, honed over time through empirical observation and theoretical developments, form the
bedrock of stability and precision in diverse fields. This exploration delves into 10 exemplary types of
traditional control techniques, each representing a unique approach to managing and regulating systems.
From the analog elegance of proportional-integral-derivative (PID) controllers to the sophisticated simplicity
of on-off control, these techniques have stood the test of time, shaping the foundation upon which modern
control systems continue to evolve. Join us on a journey through the annals of control theory as we unravel
the principles and applications that have molded these tenacious methods into indispensable tools for
engineers, scientists, and practitioners alike.

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 10 Types of Traditional Control Techniques.
where we navigate through fundamental methods that have stood the test of time in regulating
and stabilizing diverse systems. From the classic precision of PID controllers to the simplicity of on-off
control, these techniques form the backbone of traditional control systems. Join us as we briefly
uncover the essence of each method, understanding their applications and significance in various
industrial and engineering domains. This overview provides a glimpse into the enduring principles that
continue to shape the landscape of control theory.

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 Direct Supervision and Observation
'Direct Supervision and Observation' is the oldest technique of
controlling. The supervisor himself observes the employees and their work.
This brings him in direct contact with the workers. So, many problems are
solved during supervision.

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 Financial Statements
All business organizations 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
organization at the end of the specified period. Financial statements are
used to control the organization.

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 Budgetary Control
A budget is a planning and controlling device. Budgetary
control is a technique of managerial control through budgets. It is
the essence of financial control. 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.

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 Break Even Analysis
Break Even Analysis or Break Even Point is the
point of no profit, no loss. For e.g. When an organization
sells 50K cars it will break even. It means that, any sale
below this point will cause losses and any sale above this
point will earn profits.

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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. ROI is a
tool to improve financial performance. It helps the business
to compare its present performance with that of previous
years' performance. It helps to conduct inter-firm
comparisons. It also shows the areas where corrective
actions are needed.

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Management by Objectives (MBO)
MBO facilitates planning and control. It must fulfill following
requirements:-
1. Objectives for individuals are jointly fixed by the superior and
the subordinate.
2. Periodic evaluation and regular feedback to evaluate
individual performance.
3. Achievement of objectives brings rewards to individuals.

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 Management Audit

Management Audit is an evaluation of the

management as a whole. It critically examines the full
management process, i.e. planning, organizing, directing,
and controlling. It finds out the efficiency of the
management.

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Management Information System
In order to control the organization properly the
management needs accurate information. They need
information about the internal working of the organization
and also about the external environment.

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 PERT and CPM Techniques
Programmer Evaluation and Review Technique
(PERT) and Critical Path Method (CPM) techniques were
developed in USA in the late 50's. Any programmed 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.

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 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. Self-control is especially required for top
level managers because they do not like external control.

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Importance of Controlling

➢ Helps in Achieving Objectives.

➢ Efficient Use of Resources.
➢ Facilitates Decision Making.
➢ Improves Employee Morale.
➢ Helps in Achieving better Coordination.
➢ Helps in Better Planning.
➢ Helps to Fix Responsibility.
➢ Control Motivates Employees.
➢ Control Facilitates Delegation

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 Conclusion
In conclusion, the panorama of 10 Types of Traditional Control
Techniques unveils a rich tapestry of methods that have not only withstood the test
of time but continue to be indispensable in the realm of control systems. From the
nuanced adjustments of PID controllers to the binary simplicity of on-off control,
each technique plays a unique role in enhancing stability, precision, and efficiency
across diverse applications. As we reflect on this journey, it becomes evident that
the amalgamation of empirical wisdom and theoretical acumen has given rise to a
resilient foundation for controlling complex systems. The enduring legacy of these
traditional control techniques persists, and their adaptability ensures they remain
pivotal tools for engineers and practitioners navigating the intricate landscapes of
industrial and engineering processes.

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 Bibliography
❖ “Principles of Management” by Harold Koontz and Cyril O'Donnell.
❖ “Essentials of Management” by Andrew DuBrin.
❖ “Principles of Management” by George Robert Terry.
❖ “The Principles of Scientific Management” by Frederick Winslow Taylor.
❖ “Management” by Stephen P. Robbins and Mary A. Coulter.
❖ “Management: Tasks, Responsibilities, Practices” by Peter F. Drucker.

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Thank You