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WELCOME
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CONTROLLING
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CONTROLLINGCONTROLLING is a process through whichmanagement ensures that the actualPerfomance conforms to the plan. It verifies
whether activities undertaken agree with theplan, instructions given and results expected.It discovers deviation from the resultsexpected. It also identifies the reasons for
deviations and suggest suitable actions toavoid their recurrence in future. As such,control provides the basis for future action.
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It reduces the chance of future mistakes and takes
preventive measures. In the absence of control,
planned activities may not be carried out in
accordance with methods and work may not be
done efficiently and effectively. Work may bedelayed and as result, the desired results not
achieved. Thus controlling function of
management is considered the key toorganizational success. It performed in all other
managerial functions. It is a continuous process
and action oriented.
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DEFINITION Controlling consist in verifying whether everythingoccurs in conformity with the plans adopted, theinstructions issued and the principles established. Ithas for its object to point out weakness and errors inorder to rectify them and prevent recurrence.
-Henry Fayol.
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OBJECTIVES To find out the progress of work.
To know the actual work performed.
To ensure that it is in conformity with thepredetermined standards.
To increase the efficiency by avoiding
wasteful actions. To take corrective actions, if need.
To co-ordinate different activities and effort.
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IMPORTANCE OF CONTROL
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1.EFFICIENT EXECUTIONControlling is an efficient pre-requisite for
efficient and effective implementation of
pre-determined plan. It helps inindentifying the deviations ,pinpointing thereasons for deviations and taking immediate
remedial measures.
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2.HELPS DELEGATIONControl can be meaningful only when it is
proceeded by proper delegation of authority.
Thus it is necessitates delegation of authorityto employees at lower level, and theydevelop a sense of involvement in the
working of the enterprise.
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3. BASIS FOR FUTURE ACTIONControl provides a basis for future action. It
reduces the chance of future mistakes by
suggesting preventive measures.
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4. FACILITATE DECISION MAKING
When ever there is deviation of actualperformance from the standard, controls
help in deciding future course of action. Italso facilitates follow-up decisions.
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5.FACILITATE S DECENTRALISATIONDecentralization of authority is necessary for
big organizations. Management cannot
delegate authority without ensuring propercontrols. Various control techniques permitdecentralization retaining control at the
higher levels.
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6. FACILITATES CO-ORDINATIONControl helps in coordinating the various
activities through unity of action.
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7. HELPS IN IMPROVING EFFICIENCYVarious control devices act as motivators to
managers. The performance of each
individual is regularly monitored andshortcomings corrected then and there.
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8. SIMPLIFIES SUPERVISIONControl simplifies supervision by pinpointing
significant deviations. It keeps the
employees under check and bringsdiscipline. Thus it simplifies the supervisionefforts.
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9. IMPROVES EMPLOYEE MORALEControl measures help in identifying the
deviations and identifying the reasons for
the same. This boosts the morale of workersbecause they know the obstacles in workperformance will be quickly removed.
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Process of control1. Establishment of standards.
2. Measurement of performance.
3. Comparing actual standards with thestandards.
4. Taking corrective action.
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1. ESTABLISHMENT OF STANDARDS
A standard act as a reference line or a basis forevaluation of actual performance. It servesas a criterion or a test of performance . In
the context of business enterprise it refersto the objectives to be achieved . In order todetermine the actual performance moves
along the right track, there have to becertain standards. Standards are the normstowards which performance has to bedirected and results achieved.
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2. MEASURMENT OF PERFORMANCEThe second control process step in the control
process is the measurement of performance
of various individuals, groups, departmentsor the whole enterprise. It means theevaluation of the work done and results
achieved.
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3. COMPARING THE ACTUALPERFORMANCE ITH STANDRADS
The next step is comparing actualperformance with standards. It involves two
steps:(1) Finding the extent of deviations
(2) Identifying the reasons for such deviations
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4.TAKING CORRECTIVE ACTIONS
Corrective actions are initiated on the basis offactors causing deviations from standards.
This ill involve taking decisions by the topmanagement like modification of plans,refixing of goals or standards, reassignment
or clarification of duties etc
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