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Controlling

Controlling is the management function of monitoring performance and taking corrective action to ensure plans are carried out and objectives are met. The key aspects of controlling include establishing standards, measuring performance, comparing results to standards, and taking corrective action. Controlling is a continuous, flexible, and future-oriented process that is closely related to planning. Traditional control techniques include personal observation and budgetary control, while advanced techniques include management audits, PERT/CPM, and management information systems.

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0% found this document useful (0 votes)
29 views10 pages

Controlling

Controlling is the management function of monitoring performance and taking corrective action to ensure plans are carried out and objectives are met. The key aspects of controlling include establishing standards, measuring performance, comparing results to standards, and taking corrective action. Controlling is a continuous, flexible, and future-oriented process that is closely related to planning. Traditional control techniques include personal observation and budgetary control, while advanced techniques include management audits, PERT/CPM, and management information systems.

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khaabishayar
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We take content rights seriously. If you suspect this is your content, claim it here.
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Controlling

Ms. Gurpreet Kaur


Definition of Controlling
• Henry Fayol: Control consists in verifying
whether everything occurs in conformity with
the plan adopted, the instructions issued and
the principles established.
• Koontz and O’Donnell: Controlling implies
measurement of accomplishment
/performance against the standard & the
correction of deviations to assure attainment
of objectives according to plans.
CONTROLLING AS A MANAGEMENT
FUNCTION
A process of monitoring performance and taking action
to ensure desired results.
• It sees to it that the right things happen, in the right
ways, and at the right time.
• Done well, it ensures that the overall directions of
individuals and groups are consistent with short and
long range plans of the organisation
• It helps ensure that objectives and accomplishments
are consistent with one another throughout an
organization.
• It helps maintain compliance with essential
organizational rules and policies.
FEATURES/CHARACTERSTICS OF
CONTROLLING
• Continuous process
• Flexible and dynamic process.
• Future oriented.
• Planning and controlling closely related.
• Function of management.
• Strategic and results oriented
• Understandable
• Timely and exception oriented
• Essence of control is action
THE CONTROL PROCESS
• Establish objectives and • Comparing Results with
standards: Performance Objectives and Standards:
objectives are defined and the Establishes the need for action.
standards for measuring them Ways of making comparisons:
are set. There are two types of Historical / Relative and
standards- output standard Benchmarking
(measures performance results • Taking Corrective Action:
in terms of quantity, quality, Taking any action necessary to
cost, or time) and input correct or improve things.
standard (measures work
efforts that go into a
performance task)
• Measure actual performance:
To spot deviations or variances
between what really occurs
and what is most desired.
Three types of control based on time
of action
• Feed Forward Control-Control that attempts to
identify and prevent deviations before they occur
is called feed forward control, sometimes called
preliminary or preventive control.
• Concurrent Control-Control that monitors
ongoing employee activities during their progress,
to ensure they are consistent with quality
standards, is called concurrent control.
• Feedback Control-In this case, the control takes
place after the action. Sometimes called
post-action or output control
Control techniques
• Control techniques may be broadly classified
into two categories:-
Traditional control techniques.
Advance / Modern control techniques.
Traditional Control Techniques
• Personal observation is one of those techniques
which enables the manager to collect the
information as first-hand information.
• Break-even analysis shows the point at which a
business neither earns profits nor incurs losses. This
can be in the form of sale output, production
volume, the price of products, etc.
• Budgetary control is to regulate the activity of an
organization using budgeting. This process firstly
requires managers to determine what objectives
they wish to achieve from a particular activity. After
that, they have to lay down the exact course of
action that they will follow for weeks and months.
Advance control techniques:
• Management Audit: systematic appraisal of the
overall performance of the management of an
organization.
• Programme Evaluation and Review Techniques
(PERT) and Critical Path Method (CPM): These are
important network techniques useful in planning &
controlling and deal with such factors as time
scheduling & resources allocation for these activities.
• Management Information Systems (MIS): is an
information system used for decision-making, and
for the coordination, control, analysis, and
visualization of information in an organization.

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