Controlling

 The process of monitoring activities to

ensure that they are being accomplished as
planned and of correcting and significant
deviations.
Purpose of Control
 To ensure that activities are completed in
ways that lead to accomplishment of
organizational goals.
 Planning and Controlling Relationship

Planning Action Controlling

 Basic Control Process:
Step 2
Step 1 Grouping
Measuring Activities
Actual Against
Goals,
Performance Standards
Objectives
-Org’l
Deptt’l
Divisional
Taking
Step 3
Managerial
Actions
Measuring: How and What we
Measure..?
 Source of Information  Control Criteria
 Personal observation  Employees

 Satisfaction
 Statistical reports
 Turnover
 Oral reports
 Absenteeism
 Written reports
 Budgets


Costs

Outputs

sales
Comparing
 Determining the degree of variation
between actual performance and the
standard:
 Variation is determined by:
 The accomplished range of variation from

the standards ( Forecast and budget)

Taking Corrective Actions
 Course of action:
 Correcting actual performance
 Immediate corrective actions to correct the

problem at once
 Basic corrective action to locate and to

correct the source of deviation.

 Corrective Actions:

 Change strategy, structure, compensation

scheme, training program, redesign jobs,

and reduce turnover.
 Model of Control Process
Measurement
Desired Actual of Actual
Performance Performance Performance

Implementation Comparison of
Of Actual
Correction Performance
against Standards

Program of Analysis and Identification

Corrective causes of of deviations
Action deviations
 Feedback Loop and Management
Control

Feed forwardConcurrent
Control Control

Inputs Process Outputs

Feedback
Control

Flow of Information
Corrective Actions
Tools for controlling organizational
performance
 Feed-forward Control
 A control that prevents anticipated problems
before actual occurrence of the problem.
 Building in quality through design
 Concurrent Control
 A control that takes place while the monitored
activity is in process.
 Direct supervision: management by working
around.
Tools for controlling
organizational performance
(cont’d)
Feedback Control


A control that takes place after an

activity is being done.
Corrective actions is after the
fact, when the problem has
already occurred.
Why is Control Important..?
 Planning- control let managers know whether
their goals and plans are on target and what future
actions to make.?
 Empowering Employees- Control systems
provide managers with information and feedback
on employee performance.
 Protecting the workplace- Control enhance
physical security and help minimize workplace
disruptions.