MADE BY

Divya Vishwanadh-A01
Sumedha Gupta-A02
Neha Rajwani-A03
Taru Jain-A04
Mehar Grewal-A05

Controlling is one of the managerial functions like

planning ,organising ,staffing and directing.it is help
us in evaluating the performance & to take
corrective measures to check the errors if any so
that the performance occurs as per the plans and
stated goals of the organisation in a desirable
manner
Controlling functions leads to goal achievement ,an
organisation without effective control is not likely to
reach its goal
RICKY W.GRIFFIN
controlling is not the last function of management
but it is the function which being back the
management cycle to planning

Controls makes plans effective : managers need to measure

progress offer feedback and direct their terms if they want to
succeed
controls makes sure that organizational activities are
consistent : policies and procedures help ensure that efforts are
integreated
Controls make organizations effective: organizations need
controls in place if they want to achieve and accomplish their
objectives
Controls makes organizations efficient : efficiency probably
depends more on controls than any other management function
controls provide feedback on project status : not only do they
measure progress but controls also provide feedback to
participants as well .feedback influences behavior and is
essential ingredient in the control process
Controls aid in decision making : the ultimate purpose of controls
is to help managers makes better decisions. Controls makes
managers aware of problems and give their information that is
necessary for decision making

Controlling is a continuous process

It is a management process
It is embedded in each level of organizational
hierarchy
It is closely linked with planning
it is a tool for achieving organizational
activities

Helps in achieving organisational goal :when the plans are made

in the organisation these are directed towards achievement of
organisational goal and the controlling functions ensures that all
the activities takes place according to plan and if there is any
deviation ,timely action is taken to bring back the activities on
the path of planning. When all the activities are going according
to plan then automatically these will direct towards achievement
of organisation goal
Judging accuracy of standards: through strategic controlling we
can easily judge whether the standards or target set are accurate
or not .An accurate control system revises standards from time to
time to match them with environmental changes .
Making efficient use of Resources : like traffic signal control
guides the organisation and keeps it on the right track .Each
activity is performed according to predetermined standards .As a
result there is most and effective use of resources
Improvement employee motivation: An effective control system
communicates the goals and standards of appraisal for employees
for employees to subordinates well in advance.

Setting performance standards.

Measurement of actual performance.
Comparing actual performance with
standards.
Analysing deviations.
Correcting deviations.

The four basic elements in a control system are:

the characteristic or condition to be controlled,

the sensor,
the comparator ,
the activator occur in the same sequence and maintain a
consistent relationship to each other in every system

The first element is the characteristic or condition

of the operating system which is to be measured.
We select a specific characteristic because a
correlation exists between it and how the system is
performing. The characteristic may be the output of
the system during any stage of processing or it may be
a condition that has resulted from the output of the
system

The second element of control, the sensor, is a

means for measuring the characteristic or
condition. The control subsystem must be designed
to include a sensory device or method of
measurement. In a home heating system this device
would be the thermostat, and in a quality-control
system this measurement might be performed by a
visual inspection of the product.

The third element of control, the comparator,

determines the need for correction by comparing what is
occurring with what has been planned. Some deviation
from plan is usual and expected, but when variations are
beyond those considered acceptable, corrective action is
required. It is often possible to identify trends in
performance and to take action before an unacceptable
variation from the norm occurs. This sort of preventative
action indicates that good control is being achieved.

The fourth element of control, the activator, is the

corrective action taken to return the system to expected
output. The actual person, device, or method used to direct
corrective inputs into the operating system may take a
variety of forms. It may be a hydraulic controller positioned
by a solenoid or electric motor in response to an electronic
error signal, an employee directed to rework the parts that
failed to pass quality inspection, or a school principal who
decides to buy additional books to provide for an increased
number of students. As long as a plan is performed within
allowable limits, corrective action is not necessary; this
seldom occurs in practice, however.

Control may be grouped according to three

general classifications:
the nature of the information flow designed
into the system (that is, open- or closed-loop
control),
the kind of components included in the
design (that is man or machine control
systems), and
the relationship of control to the decision
process (that is, organizational or
operational control).

Like many other large global firms in traditional industries, Ford

retained tight control on its digital and other marketing/
communication assets including images and videos, by allowing access
to only a select few accredited automotive journalists and typically
distributed those assets by request only, both out of habit or fear of
unflattering mashups. Monty said, "Ford recognized that "control" of
digital assets was an illusion. So they stopped pretending.

In 2007, Ford Motor company recognized and accepted the changing

dynamics of an environment where everyone was a publisher and this
model no longer made sense because the bloggers were not interested
in traversing the walled garden to get to the restricted content and on
the flip side, there were dozens of organic digital content projects
were popping up within Ford - from "semi official" YouTube channels to
small-scale, one-off sharing of images and other content with
enthusiast groups. Monty described it as, "A thousand points of light,
not focused enough to truly illuminate or accomplish anything.

Ford adopted an open and pragmatic approach to their content

strategy where they started by helping online content producers to
start conversations and tell richer, better informed stories by providing
them with great content that even the "Citizen Journalists" could
access easily and use to tell their own stories.

Create rich content that's ready to share: Ford

established its first Social Media Press Release (SMPR)
filled with rich content ready for sharing. Ford also
aggregated its digital content and made CreativeCommons licensed assets available for use by anyone
who was interested in talking about the company or
their brands - good or bad. Moreover, all Ford content
is hosted with third-party plaforms, like Flickr and
YouTube, to leverage their native sharing properties
and popularity.
Eliminate the need to pitch: Ford provides individual
and global RSS feeds for their SMPRs, meaning
subscribers are automatically notified of updates - and
only get what they're interested in. They found many
anticipated and unanticipated benefits, including an
unsolicited placement in Wired magazine shortly after
Chris Anderson's infamous "Blacklist" post. Giving
traditional media and bloggers access to what they're
most interested in, made pitching content irrelevant.
Wired and other news media are subscribed to Ford's
SMPR feeds and they regularly pick up stories without
having to be pitched.

Reduce fear of the unknown: Monty rightly pointed out that

social media is scary mostly because people don't understand
it. So they helped people understand it, epecially legal
people. By sitting down with the legal folks and
demonstrating value to the folks who are most interested in
controlling the content, they were able to change the way
content was treated at Ford. Another big issue, they ran into
was digital rights management (DRM). For images it was
simple - in most cases digital rights were already being
obtained for the online editions of print publications.
Video is another issue, and Monty pointed out, "We're not the
only ones wrestling with that challenge- if we put them
online, it's usually only for a set period of time until the
rights expire." Like many companies, however, Ford is
working with its agencies are working together to get digital
rights in place to manage their digital content.

Take a long-term approach to social media: Ford's approach

was so successful because they didn't use this as a trendy
one-time campaign but rather as a revolution in the way
Ford, traditionally treated its digital assets and controlled
access to them. Starting with Focus, Ford began making all of
their content digitally available to

everyone under a license that would permit publication

under almost any circumstances. All of the images,
video and text on Ford's first and subsequent SMPRs are
licensed under Creative Commons non-commercial.
When asked what's next for Ford, Monty said, "We are
weaving digital influencers into every program we run
for mainstream media. We're also establishing digitalonly events and programs for online influencers.
Integrating with MSM programs - digital should not exist
in a vacuum, it goes farther when amplified and paired
with traditional efforts, which it can assist and
compliment.

So, how successful has this new strategy been for

Ford?
When asked about the ROI on social media, Monty
quipped, "What's the ROI for putting on your pants every
morning? But it's still important to your business." That
was probably the most profound quote of the event and
highlights how doing social media is no longer optional
for large companies, but rather a necessity for every
business.