CONTROLLING
DEFINITION
Control is the process through which managers assure that actual
activities conform to planned activities.
In the words of Koontz and O'Donnell - "Managerial control implies
measurement of accomplishment against the standard and the correction of
deviations to assure attainment of objectives according to plans."
Nature & Purpose of Control
Control is
an essential function of management
Control is
an ongoing process
Control is
forward – working because pas cannot be controlled
Control
involves measurement
The essence
of control is action
Control is
an integrated system
CONTROL PROCESS
The basic control process involves mainly these steps as shown in Figure
a) The 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.
Examples
for the standards
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.
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.
Productivity
standards: How much that various segments of the organization should produce is
the focus of these standards.
Product
leadership standards: These indicate what must be done to attain such a
position.
Employee
attitude standards: These standards indicate what types of attitudes the
company managers should strive to indicate in the company’s employees.
Social
responsibility standards: Such as making contribution to the society.
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. For example,
it is far more difficult to measure the performance of highway maintenance
worker than to measure the performance of a student enrolled in a college level
management course.
c) 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. The performance evaluated can be for the
organization as a whole or for some individuals working within the
organization. In essence, standards are the yardsticks that determine whether
organizational performance is adequate or inadequate.
d) Taking Corrective Actions:
After actual performance has been measured compared with established
performance standards, the next step in the controlling process is to take
corrective action, if necessary. 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. Before taking
any corrective action, however, managers should make sure that the standards
they are using were properly established and that their measurements of
organizational performance are valid and reliable.
At first glance, it seems a fairly simple proposition that managers
should take corrective action to eliminate problems - the factors within an
organization that are barriers to organizational goal attainment. In practice,
however, it is often difficult to pinpoint the problem causing some undesirable
organizational effect.
BARRIERS FOR CONTROLLING
There are many barriers, among the most
important of them:
Control activities can create an undesirable
overemphasis on short-term production as opposed to long- term production.
Control activities can increase employees'
frustration with their jobs and thereby reduce morale. This reaction tends to
occur primarily where management exerts too much control.
Control activities can encourage the
falsification of reports.
Control activities can cause the perspectives of
organization members to be too narrow for the good of the organization.
Control activities can be perceived as the goals
of the control process rather than the means by which corrective action is
taken.
REQUIREMENTS FOR EFFECTIVE CONTROL
The
requirements for effective control are
a) Control
should be tailored to plans and positions
This means
that, all control techniques and systems should reflect the plans they are
designed to follow. This is because every plan and every kind and phase of an
operation has its unique characteristics.
b) Control must be tailored to individual managers and their responsibilities
This means
that controls must be tailored to the personality of individual managers. This
because control systems and information are intended to help individual
managers carry out their function of control. If they are not of a type that a
manager can or will understand, they will not be useful.
c) Control should point up exceptions as
critical points
This is
because by concentration on exceptions from planned performance, controls based
on the time honored exception principle allow managers to detect those places
where their attention is required and should be given. However, it is not
enough to look at exceptions, because some deviations from standards have
little meaning and others have a great deal of significance.
d) Control
should be objective
This is
because when controls are subjective, a manager’s personality may influence
judgments of performance inaccuracy. Objective standards can be quantitative
such as costs or man hours per unit or date of job completion. They can also be
qualitative in the case of training programs that have specific characteristics
or are designed to accomplish a specific kind of upgrading of the quality of
personnel.
e) Control
should be flexible
This means
that controls should remain workable in the case of changed plans, unforeseen
circumstances, or outsight failures.Much flexibility in control can be provided
by having alternative plans for various probable situations.
f) Control should be economical
This means
that control must worth their cost. Although this requirement is simple, its
practice is often complex. This is because a manager may find it difficult to
know what a particular system is worth, or to know what it costs.
g) Control should lead to corrective actions
This is
because a control system will be of little benefit if it does not lead to
corrective action, control is justified only if the indicated or experienced
deviations from plans are corrected through appropriate planning, organizing,
directing, and leading.
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