8/10/2019 Control management
1/15
CONTROL
8/10/2019 Control management
2/15
DEFINITION
Control is the process of monitoring activities to ensurethat they are being accomplished as planned and
correcting any significant deviations.
8/10/2019 Control management
3/15
CONTROLPROCESSSTEPS
Establish standards of performance, goals, or
targets against which performance is evaluated.
Measure actual performance
Compare actual performance
against chosen standards
Evaluate results and take corrective action
when the standard is not being achieved.
1.
2.
3.
4.
8/10/2019 Control management
4/15
ESTABLISHINGSTANDARDS
Measurable or tangible - Those standards which can bemeasured 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 example-performance of a manager, workers attitudes towards a
concern.
8/10/2019 Control management
5/15
THECONTROLPROCESS
Objectives StandardMeasure
actualperformance
Compare
actualperformancewith standard
Is standard
being attained?
Is varianceacceptable?
Is standardacceptable?
Revisestandard
Do
nothing
Donothing
Identifycause ofvariation
Correctperformance
No
No
No
Yes
Yes
Yes
8/10/2019 Control management
6/15
FEATURESOFCONTROLLINGFUNCTION
1. Controlling is an end function- A function which comes once theperformances are made in conformities with plans.
2. Controlling is a pervasive function- which means it is performed bymanagers at all levels and in all type of concerns.
3. Controlling is forward looking- Controlling always looks to future so thatfollow-up can be made whenever required.
4. Controlling is a dynamic process- changes have to be made whereverpossible.
5. Controlling is related with planning- Planning and Controlling are two
inseparable functions of management. Without planning, controlling is ameaningless exercise and without controlling, planning is useless.Planning presupposes controlling and controlling succeeds planning.
8/10/2019 Control management
7/15
CONTROLTYPES Feedforward:use in the input stage of the process.
Concurrent: gives immediate feedback on how inputs are converted intooutputs.
Feedback: provides after the fact information managers can use in the
future.
8/10/2019 Control management
8/15
FEEDFORWARDCONTROL
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 thatthe right resources are available to accomplish them.
8/10/2019 Control management
9/15
CONCURRENTCONTROLS
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
8/10/2019 Control management
10/15
FEEDBACKCONTROL
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.
8/10/2019 Control management
11/15
RELATIONSHIPBETWEENPLANNINGAND
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 throughcontrolling.
4.The process of planning and controlling works on Systems Approach which is asfollows :
PlanningResultsCorrective Action
8/10/2019 Control management
12/15
KARISHMASDILEMMA
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 officeon flexi time, she spelled out her rules carefully
to people
8/10/2019 Control management
13/15
CONTD.,
All employees were to work during the coreperiod from 10.am to 2 p.m.
They could work the rest of the eight hour day atanytime 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 getdone
In November 2008, the chief factory manager
8/10/2019 Control management
14/15
CONTD.,
In November 2008, the chief factory managerfound that Karishmasworkers were averaging
seven hours a day
Some of them had been working only during the
core period for more than 2 months
8/10/2019 Control management
15/15
CONTD.,
When Karishma's departmental head receivedthe factory managersreport, he told Karishma to
return the office to regular working hours
Karishma was upset and disappointed with her
people
Discuss!!!!!!!!!