The document discusses the process of management control which involves establishing standards, measuring actual performance, comparing actual performance to standards, analyzing any deviations, and taking corrective actions if needed. Management control ensures activities conform to established standards by identifying deviations and correcting them. It is a critical process that is interrelated with planning - controlling provides feedback to evaluate plans and planning sets the standards used for control.

2.  ‘Controlling ‘ function of management
ensures that activities conform to the
standards.
 It is a process of comparing actual
performance with the standard and
taking corrective action ,if any.

3. Management control implies the
measurement of accomplishment
against the standard and the
correction of deviations to
assure attainment of objectives
according to plans.

4. Taking corrective actions
Analyzing deviations
Comparison of actual performance with standards
Measurement of actual performance
Establishing standards

5. • Standard output to be produced by a worker
per day is 100 units of pen
ESTABLISHING
STANDARDS
• Actual performance measured as 80 units of
pen produced by A and 98 units by B
MEASUREMENT OF
ACTUAL
PERFORMANCE
• Deviation –the difference between actual
performance and standard performance
• Deviation of 20 units of pen by A and
Deviation of 2 units of pen by B
COMPARING ACTUAL
WITH STANDARDS
• Minor deviation of 2 units by B – can be
ignored
• Major deviation of 20 units by A – brought
to the notice of management
ANALYSING
DEVIATION
• No corrective action required when
deviation are within acceptable limits(like 2
unit deviation)
• Corrective action required for major
deviation or standards need to be revised
TAKING
CORRECTIVE
ACTIONS

6. Management by
exception
• “an attempt to
control everything
results in controlling
nothing”
• Only significant
deviation should be
brought to the notice
of management ,rest
should be ignored.
Critical point control
• It is neither
economical nor easy
to keep check on
each and every
activity.
• Focus on critical
points only which are
critical to the success
of an organization

7. Planning and controlling are mutually
interrelated and independent activities.
They are inseparable twins of
management
 Controlling is blind without planning
 Planning is meaningless without
controlling.

8.  Controlling involves measurement of
actual performance with certain
standards which are provided by
planning.
 So when there is no plan ,managers
have no basis for controlling.

9.  Once plan become operational,
controlling is necessary to monitor the
progress, measure it ,identify deviation
and taking corrective action to ensure
that event conform to plans.