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Controlling
1.
2. Controlling is the process of regulating
organisational activities so that the actual
performance conforms to expected
organisational standards and goals.
It thus,
Measures performance
Compares performance
Finds and corrects deviations
Accomplishment of organisational goals with
minimum deviations
3. Pervasive
Closely associated with planning function
Associated with all other managerial
functions.
Preventive and Corrective Device
Positive Function
Means, not an end
4. Helps in detecting mistakes
Helps in maintaining complex situations
Helps face change and uncertaininty
Helps in monitoring the actions
Coordination
Psychological Impact
5. Planning as the basis: Reciprocal Function
Action as the essence
Delegation as the key
Information as the guide
6. Feed Forward Control
Concurrent Control
FeedbackControl
8. Determining the areas of control
Setting standards
Measurement of performance
Comparison of performance against
standards
Correction of deviations
9.
10. Focus of control is called the principle of
critical point control which determines the
critical points where actions should be
monitored. Most significant elements in the
operating system are selected and control is
exercised only on those points/elements
rather than the entire operation.
11. Critical points relate to vital areas of
operation which affect the entire operation.
It aims to prevent the damage rather than
cure it.
Relates both to tangible as well as non
tangible features
12. “Trying to control everything may end up in
controlling nothing”
When the deviations are not significant (
when it is within the range of control) , the
matter may not be reported to top managers.
However, if deviations are significant (
beyond the acceptable range of errors) they
should be reported up the hierarchy.