Controlling is one of the key managerial functions along with planning, organizing, staffing and directing. It helps check for errors and take corrective actions to ensure goals are achieved as planned. Control is an ongoing process that compares actual performance to plans at each level of the organization. The four basic elements of an effective control system are: the characteristic or condition being controlled, a sensor to measure it, a comparator to evaluate deviations from plans, and an activator to initiate corrective actions. While control aims to improve performance, human resistance to change must be overcome through clear communication, trust-building, realistic standards, and focusing on outcomes rather than processes.

1. CONTROLLING

2. What is Controlling?
• Controlling, is one of the managerial
functions
like planning, organizing, staffing and dir
ecting. It is an important function
because it helps to check the errors and
to take the corrective action so that
deviation from standards are minimized
and stated goals of the organization are
achieved in a desired manner.

3. CHARACTERISTICS OF CONTROL
• Control is a continuous process
• Control is a management process
• Control is embedded in each level of
organizational hierarchy
• Control is forward looking
• Control is closely linked with planning
• Control is a tool for achieving
organizational activities

4. • Control is an end process
• Control compares actual performance
with planned performance
• Control point out the error in the
execution process
• Control minimizes cost
• Control achieves the standard
• Control saves time
• Control helps management monitor
performance

5. ELEMENTS OF CONTROL
The Four basic elements in a control
system:
• The characteristic or condition to be
controlled
• The sensor
• The comparator
• The activator

6. The characteristic or condition to be
controlled
• We select a specific characteristic because a
correlation exists between it and how the
system is performing.
• The characteristic can be the output of the
system during any stage of processing or it may
be a condition that is the result of the system.
• For example, it may be the heat energy
produced by the furnace or the temperature in
the room which has changed because of the
heat generated by the furnace.
• In an elementary school system, the hours a
teacher works or the gain in knowledge
demonstrated by the students on a national
examination are examples of characteristics that
may be selected for measurement, or control.

7. The Sensor
• The second element of control,
the sensor, is a means for measuring the
characteristic or condition.
• For example, in a home heating system
this device would be the thermostat, and
in a quality-control system this
measurement might be performed by a
visual inspection of the product

8. The Comparator
• The third element of control,
the comparator, determines the need for
correction by comparing what is
occurring with what has been planned.
• Some deviation from the plan is usual
and expected, but when variations are
beyond those considered acceptable,
corrective action is required.
• It involves a sort of preventative action
which indicates that good control is being
achieved.

9. The Activator
• The fourth element of control, the activator, is the
corrective action taken to return the system to its
expected output.
• The actual person, device, or method used to direct
corrective inputs into the operating system may take
a variety of forms.
• It may be a hydraulic controller positioned by a
solenoid or electric motor in response to an
electronic error signal, an employee directed to
rework the parts that failed to pass quality
inspection, or a school principal who decides to buy
additional books to provide for an increased number
of students.
• As long as a plan is performed within allowable
limits, corrective action is not necessary; however,
this seldom occurs in practice

10. DIFFERENCE BETWEEN PLANNING
AND CONTROL
Planning Controlling
Emphasis on
impersonal,abstract,long-range
problems.
More emphasis personal,
concrete, immediate problems.
Less Structured Often highly structured
Uses ranges , estimates More reliance on measured data
from specifications.
Top executive spend much time. Operating and lower level
personnel involved.

11. IMPORTANCE OF CONTROL
• Accomplishing Organisational Goals
• Judging Accuracy of Standards
• Making Efficient Use of Resources
• Improving Employee Motivation
• Ensuring Order and Discipline
• Facilitating Coordination in Action

12. LIMITATIONS OF CONTROL
• Difficulty in setting quantitative
standards
• No control on external factors
• Resistance from employees
• Costly affair

13. TYPES OF CONTROL

14. BEHAVIOURAL ASPECTS OF
MANAGEMENT CONTROL

15. Reasons for Human Resistance
• Job loss is a major reason that employees
resist change in the workplace.
• Poor Communication and Engagement.
Communication solves all ills.
• Lack of Trust.
• The Unknown.
• Poor Timing.
• Overcome opposition.
• Effectively engage employees.
• Implement change in several stages.

16. Measures to Overcome
Change in workers’ attitude:
Understanding that control is a positive and not negative activity can
change workers’ attitude towards their work environment and
superiors. The focus of control should be the right target. Right focus
on physical, financial and human resources can change workers’
attitude towards controls from negative to positive.
Realistic control:
Inadequate or excessive controls (under-control and over-control)
affect organizational goals. While under-control gives excessive
autonomy to work, over-control restricts the freedom to perform
better. Managers must, therefore, exercise realistic controls which
optimize workers performance.

17. Focus of attention:
Controls should focus more on the end results and outcomes
of activities rather than the way these results are achieved.
They should focus on improvement of behavior rather than
deviations.
Controls should be associated with a system of reward:
Rather than penalizing negative deviations, managers should reward
employees who report acceptable performance. This will reinforce
their behavior and motivate other workers also to achieve the
standard performance. Measures like appreciation and rewards
rather than threats and punishments.

18. Steps in controlling process

19. Principles Of an effective control
• Matching controls to plans and position.
• Ensuring flexibility to control.
• Ensuring accuracy.
• Seeking objectivity of controls.
• Achieving economy of controls.

20. • Tailoring control to individual managers.
• Pointing up exceptions.
• Fitting the system of control to the
organizational culture.
• Ensuring corrective action through
control.

21. References
https://iedunote.com/effective-control-
system
http://www.tutorhelpdesk.com/homework
help/Management-/Ways-To-Overcome-
Resistance-To-Control-Assignment-
Help.html
Business Management By CB Gupta.

22. THANK YOU