The document outlines the importance and functions of controlling in management, defining it as the process of monitoring performance to ensure alignment with plans and objectives. It details types of control, areas of control, and effective control characteristics, emphasizing the relationship between controlling and planning. Additionally, it addresses methods for employee performance management, organizational control systems, and the significance of coordination for achieving organizational efficiency and effectiveness.

1. Management Function
By: Ms. Shanta Peter

2. Controlling
Definition
• Is the process of monitoring activities to ensure
that they are being accomplished as planned and
correcting any significant deviations
• Control is checking current performance
against pre-determined standards
contained in the plans, with a view to
ensure adequate progress and satisfactory
performance.

3. • Control like a ship’s rudder….
Keeps an organization moving in the
desired direction
Controlling has got two basic purposes
• It facilitates co-ordination
• It helps in planning

6. Purposes
• Ensure achievement of objectives
• Help to motivate employees
• Improves communication between supervisor &
subordinate
• Helps the organization to determine if its meeting
its goal
• To comply with essential organization rules and
policies

8. Features/characteristics
of Controlling
• Continuous function- it is performed by managers at
all levels and in all type of concerns.
• Forward looking- Controlling always look to future so
that follow-up can be made whenever required.
• Dynamic process- since controlling requires taking
review methods, changes have to be made wherever
possible.
• Related with planning- Without planning, controlling
is a meaningless -without controlling, planning is useless.
Planning presupposes controlling and controlling succeeds
planning 

9. 
• An end function- A function which comes
once the performances are made in
conformities with plans.
• Flexible – Control system must be flexible
enough to accommodate change
• ACCURATE – Information on performance must
be accurate
• Timeliness- A control system must provide
information as often as necessary
• Objectivity- Control system must be free from
bias and distortion

10. Areas of Control
• Physical resources – quality control.
inventory , equipment
• Human resources - selection and placement,
training and development , perf. appraisal and
compensation
• Information resources- Public relation
• Financial resources – budgets --

11. Types of Control
• Preliminary – Feed-Forward control –
done before a work activity begins – make sure the
proper direction and the right resources are available
to accomplish them
• Concurrent: -Steering control-
Focus on what happens during the work process
Monitor ongoing operation and activities to make sure
that thing’s are been done correctly-correct problems
as they occur
• Post action : Feedback controls – take place after an
action is completed –
They focus on results as opposed to inputs and activities

12. TYPES (Mangers have 2 broad options
with respect to control)
Internal Control
• control motivated individuals to exercise self
control in fulfilling job expectations
• Individuals have clear performance objectives
and proper resource support
External controls
• Personal supervision and the use of formal
administrative systems
• Performance appraisal systems, compensation and
benefit systems, employee discipline system
• Management by objectives

13. How to Control?
• Ensure that work is done according to objectives
• Help to recognize gap in the staff performance,
knowledge and understanding and arrange for
appropriate training
• Recognize good work of staff and recommend for
promotion and advance training
• Ensure that resources provided are adequate and
are being properly used
• Enable the management to identify the causes of
work difference

14. Effective Controls
The best control in organizations are-
• Strategic and results oriented
• Understandable
• Encourage self control
• Timely and exception oriented
• Positive in nature
• Fair and objective
• Flexible

15. Methods of Control system:
• Personal observation
• Using work schedule
• Clarify activities all the time
• Checking record and report
• Instruction

16. Controlling – its relation to other Functions
• Planning – is the basis – reciprocal relationship
Plan – goals – objectives --directs the behavior and
activities
--- affects controlling
• Action as essence of control- emphasizes what
actions can be taken , important for
organizational effectiveness
• Delegation is the key control action can be taken
only by managers has responsibility and authority
to get things done
• Information as a guide –control action- guide by
adequate information
Mgt information and mgt control is closely inter related

17. Nursing service Control system
• Establishing standards for measuring
performance
• Establishing methods for actual performances
• Measuring actual performance
• Compare result with standards and objectives
• Reinforcing strengths or success

18. Controlling the problem employee
• Absenteeism – tardiness…… personality
conflicts.... excessive gripping... displays of
dissatisfaction.. resentment, pessimism or
indifference
• Substance abuser--------------chronic disruptive
behavior
It lead to – affect on unit productivity—
peer to feel anger and resentment
towards the troublesome worker

19. 1. Gather facts – running commentary
2. Develop written plan with employee for a
change in behavior
3. Obtain signatures and schedule for meeting
for 2 weeks later
4. Document significant positive /negative
behavior during the next 2 weeks
5. Hold a second meeting
6. Meet with employee again .................
7. ..................................................(1)

20. Why to Control ?
• Managing people performance
• Coping with uncertainty
• Detecting irregularities
• Identifying opportunities
• Handling complex situations
• Delegation
• Minimizing goals
• Basis for planning

21. Importance of Control
Adjustment in operations
• Objectives – basis of control
• Adjustment done through control
Policy verification
• Policies generate the need for control
• Managers set certain policies which become
the basis and reason for control
• Verify the quality of policies

22. Organizational Control systems
1.Management processes
• mission
• Policies and procedures
• selection and training
• Performance appraisal
• Job design and work structures
• performance modeling, norms, and org culture
2.Compensation and benefits
• Attract talented people and retain them
• Motivate people to exert maximum effort in their work
• Recognize the value of their performance contributions


23. 3.Employee discipline
• Discipline is defined as influencing behavior
through reprimand
• Positive discipline tries to involve people
more positively and directly in making
decisions to improve their behavior

24. “ The HOT STOVE Rule”
To be effective discipline should be –
IMMEDIATE
Focus on activity not personality----
Consistent---informative ---
Occur in a supportive setting ---
Support realistic rules

25. Managerial responsibility
• Created through assignment of activities to
various individuals
• Starts at the top level and goes down to the
bottom level
• Manager is responsible for the ultimate
performance of his subordinates
Psychological pressure
• - on individuals to perform better
• Rewards and punishments based on the
performance

26. Coordination in action
• Coordination is achieved through proper
performance
• Manager coordinates the activities of the
subordinates to achieve the organizational
goal
Organizational efficiency and effectiveness
• Proper control ensure organizational efficiency
and effectiveness