CONTROLLING : A Function Of Management

Presented By: Vandana Kushwaha Nikita Tarandeep Vipul

LEARNING OBJECTIVES OF THIS PRESENTATION:

Concept

, meaning , and process of control. Approaches to designing a control system. Types of control process. Factors which create the need for control. Characteristics of effective control system. Application of IT in controlling.

MEANING OF CONTROL

Control is one of the most important mechanism in an organization , to ensure the attainment of organizational goals in an efficient and effective manner. Control is implicit in nature. According to Henri Fayol , control consists in verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and principles established. It can also be defined as the measurement and correction of the performance of activities of subordinates in order to make sure that enterprise objectives and the plan devised to attain them are being accomplished. It sees to it that the right things happen, in the right ways, and at the right time.

FEATURES OF CONTROL

Managerial

function Forward looking : control is linked with the future and so is forward looking. Continuous process : it involves constant analysis of standards, policies ,procedures, etc. it also suggests corrective actions in many processes. It does not stop anywhere. A manager has to perform this function continuously along with other functions. Dynamic process Corrective action

TYPES OF CONTROL
Kinds of control includes the ways of making comparison of the actual performance with the desired performance. These includes:

Historical control: measures results after the happening of an event. Predictive control : also known as feedforward control, these controls attempts to anticipate problems before they actually occur. Concurrent control : also known as real time or steering control, is concerned with the adjustment of performance before any major damage is done.

ELEMENTS OF CONTROL PROCESS

( Feedback)

Meet standards

Standards (planning )

Operations (organizing and directing)

Performance

Does not meet standards

Corrective actions

REQUIREMENTS OF EFFECTIVE CONTROL

Suitability

reporting Direct control Flexibility Responsibility for control Economy

Prompt

Remedial measures Pointing out exceptions Strategic point control Self control Consideration of human factor.

CONTROL BY EXCEPTION

It holds that only significant deviations (i.e. Exceptions)from standards of performance should be brought to the managements attention. Implies that minor deviations from the standards should be ignored or given less attention. BUT, in some cases small deviations may mean a great deal and may have a greater significance than larger deviations in other cases. So the principle of MANAGEMENT BY EXCEPTION must be practiced in conjunction with the principle of CRITICAL POINT CONTROL. Management should be selective in exercising controls( should select key areas of activity on which the performance of the entire organization depends and should concentrate more on these areas.

IMPORTANCE OF CONTROL
Brings

order in the organization Improving the performance of subordinates. Facilitates the process of delegation. Brings about better utilization of resources- human and material and thus increases productivity and profit and contributes to the progress of the business. Increases the effectiveness of planning. Provides the basis for future action.

LIMITATIONS OF CONTROL
Measurable

standards are essential to control, but many aspects of business like morale ad public relations cannot be expressed in quantitative terms. May dampen the subordinates spirit. Success depends upon personal responsibility. Expensive process. Effectiveness depends upon the acceptance by the subordinates. Enterprise cannot control external factors.

CAUSES OF RESISTANCE OF CONTROL

Perceived as unnecessary curbs to the freedom of individuals. Suppresses the creative and innovative urges of the individuals. Performance appraisal concentrate on fault finding rather than guiding the people for better results. NO place for self control even for responsible and intelligent persons. Appraisal procedures may not be fully biased. The control may not be applied consistently.

OVERCOMING RESISTANCE
Consistent

operations of various kinds of

control. Two way communication in the organization. Management should avoid too many controls. Management should have faith in the ability and capacity of the subordinates and should follow selective controls only Controls should give emphasis on self direction and self control of people. Controls should be realistic and flexible.