Controlling is one of the key managerial functions that involves monitoring performance, comparing results to standards, and taking corrective actions. There are three main types of organizational control systems: output control using budgets and goals, behavioral control through direct supervision, and bureaucratic control via rules and procedures. Additionally, clan control focuses on shared values and norms to influence behavior within an organization. Effective control requires establishing standards, measuring performance, identifying deviations, and implementing appropriate actions to minimize variations from objectives.

1. Organizational controlling

2. Controlling
 One of the managerial functions like planning, organizing, staffing and
directing.
 Process of gathering and feeding back information about performance so
that decision makers can compare actual results with planned results and
decide what to do about any apparent discrepancies or problems.
 Helps to check errors and take corrective measures so that the deviation from
standards are minimized and goals of the organization are achieved in a
desired manner.

3. Organizational Control
 Organizational Control
 Managers monitor and regulate how efficiently and effectively an organization
and its members are performing the activities necessary to achieve
organizational goals

4. Organizational Control
Managers must monitor and evaluate:
 Is the firm efficiently converting inputs into outputs?
 Are units of inputs and outputs measured accurately?
 Is product quality improving?
 Is the firm’s quality competitive with other firms?
 Are employees responsive to customers?
 Are customers satisfied with the services offered?
 Are our managers innovative in outlook?
 Does the control system encourage risk-taking?

5. Control Systems
 Control Systems
 Formal, target-setting, monitoring, evaluation and feedback systems that
provide managers with information about whether the organization’s strategy
and structure are working efficiently and effectively.

6. Control Systems
 A good control system should:
 be flexible so managers can respond as needed.
 provide accurate information about the organization.
 provide information in a timely manner.

7. Three Types of Control

8. Types of Control
 Feed forward Controls
 Used to anticipate problems before they arise so that problems do not occur
later during the conversion process
 Giving stringent product specifications to suppliers in advance
 IT can be used to keep in contact with suppliers and to monitor their progress

9. Types of Control
 Concurrent Controls
 Give managers immediate feedback on how efficiently inputs are being
transformed into outputs
 Allows managers to correct problems as they arise

10. Types of Control
 Feedback Controls
 Used to provide information at the output stage about customers’ reactions to
goods and services so that corrective action can be taken if necessary

11. FEATURES OF CONTROLLING
 Control is forward looking :
One can control future happenings and not the past.
Managers suggest corrective actions for the future period.
 Control is both an executive process and a result :
 Each manager has to perform control function in the organization.
 Nature, scope and limit of the control function may be different for different
managers.
 The word ‘control ‘ is preceded by an adjective to designate control problem :
quality control, inventory control, production control, administrative control etc.

12. FEATURES OF CONTROLLING
 Control is a continuous process :
Managerial control follows a definite pattern and time table,
month after month and year after year on a continuous basis.
 A control system is a coordinated – integrated system :
 Data collected for different purposes should be reconciled with one another.
 Control is a single system, but more accurate to think of it as a set of interlocking
subsystems.

13. STEPS IN CONTROLLING
 Control is reciprocally related to planning :
 Draws attention to situations where new planning is needed.
 Provides data upon which plans can be based.

14. Various steps in control process which are necessary in its
relationship to planning :
 Establishment of control standards.
 Measurement of performance.
 Comparison between performance and standards and the communication.
 Correction of deviation from the standards.

15. 1.ESTABLISHMENT OF CONTROL
STANDARDS
 Plans - goals, objectives, targets to be achieved. Actual
results are measured against them.
 Precision :
 Great precision – Standards are set in quantities.
E.g. Physical – Volume of products, man hour.
Monetary – Costs, revenues, investment.
 Less precision – Standards are in qualitative terms.
E.g. Human relations.

16. ESTABLISHMENT OF CONTROL
STANDARDS
 It is also important to decide the level of achievement which will be
regarded as good or satisfactory.
 Desired level of performance - reasonable , feasible, some amount of
flexibility , stated in terms of range (maximum and minimum).

17. 2. MEASUREMENT OF PERFORMANCE
 Involves measuring the performance in the work in terms of
control standards.
 Methods of measuring performance :
 Quantitative – Physical and monetary terms, easily and precisely measurable.
E.g. Production units, sales, volume, profits etc.
 Qualitative – Intangible, cannot be measured precisely.
E.g. Human relations etc.
Techniques – Psychological tests, opinion surveys.

18. MEASUREMENT OF PERFORMANCE
 Measurement must be
(i) clear, simple and rational,
(ii) relevant,
(iii) direct attention and efforts,
(iv) reliable, self announcing, and understandable
without complicated interpretation or philosophical
discussions.

19. 3.COMPARING ACTUAL AND
STANDARD PERFORMANCE
 Steps :
 Finding out the extent of deviations.
 Identifying the causes of such deviations.
 Accurate standards and accurate measurement of actual
performance are very important for clear revelation of variations.
 Required standards achieved :
 No further managerial action is necessary.
 Control process is complete.
 Required standards not achieved :
 Extent of variation may differ from case to case, depends upon the type of activity.

20. COMPARING ACTUAL AND STANDARD
PERFORMANCE
 Strict compliance with standards or permissible limit of variation.
 E.g. Engineering products – a very minute variation may be significant.
 When the deviation between standard and actual performance is
beyond the prescribed limit, an analysis is made of the causes of such
deviation.
 Controllable factors – Person concerned will take necessary corrective
action.
 Uncontrollable factors – Person concerned cannot be held
responsible.
 Communication of data to the person who can take corrective
action.

21. 4.CORRECTION OF DEVIATIONS
 Organization is not a self – regulating system.
 Actions should be taken to maintain the desired degree of
control in the system or operation.
 Control actions :
 Review of plans and goals and change therein on the basis of such review.
 Change in the assignment of tasks.
 Change in existing techniques of direction.
 Change in the organization structure.
 Provision for new facilities.

22. Management Controlling

23. The Control Process

24. Three Organizational Control Systems

25. 1.Output Control
 Operating Budgets
 Blueprint that states how managers intend to use organizational resources to
achieve organizational goals efficiently.
 Effective Output Control
1. Objective financial measures
2. Challenging goals and performance standards
3. Appropriate operating budgets

26. Problems with Output Control
 Managers must create output standards that motivate at all levels
 Should not cause managers to behave in inappropriate ways to achieve
organizational goals

27. 2.Behavior Control
 Direct supervision
 managers who actively monitor and observe the behavior of their
subordinates
 Teach subordinates appropriate behaviors
 Intervene to take corrective action
 Most immediate and potent form of behavioral control
 Can be an effective way of motivating employees

28. Problems with Direct Supervision
 Very expensive because a manager can personally manage only a
relatively small number of subordinates effectively
 Can demotivate subordinates if they feel that they are under such close
scrutiny that they are not free to make their own decisions

29. 3.Bureaucratic Control
 Bureaucratic Control
 Control through a system of rules and standard operating procedures (SOPs)
that shapes and regulates the behavior of divisions, functions, and individuals.

30. Problems with Bureaucratic Control
 Rules easier to make than discarding them, leading to bureaucratic “red tape”
and slowing organizational reaction times to problems.
 Firms become too standardized and lose flexibility to learn, to create new
ideas, and solve to new problems.

31. Clan Control
 Clan Control
 The control exerted on individuals and groups in an organization by shared
values, norms, standards of behavior, and expectations.