The document discusses the basics of controlling and coordinating in management. It defines controlling as verifying performance against plans to ensure goals are achieved efficiently. Controlling measures deviations, identifies causes, and enables corrective actions. Coordinating involves unifying and synchronizing efforts to pursue common goals orderly. Both controlling and coordinating are essential management functions that work together across all stages from planning to directing to achieve organizational objectives without conflicts.

1. CONTROLLING AND
COORDINATING

2. Basics of Controlling
Controlling consists of verifying whether everything occurs in conformity with the plans adopted,
instructions issued and principles established. Controlling ensures that there is effective and
efficient utilization of organizational resources so as to achieve the planned goals. Controlling
measures the deviation of actual performance from the standard performance, discovers the causes
of such deviations and helps in taking corrective actions.

3. Some definitions…
 According to Brech, “Controlling is a systematic exercise which is called as a process of checking
actual performance against the standards or plans with a view to ensure adequate progress and also
recording such experience as is gained as a contribution to possible future needs.”
 According to Donnell, “Just as a navigator continually takes reading to ensure whether he is relative
to a planned action, so should a business manager continually take reading to assure himself that his
enterprise is on right course.”
Controlling has got two basic purposes
 It facilitates co-ordination
 It helps in planning

4. Features of Controlling function
 Controlling is the last management function- A function which comes once the performances
are made in conformities with plans.
 Controlling is a pervasive function- which means it is performed by managers at all levels and
in all type of companies / departments.
 Controlling is forward looking- ’Controlling’ learns from the past & applies knowledge to
future plans.
 Controlling is a dynamic process- since controlling requires taking reviews, comparing against
plans, action has to be taken in real time.
 Controlling is related with planning- Planning and Controlling are two inseparable functions of
management. Without planning, controlling is a meaningless exercise and without controlling,
planning is useless. Planning presupposes controlling and controlling succeeds planning.

5. Areas you can Control…
All the areas in a company need to be controlled. Here are a few examples.
 Policies
 Staff
 Capital expenditure
 Production
 Wages & Salaries
 Cost of production
 Tools & equipment

6. Process of Controlling / How to Control
 Establishment of standards- Standards are the plans or the targets which have to be achieved in the course of business function. They
can also be called as the criterions for judging the performance. Standards generally are classified into two-
 Measurable or tangible - Those standards which can be measured and expressed are called as measurable standards. They can be in form of
cost, output, expenditure, time, profit, etc.
 Non-measurable or intangible- There are standards which cannot be measured monetarily. For example- performance of a manager,
deviation of workers, their attitudes towards a concern. These are called as intangible standards.
Controlling becomes easy through establishment of these standards because controlling is exercised on the basis of these standards.
 Measurement of performance- The second major step in controlling is to measure the performance. Finding out deviations becomes
easy through measuring the actual performance. Performance levels are sometimes easy to measure and sometimes difficult.
Measurement of tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative measurement becomes
difficult when performance of manager has to be measured. Performance of a manager cannot be measured in quantities.
 Taking remedial actions- Once the causes and extent of deviations are known, the manager has to detect those errors and take
remedial measures for it. There are two alternatives here.
 Taking corrective measures for deviations which have occurred; and
 After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is
here the controlling process comes to an end. Follow up is an important step because it is only through taking corrective measures, a
manager can exercise controlling.

7. Co-ordinating / Synchronising in an organisation
 Co-ordination is the unification, integration, synchronization of the efforts of group members so
as to provide unity of action in the pursuit of common goals. It is a hidden force which binds all
the other functions of management.
 According to Mooney and Reelay, “Co-ordination is orderly arrangement of group efforts to
provide unity of action in the pursuit of common goals”. According to Charles Worth, “Co-
ordination is the integration of several parts into an orderly whole to achieve the purpose of
understanding”

8. Co-ordination affects all stages of management
 Coordinating through planning – Coordinating is a part of planning, because it tells what to include in a good plan and how to execute
it. Planning facilitates co-ordination by integrating the various plans through mutual discussion, exchange of ideas.
 Coordinating through organizing – Coordinating is the very essence of organizing. It is part of organizing, because it takes the first
lead. In fact when the management assigns and groups various activities to the departments, coordinating of the activities is the
uppermost in its mind.
 Coordinating through staffing – Coordinating is part of staffing, because it specifies who will be a staff and its rational placement.
Management always ensures that, for better coordination, the right number of personnel in various positions with right type of
education and skills are taken so that there are right men on the right job.
 Coordinating through directing – Coordinating is part of directing, because it gives it a clear focus. The purpose of giving orders,
instructions and guidance to the subordinates is served only when there is a harmony between the superiors and the subordinates.
 Coordinating through controlling – Coordinating is a part of reporting, because it makes it realistic. Management ensures through
coordinating that there is no difference in actual performance as compared to the standard performance so as to achieve the
organizational goals.
Coordination in effect SYNCHRONISES the processes of an organisation for achieving common goals without conflicts.

9. Principles of Coordination
 Direct Contact (with the parties concerned)
 Continuity (it starts from planning and ends when the objective is accomplished)
 Reciprocity (when ‘P’ works with ‘Q’ and ‘Q’ in turn, works with ‘R’ and ‘S’ each of the four finds himself
influenced by the others)
 Pervasiveness (all-embracing activity in every management function)
 Early Beginning (achieved more readily at the initial stages of planning and policy-making, hence, direct
contact must begin in the very early stages of the process)
 Unity of Command (one boss for one subordinate)
 Effective Communication (keep talking)
 Organisation Structure (one boss for one subordinate)

10. Types
 Internal
 External
 Vertical
 Horizontal

11. Thank You