The document discusses the principles of control in management. It defines control as measuring and correcting performance to ensure objectives are achieved. Control involves setting standards, measuring performance, comparing results to standards, introducing corrective measures if needed, and following up. Traditional control techniques discussed include budgetary control, cost control, statistical control, and financial statements. Modern techniques mentioned are critical path method (CPM), program evaluation and review technique (PERT), return on investment, management audit, and management by objectives (MBO). The relationship between planning and control is also explained, with planning establishing the basis for control.

1. Control
Principles of management
MADE BY:- ADAMU, TUSHAR,
SHAHRUKH KHAN, YUSIF.

2. Control
Check or
verify
Compare
with
standard
Regulate
Exercise
authority
over
Curb or
restrain
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3. Definitions
“Controlling is the measurement and
correction of performance in order to make
sure that enterprise objectives and the plans
devised to attain them are accomplished”
By Harold Koontz
“Controlling means to guide someone in the
direction it is meant to go”
By Louis Allen
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4. Characteristics
of control
function
1. Closely linked with other management
functions
2. Used at all levels of management
3. Action oriented system
4. Control is a process of evolution
5. Regular and continuous activity
6. Control eliminates wastage
7. Dynamic and forward-looking concept
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5. Complexity
of
modern
organization
Weakness
in the
psychologi
cal make-up
Maintenance
of
standards Employees
may
succumb to
temptations
5
Need for control

6. Advantages of controlling
Facilitates
achievement
of targets
Facilitates
regular
consultation
Facilitates co-ordination
and efficiency
Avoids
deviations
Avoids
wastages
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7. Advantages of controlling
Facilitates
achievement
of targets
Facilitates
regular
consultation
Facilitates co-ordination
and efficiency
Avoids
deviations
Avoids
wastages
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8. Advantages of controlling
Provides
remedial
measures
Objectives
oriented
Introduces
delegation
Removes
weak points
Raises
employee
morale
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9. Is too much control on
employees good ?
Too much of
anything is bad !
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10. Steps of controlling process
Setting
standard
Measure of
performance
Comparison of
actual results
with standards
Corrective
measures, if
any
Taking
follow up
action
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11. Step 1
Setting/establishing
standards or targets
A standard is a criteria against
which performance is measured
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12. Step 2
Measuring actual
performance
Performance is measured in line of standards
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13. Step 3
Comparing actual performance
with standard performance and
identifying any deviation
Standard performance – Actual
performance = deviation
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14. Step 4
Introducing suitable
corrective measures
Suitable measures to avoid suitable
deviations
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15. Step 5 (Final)
Taking follow-up
actions
Follow-up is essential for every organization
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16. Relation between planning and
controlling
Planning is
pre-requisite
It is looking
ahead
It is a mental
activity
Control is the effect
Planning is the basis
of control
It is looking back
It is a physical
activity
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17. Modern
CPM-PERT
Return on
investment
Management audit
Management
information system
MBO
Self control
Traditional
Budgetary Control
Cost control
Break even analysis
Statistical control
Financial statements
Direct supervision
and Observation
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18. Traditional Control techniques
Budgetary control
Technique of management control through
budgets
Cost control
Bringing companies economy in control
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19. Traditional control techniques
Statistical control
Reports are prepared in forms of tables and
graphs
Financial statements
Summary of revenue and expenses during
financial period
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20. Traditional control techniques
Ratio analysis
Helps in understanding profitability and liquidity in
a business
Direct supervision and
observation
Observation of employees and their work
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21. Modern control techniques
Management by objective
Evaluation of management as a
whole
Self control
Freedom to determine own
standards
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22. Thank You
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