CONTROL

DEFINITION
Control is the process of monitoring activities to ensure
that they are being accomplished as planned and
correcting any significant deviations.

CONTROL PROCESS STEPS

1.

Establish standards of performance, goals, or

targets against which performance is evaluated.

2.

Measure actual performance

3.

Compare actual performance

against chosen standards

4.

Evaluate results and take corrective action

when the standard is not being achieved.

ESTABLISHING STANDARDS
Measurable or tangible - Those standards which can be

measured and expressed are called as measurable

standards. They can be in form of cost, output,
expenditure, time, profit, etc.
Non-measurable or intangible- There are standards

which cannot be measured monetarily. For exampleperformance of a manager, workers attitudes towards a
concern.

Compare
actual
performance
with standard

Is standard
being attained?

Objectives

Standard

Do
nothing

Yes

Do
nothing

No
Is variance
acceptable?

Measure
actual
performance

Yes

No
Is standard
acceptable?

Identify
Yes cause of
variation

No
Revise
standard

THE CONTROL PROCESS

Correct
performance

FEATURES OF CONTROLLING FUNCTION

1.

Controlling is an end function- A function which comes once the

performances are made in conformities with plans.

2.

Controlling is a pervasive function- which means it is performed by

managers at all levels and in all type of concerns.

3.

Controlling is forward looking- Controlling always looks to future so that

follow-up can be made whenever required.

4.

Controlling is a dynamic process- changes have to be made wherever

possible.

5.

Controlling is related with planning- Planning and Controlling are two

inseparable functions of management. Without planning, controlling is a
meaningless exercise and without controlling, planning is useless.
Planning presupposes controlling and controlling succeeds planning.

CONTROL T YPES

Feedforward: use in the input stage of the process.

Concurrent: gives immediate feedback on how inputs are converted into

outputs.

Feedback: provides after the fact information managers can use in the
future.

FEEDFORWARD CONTROL

Preliminary control
Managers anticipate problems before they arise.
They are accomplished before a work activity begins.
They make sure that proper directions are set and that

the right resources are available to accomplish them.

CONCURRENT CONTROLS
Focus on what happens during the work process.

Sometimes called steering controls, they monitor

ongoing operations and activities to make sure
that things are being done correctly
Allows managers to correct problems as they arise

FEEDBACK CONTROL
They take place after an action is completed. They focus

on end results, as opposed to inputs and activities.

Customer reaction to products are used to take
corrective action in the future.

RELATIONSHIP BETWEEN PLANNING AND

CONTROLLING
1.Planning precedes controlling and controlling succeeds planning.
2.Planning and controlling are inseparable functions of management.

3.Activities are put on rails by planning and they are kept at right place through
controlling.
4.The process of planning and controlling works on Systems Approach which is as
follows :
Planning Results Corrective Action

KARISHMAS DILEMMA
Supervisor of an Engineering firm in Pune
Morale in her office quite low, recently
The workers have gone back to 9.00 a.m to 5 p.m

work schedule after being on flexi time for nearly

two years
Directive came down allowing to place her office

on flexi time, she spelled out her rules carefully

to people

CONTD.,
All employees were to work during the core

period from 10.am to 2 p.m.

They could work the rest of the eight hour day at

anytime between 6 a.m to 6 p.m

Everything went along well for a long time
Morale was high, and all the work seemed to get

done
In November 2008, the chief factory manager

CONTD.,
In November 2008, the chief factory manager

found that Karishmas workers were averaging

seven hours a day
Some of them had been working only during the

core period for more than 2 months

CONTD.,
When Karishma's departmental head received

the factory managers report, he told Karishma to

return the office to regular working hours
Karishma was upset and disappointed with her

people
Discuss!!!!!!!!!