1. How planning & controlling are linked together on functions of
management
Planning and controlling are two separate functions of management, yet they are closely
related. The scope of activities if both is overlapping to each other. Without the basis of
planning, controlling activities becomes baseless and without controlling, planning
becomes a meaningless exercise. In absence of controlling, no purpose can be served by.
Therefore, planning and controlling reinforce each other. Planning precedes controlling
and controlling succeeds planning.
1. Planning and controlling are inseparable functions of management.
2. Activities are put on rails by planning and they are kept at right place through
controlling.
3. The process of planning and controlling works on Systems Approach which is as
follows : Planning → Results → Corrective Action
4. Planning and controlling are integral parts of an organization as both are
important for smooth running of an enterprise.
5. Planning and controlling reinforce each other. Each drives the other function of
management.
In the present dynamic environment which affects the organization, the strong
relationship between the two is very critical and important. In the present day
environment, it is quite likely that planning fails due to some unforeseen events. There
controlling comes to the rescue. Once controlling is done effectively, it give us stimulus
to make better plans. Therefore, planning and controlling are inseperate functions of a
business enterprise.
Control and planning are interrelated so closely that they cannot be separated from each
other. Without control all the planning is fruitless because control consists of the steps
taken to ensure that the performance of the organization conforms to the plans.
In other words control is concerned with the actual performance in relation to the
standards set in advance and the correction of deviations to ensure attainment of
objectives. Planning is required at the very outset of management whereas control is
required at the last stages.
If planning is looking ahead, control is looking back. In fact, control is the process of
checking to determine whether or not proper progress is being made towards the
objectives and goals set by management while doing planning.
Often it is said that planning is the basis, action is the essence, delegation is the key,
information is the guide and control is the lifeblood of the success of any business
enterprise. Organizational objectives cannot be achieved without planning and planning
alone cannot be successful. If extra efforts are put in planning and control is ignored, a
business may suffer from a number of administrative problems. These difficulties may be
highly detrimental for the business in the long run.

2. Effective control through efficient superiors can only be a guarantee for success. The
control system must be appropriate to the needs and circumstances of the enterprise.
Control is a fundamental management function that ensures work accomplishment
according to plans. The purpose of control is to ensure that everything in an organization
occurs in conformity with pre-determined plans. Control also ensures that there is no kind
of indiscipline and incompetence in the organization and employees are not able to put
undue pressure on the management.
Some people are not in favor of control because they feel that control is always used
against the employees. They advocate automatic control rather than forced one. But a
balanced viewpoint is that both the management and the employees should be put under
some kind of control. Control should be engrained in the basic policies of any type of
business organization.
For example, if objectives are set and work is planned for 18 people on an assembly line,
standards or reasonable expectations of performance from each person then need to be
clearly established.
The second significant interaction between planning and control occurs with the final step
of the control process-taking corrective action. This can take several forms, but two of the
most effective are to change the objectives or alter the plan.
Managers dislike doing either; but if a positive motivational climate is to be established,
these ought to be the first two corrective actions attempted. Objectives and standards are
based on assumptions, but if these assumptions prove inaccurate, then objectives and
standards require alteration. Thus sales quotas assigned on the premise of a booming
economy can certainly be altered if, as is often the case, the economy turns sour.
Likewise, if the assumptions are accurate and objectives and standards have not been
met, then it is possible that the plan developed was inadequate and needs to be changed.