Control is an important management function that involves establishing standards, measuring performance against those standards, comparing the results, and taking corrective actions when needed. Setting plans and structures is not enough to ensure an organization is functioning properly. Control requires planning standards and organizational structures to be effective. The basic control process involves establishing standards based on factors like profitability and productivity. Performance is then measured and compared to the standards to identify any deviations. When deviations are found, corrective actions are taken to realign performance with the plans and standards. Control must be tailored to individual managers and flexible enough to adapt to changing circumstances. Barriers to effective control can include overemphasis on short-term goals and increased employee frustration with control activities.

1. CONTROL
PROCESS
By : Rohan Solanki

2. WHAT IS CONTROL?
 Setting plan, establishing the structure and
directing the people do not guarantee that
every thing in the organization is going on well.
 Thus, control process is very important for all
types of organizations.
 Before that what is CONTROL?
 Control to define is making sure that something
happens the way it was planned to happen. As
implied in this definition, planning and controlling are
inseparable functions.
 Controlling is also the task of ensuring that the
activities are providing the desired results.

3. WHY CONTROL IS IMPORTANT?
 Plans rarely go smoothly. Most plans are
executed by people and people vary in their
abilities, motivations and honesty.
 Plans become outdated and require revisions.
 For these reasons control is an important
management function.
 Control means controlling every task in an
organization – whether it is large, or delegated to
some employee.
 Thus for every task delegated, there has to be a
control system that ensures completion of
performances in line with the plans

4. PREREQUISITES OF
CONTROL SYSTEM
 CONTROL REQUIRES PLANNING :
 All meaningful control techniques are, planning
techniques
 It is worthless to design control plans without taking
in account how well the plans are made.
 CONTROL REQUIRES ORGANIZATION
STRUCTURE :
 Purpose of control is to measure activities and take
action to assure that plans are being accomplished.
 Control of activities operates through people.
Therefore a major prerequisite of control is the
existence of an organizational structure.

5. CONTROL PROCESS
 A basic control process
involves mainly these
steps :
1. Establishment of
Standards
2. Measurement of
Performance
3. Compare
Performances
4. Taking Corrective
Actions

6. ESTABLISHMENT OF STANDARDS
 Plans can be considered as the criteria or the
standards against which we compare the
actual performance in order to figure out the
differences.
 Standards could be set on the basis of :
 Profitability standards : How much company would
like to make as profit over a given period of time.
 Market position standards : Standards indicate the
share of total sales in the market.
 Productivity standards : How much various
segments should produce.

7.  Employee attitude standards : Indicates what
type of attitude the company managers should
have to strive.
 Social responsibility standards : Making
contributions to the society.
 Short range goal : Standards that set a balance
between the short range and long range goals
 These are the standards an organization sets at the
beginning of a control process.

8. MEASUREMENT OF PERFORMANCES AND
COMPARING PERFORMANCES
 Measurement of performance is an important
procedure of the control process, the deviations can
be detected in advance by taking appropriate
actions.
 COMPARING MEASURED PERFORMANCES TO
SET STANDARDS :
 A standard is the level of activity established to serve as a
model for evaluating organizational performance.
 Performance evaluated can be for the organization as a
whole or for some individuals working within the
organization.
 In simple terms, standards are the evaluations that
determine an organizations performance is
sufficient or inadequate.

9. TAKING CORRECTIVE ACTION
 After the actual performance has been
measured and compared with the
established standards, the next step is to
take corrective action if necessary.
 Corrective action is managerial activity
aimed at bringing organizational mistakes
that hinder organizations performance.
 Before taking corrective actions, managers
should make sure that the standards are
properly established and that their
measurements of performance are valid and
reliable.

10. REQUIREMENTS FOR ADEQUATE
CONTROL
 Control should be tailored to plans and positions.
 Control must be tailored o individual managers and their
responsibilities.
 Control should point up exceptions as critical points.
 Control should be objective.
 Control should be flexible.
 Control should be economical.
 Control should lead to corrective actions.

11. TYPES OF CONTROL :
 Pre Control : Control that takes place before the work is
performed. It is also known as FEED-FORWARD
Control.
Pre control focuses on eliminating predicted problems.
 Concurrent Control : Refers to the control that takes
place as work is being performed.
 Feedback Control : This refers to the control that
concentrates on the post organizational performance.

12. BARRIERS TO SUCCESSFUL
CONTROLLING
 Barriers to controlling include :
 Control activities can create undesirable
overemphasis on short term production as
opposed to long term production.
 Control activities can increase employee’s
frustration.
 Control can encourage falsification of reports.

13. THANK YOU…