CONTROLLING
S.P ROBBINS
“The process of monitoring activities to ensure that they are being accomplish as planned and of correcting any significant deviation”
HENRI FAYOL
“in the under taking, control consist in every thing whether every thing occurs in conformity with the plan, the instruction issued and principles establish. It has four objects to point out weakness and errors in order to rectify them and present reoccurrences. It operates an every thing, thing, people and action.”
BILKY E GOETZ
“Management planning seeks consistence integrated programs “while” management control seeks to compel events to complete to plans”
THE IMPORTANCE OF CONTROLE
In order to achieve the objectives, controlling function is more important because of planning, organizing and leading effective one and controlling is poor then it is a hurdle to way of achieve objective.
THE CONTROL PROCESS
“The process of monitoring and measuring actual performance, comparing it against a standard, and taking managerial action to correct deviations or inadequate standards”
This process consists of three steps:
- Measuring action performance.
- Comparing action performance against a standard.
HOW WE MEASURE
Four sources of information frequently used by manager to measure actual performance are personal observation, statistical report, oral report and written report.
First of all we will set our standard and then they will check or measure actual performance through:
- Statistical report
- Oral report
- Written report
COMPARING WITH STANDARD
We compare the actual performance with standard. If standard has been achieved then there is no matter but if there is a deviation then we will accept variation, which is with in the limits of acceptable as shown in previous diagram
TAKING MANAGERIAL ACTION
After the identification of deviation manager can take decisions to correct the deviation.
REVISE STANDARD
Keeping in view the deviation, manager can check the deviation. If standard is wrong one then they will revise the standard and against will go to through the whole process
FEED FORWARD CONTROL SYSTEM
“Predetermine action of steps before actual work or activity is done”
For example,
In airline companies, they take every possible steps or information before taking of the air-plan.
This system is largely disregarded in practice because managers have been so dependent for purpose of control on according and statistical data.
TECHNIQUES
One of the batter techniques of future directed control, which is used today, is the technique of Network planning, exemplified by PERT net works.
This technique of planning and control does enable manager to see that they will have problems in such areas as costs or on line delivery unless they take action new.
REQROITEMENT FOR FEEDFARWARD CONTROL
- Planning and control system should be made
- Important variables must be identified
- Model of system must be reviewed
- Data of inputs must be regularly collectively
- Variables in data regularly
- Action must be taken to solve something.
CONCRETE CONTROL SYSTEM
S.P ROBBINS
“Control that occurs while an activities is in progress”
DAVID C MARTIN
“The regulation of ongoing activities that is the part of organization standard”
Concrete control system involves regulating ongoing tasks its use requires clearly specified standard regarding how various activities are to be conducted.
Whenever there is a deviation it requires concreteness.
FEED BACK CONTROL SYSTEM
S.P ROBBINS
“Concrete imposed after an action has occurred”
DAVID C MARTIN
“Regulation exercised after a product or service has been completed to ensure that the final output meets organization and goals.
This system is being used in present era. It provides information that will facilitate the planning process, moreover provides output information that is particularly useful in the process of rewarding employee performance.
MULTIPLE CONCRETE
System is used to or more feed forward concurrent and concurrent and feedback control process and involves several strategic control points.
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