This document outlines the key steps in the control process: setting performance standards, measuring performance, analyzing variances from standards, and taking corrective action if needed. It discusses each step, including how standards are set, how performance is measured through accounting and reporting, analyzing variations to find causes of deviations, and using variance analysis findings to take necessary corrective actions. The document was prepared by Manu Melwin Joy of Ilahia School of Management Studies in Kerala, India.

1. Control Process Analysis
Strategic Implementation

2. Prepared By
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Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com

3. Control Process Analysis
• Setting performance
standards.
• Measuring the
performance.
• Variance Analysis.
• Taking corrective action.

4. Setting performance standards
• This is the starting phase of
control process where the
strategists lays down
foundation for comparing
actual performance with
the planned one, variance
analysis and taking of
corrective action if needed.

5. Measuring the performance
• Operationally, measurement of
performance is done through
accounting, reporting and
communication systems. What
is important is that
performance evaluation should
reflect the actual position
which may be plus, minus or
nil.

6. Variance Analysis
• Variance analysis is to point out
the variation of actual
performance from the standard
one. Variation can be positive,
negative or matching. The main
idea behind variation analysis is to
find out the extent of deviation
and the causes for the same so to
hold responsible the person in
charge of cost or profit centres.

7. Taking corrective action
• Findings of variance
analysis paves way for
taking necessary corrective
actions. Correcting the
performance calls for
further details as to the
organizational structure and
systems plus behavioral
implementations.