This document discusses controlling in organizations. Controlling regulates activities to facilitate goal attainment and adjusts employee behavior toward objectives. Controls enable decentralization while maintaining oversight, assess performance against standards, enhance coordination, detect irregularities, cope with uncertainties, and identify opportunities. The controlling process involves determining areas of control, establishing standards, measuring performance, comparing to standards, and evaluating/taking action. Controls can operate at the operational, organizational, and strategic levels and take bureaucratic or clan forms. An effective control system is tailored, points out critical exceptions, is objective, fits the organizational climate, is flexible, cost-effective, and leads to corrective action.

1. Sana ijaz
Lecturer
CONTROLLING

2.  Controlling is the regulation of organizational
activities in such a way as to facilitate attainment of
goals
 Controlling adjusts the employee’s behaviour in a way
that channelled toward the pursuit of organizational
objectives.
 Two major pre-requisites must exist before devising or
maintaining system of controls
 These are planning and a clear organogram.

3. ROLE OF CONTROL
 Controls play important roles in the following various
organizational aspects in an organization
 Enable authority decentralization the existence of
controls enables decision making at lower levels in an
organization but still maintaining a handle on progress.
 Ascertain performance the purpose of control is to
provide managers with an assessment of matching the
performance of an organization with pre set standards.
 Enhance coordination
 Detect irregularities
 Cope uncertainties
 Identify opportunities

4. Controlling process
1. Determining area of control: control of every
movement, makes it impossible to control every
aspect of organization’s activities. Thus, deciding
the major areas to be controlled is necessary as
first step in controlling process
2. Establishing standards: subsequent performance is
compared. Standards of many kinds. Among the best
are verifiable goals or objectives stated in
quantitative or qualitative terms, regularly set in
well-operated system of management by objectives.

5. 3.Measurement of performance
 Is a constant and an on going activity for
pharmaceutical organizations. An effective control has
a valid means of measuring actual performance and an
appropriate frequency of this measurement
 4.Comparing performance against standards
 5.Evaluation and action final steps in the control
process. The performance is evaluated by means of
comparisons made in previous step and then
appropriate action is taken.

6. Forms of control system
 There are three levels of control practiced by most
organizations
1. Operational control system: operational controls are
primarily related to the regulation of the process. It can
take one of three forms consisting of preliminary
control, screening control and post action control
 Preliminary control: attempts to monitor quality or
quantity of financial, physical, human, and information
sources before they actually become part of the system.
 Involves the regulations for inputs to ensure that these
meet standards necessary for transformation process

7.  Screening control: is also called yes or no control
 Involves regulation of ongoing activity that is the part
of transformational process to ensure that they
conform to organizational standards.
 It relies on feedback processes
 The decision regarding whether to continue progress,
take corrective action or stoppage of action all together
is based on screen control
 Post action control: monitors outputs or results of a
process after the completion of a transformation
process. This final inspection is an evaluation of the
finished drug product or out put of a set of activities is
one of the examples

8. Organizational control system
 Control over their overall design and operating
systems
 Two dominant forms of organizational control are
 Bureaucratic control: is characterized by formal and
mechanistic structural arrangement.
 It is based on the regulation through rules, policies,
supervision, budgets, schedules, and reward systems
 The goal of bureaucratic control is to ensure that
personnel exhibits appropriate behaviour and meet
performance standards.

9. Clan control
 It relies on the values, beliefs, traditions, organization
culture, share and group interactions to regulate
employee’s behaviour to facilitate accomplishment of
organizational goal
 This is characterized by informal and organic structure
arrangements
 Its goal is employee commitment to job performance
 Accordingly, it relies heavily on group standards, a
strong cooperate culture and self control of behaviour.

10. Strategic control
 Aimed at ensuring that the organization is maintaining
an effective alignment with its environment and
moving towards achieving its strategic goals
 The implementation of strategy generally involves five
basic areas like structure, leadership, technology,
human resources &information and control system

11. An adequate control
 Adequate and effective controls are able to work
efficiently and are needed to help managers making
sure that events conform to plans
 Tailored according to plans and positions all control
techniques and systems should reflect the plans they
are designed to follow
 every plan, kind, and phase of an operation has unique
characteristics
 Managers must be aware of the critical factors in their
plans and operations requiring control and they must
use techniques and information suited to them

12.  Tailored to individual managers and their
personalities
 Control systems and information are intended to help
individual managers carryout their function of control
 The important thing is that people get and understand
the information they need.
 Thus, the control system must be tailored to meet such
individual requirements and situations

13.  Point out exceptions at critical points a general type
control cannot effectively be implemented always to all
situations
 Such control plans allow the managers to detect those areas
where their attention is required particularly
 The standard of exception should be accompanied in
practice by the principle of critical- point control
 Certainly, more the managers concentrate their control
efforts on exceptions, the more efficient their control will
be.
 The effective control requires that managers pay primary
attention to those things that are most important

14.  Objective oriented: information provided by control
system should be objective
 The techniques followed by medical representatives
and the production manager may not be in the best
interests of the organization for long run
 The control system should, therefore, provide objective
information to the manager for the evaluation and
action.
 However, the manager must take appropriate
precautions in interpreting it.

15.  Able to fit organizational climate: an effective
control system must fit the organizational climate
 Climate of different organizations varied largely.
 In an organization where people have been given
considerable freedom and participation, a tight control
system may not work and will sentence failure.
 Flexible in nature : an effective control system itself
must be flexible enough to accommodate change
 Cost effective:
 Able to lead corrective action