Controlling may be defined as the process of

ensuring that activities are producing the desired results.

According to Koontz and ODonnell,

managerial control implies the measurement of accomplishment against the standard and the corrections of deviation to assure attainment of objectives according to plans.

 According to Robert N.Anthony,

management control is the process by which managers assure that resources are obtained and used efficiently and effectively in the accomplishment of an organisations objectives.

 CONTROL PROCESS IS UNIVERSAL

CONTROL IS A CONTINUOUS PROCESS CONTROL IS FORWARD LOOKING CONTROL INVOLVES MEASUREMENT CONTROL IS AN INFLUENCE PROCESS

 TO MEASURE PROGRESS TO UNCOVER DEVIATION 1. CHANGE 2. DELEGATION 3. MISTAKE 4. COMPLEXITY TO INDICATE CORRECTIVE ACTION

 GUIDE TO OPERATIONS POLICY VERIFICATION MANAGERIAL ACCOUNTABILITY EMPLOYEE MORALE PSYCHOLOGICAL PRESSURE COORDINATION IN ACTION

HISTORICAL OR FEEDBACK CONTROL Here results are measured after the performance . Such measurement provides information about how goals have been achieved. This information is known a feedback and on this basis corrective action is taken. It involves checking a completed activity and learning from mistakes. It is the process of adjusting future action on the basis of information about past performance.

CONCURRENT CONTROL it is known as real time control. It involves monitoring and adjusting ongoing activities and processes to ensure compliance with standards. Concurrent control occurs while an activity is still taking place. FEEDFORWARD CONTROL this control system anticipates the problem that the management is likely to encounter in future and identifies the steps to be taken to overcome them. It is a more aggressive approach to control because correction can be made before the system output is affected.

 CONTOL OVER PERSONNEL CONTROL OVER PERFORMANCE

CONTROL OF PRODUCTION 2. CONTROL OVER FINANCE 3. CONTROL OVER MORALE

1.

 ESTABLISHMENT OF STANDARD

Standard represent the criteria against which actual performance is measured .

MEASUREMENT OF PERFORMANCE

The next step is the measurement of actual performance . Measurement of performance should be accurate and reliable. Where quantitative standards are established, performance should be measured in quantitative term, wherever possible, measurement should be done during performance.

 COMPARING PERFORNAMCE WITH STANDARDS

This involves the comparison of actual performance with standard performance . Such comparison will reveal the deviation between actual and desired results.
ANALYSIS OF DEVIATIONS

A range of deviations should be established and only cases beyond this range should be reported. When the deviation between standard and actual performance is beyond the prescribed limit, an analysis of deviations is made to identify the causes of deviation.

 TAKING CORRECTIVE ACTION

Corrective actions are taken so that deviations may not occur again and the objectives are achieved. Corrective actions may be a) Revision of standards b) Training of employees c) Improvement in the techniques of direction

 An enterprise cannot control the external factors such

as government policies, technological changes, etc.

Control is an expensive process. sufficient attention

has to be paid to observe the performance of subordinates. This requires a lot of time and effort.

THANK YOU