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Control process
Control process
Control process
Control process
Control process
Control process
Control process
Control process
Control process
Control process
Control process
Control process
Control process
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Control process

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Control Process, Steps in Control Process

Control Process, Steps in Control Process

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  • 1. CONTROLPROCESSBy : 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 Most plans are executed by people and people vary in their abilities, motivations and honesty. Plans become outdated and require revisions. For these reasons control is an important management function.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 OFCONTROL 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 ANDCOMPARING 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 ADEQUATECONTROL 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 SUCCESSFULCONTROLLING 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…

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