Presented By: Rahul Kumar Namita Kumari Sharmila

Topics
Concepts
Definitions Characteristics

Process
Details of process of controlling Types of Control Requirement for adequate Control Barriers

Concepts:
Controlling is one of the managerial functions

like planning, organizing, staffing and directing. It is an important function because it helps to check the errors and to take the corrective action so that deviation from standards are minimized and stated goals of the organization are achieved in desired manner. foreseeing action whereas earlier concept of control was used only when errors were detected. Control in management means setting standards, measuring actual performance and taking corrective action. Thus, control comprises these three main activities.

According to modern concepts, control is a

Definition:
According to Henri Fayol
Control of an undertaking consists of seeing that

everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order that they may be rectified and prevented from recurring.

According to EFL Breach

Control is checking current performance against

pre-determined standards contained in the plans, with a view to ensure adequate progress and satisfactory performance.

According to Harold Koontz Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.

According to Stafford Beer Management is the profession of control.

Characteristics of Control
Control is a continuous process
Control is a management process Control is embedded in each level of

organizational hierarchy Control is forward looking Control is closely linked with planning Control is a tool for achieving organizational activities.

Process Of Controlling
Setting performance standards.
Measurement of actual performance. Comparing actual performance with

standards. Analysing deviations. Correcting deviations.

Process Of Controlling

Process Of Controlling

Establishment of Standards:
Because plans are the yardsticks against

which controls must be revised, it follows logically that the first step in the control process would be to accomplish plans. Plans can be considered as the criterion or the standards against which we compare the actual performance in order to figure out the deviations.

Standards are by definition is a simple criteria of performance. They are the selected points in an entire planning program where measures of performance are made so as to give managers signals as to how things are going without having to watch every step in the execution of plans.
Examples for the standards a) Profitability standards: In general, these standards indicate how much the company would like to make as profit over a given time period- that is, its return on investment. b) Market position standards: These standards indicate the share of total sales in a particular market that the company would like to have relative to its competitors

Continued..
c) Productivity standards: How much that various segments of the organization should produce is the focus of these standards. d) Product leadership standards: These indicate what must be done to attain such a position. e) Employee attitude standards: These standards indicate what types of attitudes the company managers should strive to indicate in the companys employees. f) Social responsibility standards: Such as making contribution to the society. g) Standards reflecting the relative balance between short and long range goals.

Measurement of Performance:
The measurement of performance against

standards should be on a forward looking basis so that deviations may be detected in advance by appropriate actions. The degree of difficulty in measuring various types of organizational performance, of course, is determined primarily by the activity being measured.

Comparing Measured Performance to Stated Standards:

When managers have taken a measure of

organizational performance, their next step in controlling is to compare this measure against some standard. A standard is the level of activity established to serve as a model for evaluating organizational performance. In essence, standards are the yardsticks that determine whether organizational performance is adequate or inadequate.

Taking Corrective Actions:

Corrective action is managerial activity aimed at bringing organizational performance up to the level of performance standards. In other words, corrective action focuses on correcting organizational mistakes that hinder organizational performance.

Types of Control:
Pre control: Control that takes place before

work is performed is called pre control, or feed-forward control.

Concurrent control: This refers to the

control that takes place as work is being performed.

Feedback Control: This refers to the control

that concentrates on the post organizational performance.

What are the requirements for adequate controls?

Control should be tailored to plans and positions.
Control must be tailored to individual managers

and their responsibilities. Control should point up exceptions as critical points. Control should be objective. Control should be flexible. Control should be economical. Control should lead to corrective actions.

What are the main barriers to successful controlling? There are many barriers, among the most important of them: (1) Control activities can create an undesirable overemphasis. (2) Control activities can increase employees' frustration . (3) Control activities can encourage the falsification of reports. (4) Control activities can cause the perspectives of organization.

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