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 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
 Pervasive
 Closely associated with planning function
 Associated with all other managerial
functions.
 Preventive and Corrective Device
 Positive Function
 Means, not an end
 Helps in detecting mistakes
 Helps in maintaining complex situations
 Helps face change and uncertaininty
 Helps in monitoring the actions
 Coordination
 Psychological Impact
 Planning as the basis: Reciprocal Function
 Action as the essence
 Delegation as the key
 Information as the guide
 Feed Forward Control
 Concurrent Control
 FeedbackControl
 Cybernatic Control
 Non Cybernatic Control
 Determining the areas of control
 Setting standards
 Measurement of performance
 Comparison of performance against
standards
 Correction of deviations
 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.
 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
 “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.
TraditionalTechniques ModernTechniques
Personal Observation Management Information System
Budgetary Control Management Audit
Break Even Analysis NetworkTechniques- PERT , CPM
Financial Statements Ratio Analysis

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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
  • 7.  Cybernatic Control  Non Cybernatic Control
  • 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.
  • 13. TraditionalTechniques ModernTechniques Personal Observation Management Information System Budgetary Control Management Audit Break Even Analysis NetworkTechniques- PERT , CPM Financial Statements Ratio Analysis