2. Jul 2012
1. Establishment Of Standards Of Performance
2. Measurement Of Actual Performance
3. Comparison Of Actual Performance With Original
Standards
4. Taking Corrective Actions
5. Feedback
THE CONTROL PROCESS
3. Jul 2012
“Control consists of verifying whether everything
occurs in conformity with the plan adopted, the
instructions issued and the principles established. Its
object is to point out the weaknesses and errors in
order to rectify them and prevent their recurrence. It
operates on everything—things, people and actions”
—Henry
Fayol
CONTROLLING
4. Jul 2012
“Control is determining what is being
accomplished, that is, evaluating the
performance, and if necessary, applying
corrective measures so that performance
takes place as per plans”
—George R. Terry
5. Jul 2012
* Fundamental Managerial Function
* Measures Current Performance
* Guides Performance Towards Pre-determined Objectives
* Checks To Determine Whether Or Not Plans Are Adhered
To Or Not
* Proper Progress Towards The Objectives
* Correct Deviations If Any
* Ascertains Whether Enterprise Goals Are Being
Accomplished As Planned
6. Jul 2012
A MANAGERIAL FUNCTION
A CONTINUOUS PROCESS
CONTROL AND PLANNING ARE INSEPERABLE
FORWARD LOOKING, a post mortem exercise
ALL PERVASIVE
HAS A POSITIVE APPROACH
CHARACTERISTICS OF
CONTROLLING
7. Jul 2012
Close Relationship
Serves Basis Of Control
Planning Manager Sets The Goals, Objectives, Policies
Which Become Standards Against Which Performance
Is Checked
Planning Can Achieve Nothing Without Control Of
Actual Operations
“Planning Without Control Is Meaningless And Control
Without Planning Is Blind”
Viewed As “Blades Of Pair Of Scissors”
RELATIONSHIP BETWEEN PLANNING
AND CONTROL
8. Jul 2012
1. BUDGETARY CONTROL
2. NON-BUDGETARY CONTROL
Statistical data and charts
Internal audit
Special reports
Confidential report
Breakeven analysis
Information control
Personal observation
TECHNIQUES OF CONTROL
