This document discusses different types of controlling in management. It defines controlling as monitoring, comparing, correcting performance and taking action to ensure desired results. It then describes five levels of control: strategic, structural, operational, financial, and bureaucratic vs decentralized structural control. Strategic control involves checking premises and strategy. Structural control monitors organizational structure. Operational control regulates daily output. Financial control involves budgets, financial statements, and audits. Bureaucratic control uses hierarchy while decentralized control shares tasks and decisions.

2. Planning
Organizing
StaffingDirecting
Controlling

4. What is Controlling?
A process of monitoring, comparing, correcting
performance and taking action to ensure desired
results.
Importance of Controlling
 Planning
 Empowering Employees
 Protecting the workplace

5. CONTROL PROCESS
Set standards
Measure
actual
performance
Compare
Taking
managerial
action

6. LEVELS OF CONTROL
Strategic
Structural
Operational
Financial

7. STRATEGIC CONTROL
-The process used by organizations to control the
formation and execution of strategic plans.

9. Premise Control
• Designed to check systematically and continuously
whether the premises on which the strategy is based
are still valid.
• It involves checking of environmental conditions like
technology, demographic changes, inflation rate,
recession, interest rates, etc.

10. Implementing Control
• the type of strategic control that must be
carried out as events unfold.

11. Strategic Surveillance
• Strategic surveillance is designed to monitor a wide
range of events inside and outside the company.
• Such sources include trade magazines, journals,
trade conferences, conversations and observations.

15. Special Alert Control
• A special alert control is the rigorous and rapid
reassessment of an organization's strategy
based on immediate, unforeseen event.
Ex: NDRRM

16. Structural Control
 Monitors how the building blocks of the
organization’s structure are holding up to
their planned function.
 Two Major Types of Structural Control:
1. Bureaucratic Control
2. Decentralized Control

17. Operational Control
• Operational control is concerned with
executing the strategy.
• It regulates the day-to-day output
relative to schedules, specifications, and
costs.

18. Preliminary Screening Post action
OPERATIONAL
CONTROLPreliminary Screening Post action
Anticipates
problems
Feed forward
Control
Concurrent
Control
Corrects
problems as
they happen
Feedback
Control
Corrects
problems
after they
occur

19. Financial Control
Financial control is the control of financial
resources as they flow into the organization. It
involves costs and expenses to control them in
relation to budgeted amounts.
Tools of Financial Control
• Budget – Planned allocation of Resources
• Financial Statements (balance sheet, income statement, cash
flow)
• Ratio Analysis (Liquidity, Profitability, Activity, Debt Ratio)
• Financial Audits (Internal and External)

20. All done. Thank You 

21. BUREAUCRATIC CONTROL
 an approach to organization design
characterized by formal and mechanistic
structural arrangements.
DOMINATES:
• Hierarchy of authority
• Vertical communication
• Centralized decision making
• Emphasis on efficiency

22. DECENTRALIZED CONTROL
Dominates:
• Shared tasks
• Flexible rules and regulations
• Decentralization decision
making
• Emphasis on learning
-daily operations and decision-making responsibilities are
delegated by top management to middle and lower-level
mangers within the organization, allowing
top management to focus more on major decisions.