Control is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. An effective control system ensures activities lead to attaining organizational goals. Feedforward control prevents anticipated problems by taking action before issues occur, allowing management to prevent rather than cure problems. To reduce dysfunctionality of controls, management can increase flexibility and use multiple performance criteria. Planning and control are linked, as objectives set in planning are the standards used for control. Feedback is the most common type of control due to experience with it and difficulty establishing systems for feedforward.

1. MCA
1. What is the role of control in management?
Answer – Control is the process of monitoring activities to ensure that they are being accomplished as
planned and correcting any significant deviations. An effective control system ensures that activities are
completed in ways that lead to the attainment of the organization’s goals. Control is the final link in the
functional chain of management. The value of control lies mostly in its relation to planning and delegating
activities.
2. What are the advantages and disadvantages of feedforward control?
Answer – The most desirable type of control—feedforward control—prevents anticipated problems. It takes
place in advance of the actual activity. It's future-directed. The key to feedforward control is taking managerial
action before a problem occurs. Feedforward controls allow management to prevent problems rather than
having to cure them.
3. What can management do to reduce the dysfunctionality of controls?
Answer – When controls are inflexible or control standards are unreasonable, people lose sight of the
organization’s overall goals. Problems can occur when individuals or organizational units attempt to look good
exclusively on control measures. Dysfunctionality is caused by incomplete measures of performance. The use
of multiple criteria and creating flexibility in control systems will help minimize dysfunctionality of controls.
4. How are planning and control linked? Is the control function linked to the organizing and leading functions of
management? Explain.
Answer – The control process assumes that standards of performance already exist. They are created in the
planning function. Objectives are the standards against which progress is measured and compared. An
effective control system ensures that activities are completed in ways that lead to the attainment of the
organization’s goals. So control is linked to all functions of management, not just organizing and leading.
5. Why do you believe feedback control is the most popular type of control? Justify your response.
Answer –responses will vary but might include things like: managers have experience with feedback, it’s
natural to want to wait and see what outcomes are before making adjustments, the difficulty in establishing
the information systems needed for feedforward control, etc.
6. What are the Qualities of an Effective Control System?
1. Effective control systems tend to have certain qualities in common.
a) Accuracy—An accurate control system is reliable and produces valid data.
b) Timeliness—The best information has little value if it is dated.
c) Economy—To minimize costs, management should try to impose the least amount of control
necessary to produce the desired results.
d) Flexibility—Controls must be flexible enough to adjust to problems or to take advantage of new
opportunities.
e) Understandability—A control system that is difficult to understand can cause unnecessary
mistakes, frustrate employees, and eventually be ignored.

2. f) Reasonable criteria—Controls should, therefore, enforce standards that challenge and stretch
people to reach higher performance levels without being demotivating or encouraging
deception.
g) Strategic placement—Managers should place controls on those factors that are strategic to the
organization’s performance.
h) Emphasis on the exception—An exception system ensures that a manager is not overwhelmed by
information on variations from standard.
i) Multiple criteria—Multiple measures of performance are more difficult to manipulate than a
single measure, they can discourage efforts to merely look good. In addition, because
performance can rarely be objectively evaluated from a single indicator, multiple criteria make
possible more accurate assessments of performance.
7. What Is Feedforward Control?
1. The most desirable type of control—feedforward control—prevents anticipated problems.
a) It takes place in advance of the actual activity.
b) It’s future-directed.
c) The key to feedforward control is taking managerial action before a problem occurs.
2. Feedforward controls allow management to prevent problems rather than having to cure them.
a) These controls require timely and accurate information that is often difficult to develop.
8. What is Social Responsibility (Classical View and Socio economic view)
• The Classical View
 Management’s only social responsibility is to maximize profits (create a financial return) by
operating the business in the best interests of the stockholders (owners of the corporation).
 Expending the firm’s resources on doing “social good” unjustifiably increases costs that lower
profits to the owners and raises prices to consumers.
• The Socioeconomic View
 Management’s social responsibility goes beyond making profits to include protecting and
improving society’s welfare.
 Corporations are not independent entities responsible only to stockholders.
 Firms have a moral responsibility to larger society to become involved in social, legal, and
political issues.
 “To do the right thing”

3. 9. Factors That Affect Ethical and Unethical Behavior
10. What do you mean by CSR?
Corporate Social Responsibility is the continuing commitment by business to behave ethically and
contribute to economic development while improving the quality of life of the workforce and their
families as well as of the local community and society at large
11. Social Responsibility versus Social Responsiveness?
12. How Organization can go green?
• Legal (or Light Green) Approach
 Firms simply do what is legally required by obeying laws, rules, and regulations willingly and
without legal challenge.
• Market Approach
 Firms respond to the preferences of their customers for environmentally friendly products.
• Stakeholder Approach
 Firms work to meet the environmental demands of multiple stakeholders—employees, suppliers,
and the community.
• Activist Approach
 Firms look for ways to respect and preserve environment and be actively socially responsible.