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INTRODUCTION
Controlling has been referred to as the terminal management
function because it takes place after the other functions have been completed.
Controlling is most closely associated with planning, because planning
establishes goals and the methods for achieving them. Controlling investigates
the extent to which planning has been successful.
DEFINITION
- Control is the management function that involves monitoring activities to ensure that they’re being accomplished as planned and correcting any significant deviations.
- Control is the process of measuring performance and taking action to ensure desired results.
IMPORTNACE OF CONTROLLING
Control is important, therefore, because it’s the only way that
managers know whether organizational goals are being met and if not, the
reasons why. The value of the control function can be seen in three specific
areas: planning, empowering employees, and protecting the workplace.
The control function is extremely important because it helps
managers evaluate whether all four major management functions have been
implemented.
Control protects the organization and its assets.
TYPES OF CONTROLS
The time element in controls
Preventive control
(or precontrol) takes place prior to the performance of an activity. A precontrol prevents problems that result from deviation from performance standards. Preventive controls are generally the most cost-effective.
Concurrent controls
monitor activities while they are being carried out. A typical concurrent control takes place when a supervisor observes performance, spots a deviation from standard, and immediately makes a constructive suggestion.
Feedback controls
(or postcontrols) evaluate an activity after it has been performed. Feedback controls measure history by pointing out what went wrong in the past. The process of applying the control may provide guidelines for future corrective action.
External versus internal controls
External control
is based on
the belief that employees are motivated primarily by external rewards and need
to be controlled by their managers.
Internal control
is based on
the belief that employees can be motivated by building their commitment to
organizational goals.
THE CONTROL PROCESS
Measuring
To determine actual performance, a manager must first get
information about it. Thus, the first step in control is measuring.
Four common sources of information frequently used to measure
actual performance are personal observation, statistical reports, oral reports,
and written reports. Each has particular strengths and weaknesses; however, use
of a combination of them increases both the number of input sources and the
probability of receiving reliable information.
A standard
Is a unit of measurement used to evaluate results. Standards can be
quantitative, such as cost of sales, profits, or time to complete an activity.
Standards can also be qualitative, such as a viewer’s perception of the visual
appeal of an advertisement.
Mesuring actual performance
To implement the control system, performance must be measured.
Performance appraisals are one of the major ways of measuring performance.
Supervisors often make direct observations of performance to implement a
control system.
Comparing actual performance to standards
Once standards have been established and performance measurements
taken, the next step is to compare actual performance to standards. Key aspects
of comparing performance to standards include measuring the deviation and
communicating information about it.
Deviation
In a control system is the size of the discrepancy between
performance standards and actual results. It is important to agree beforehand
how much deviation from the standard is a basis for corrective action.
Taking corrective action
After making an evaluation of the discrepancy between actual
performance and a standard, a manager has three courses of action: do nothing,
solve the problem, or revise the standard. Each of these alternatives may be
appropriate, depending on the results of the evaluation.
REF
ROBBINS DECENZO COULTER, Fundamentals
of Management.
A.DUBRIN, Essentials of
management.
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