NATURE AND PROCESS OF CONTROL

• NATURE AND PROCESS(ELEMENTS) OF CONTROL
  
  ORGANIZATION BEHAVIOR
  FUNCTIONAL MANAGEMENT
• BUSINESS ORGANIZATION AND MANAGEMENT
  
  
• MEANING OF CONTROL

1. CONTROL IS AN IMPORTANT FUNCTION OF MANAGEMENT. IT IS THE PROCESS THAT MEASURES CURRENT PERFORMANCE AND GUIDE IT TOWARDS SOME PREDETERMINED OBJECTIVES
2. IN AN ORGANIZATION CONTROL CONSISTS IN VERIFYING WHETHER EVERY THING OCCURS IN CONFORMITY WITH PLANS ADOPTED,THE INSTRUCTIONS ISSUED AND PRINCIPLES ESTABLISHED
3. THE MODERN CONCEPT OF CONTROL ENVISAGES A SYSTEM THAT NOT ONLY PROVIDES A HISTORICAL RECORD OF WHAT HAS HAPPENED TO THE BUSINESS AS A WHOLE BUT ALSO PINPOINTS THE REASONS WHY IT HAS HAPPENED AND PROVIDE THE DATA THAT ENABLES THE CHIEF EXECUTIVE HEAD OR THE DEPARTMENTAL HEAD TO TAKE CORRECTIVE ACTION.

• DEFINITION OF CONTROL

1. KOONTZ AND WEIHIRICH,: THE MANAGERIAL FUNCTION OF CONTROLLING IS THE MEASUREMENT AND CORRECTION OF THE PERFORMANCE IN ORDER TO MAKE SURE THAT ENTERPRISE OBJECTIVES AND THE PLANS DEVISED TO ATTAIN THEM MORE ACCOMPLISHED.
2. E.F.L BREACH,” CONTROL IS THE PROCESS OF CHECKING THE ACTUAL PERFORMANCE AGAINST THE AGREED STANDARDS OR PLANS WITH A VIEW TO ENSURING ADEQUATE PROGRESS AND SATISFACTORY PERFORMANCE,

• IN SIMPLE WORDS:

1. MANAGERIAL FUNCTION FO CONTROL MEANS MEASUREMENT OF ACTUAL PERFORMANCE
2. COMPARING WITH THE STANDARDS
3. CORRECTION OF DEVIATIONS

• PROCESS (ELEMENTS OF CONTROL)
• 
  
• PROCESS OF CONTROL
• ESTABLISHMENT OF STANDARD:-

1. FIRST STEP IS SETTING UP OF STANDARDS OF MEASUREMENT. STANDARD REPRESENT CRITERIA FOR PERFORMANCE. IT SHOULD BE SET PRECISELY AND PREFERABLY IN QUANTITATIVELY
2. ESTABLISHMENT OF STANDARD IN TERMS OF QUANTITY,QUALITY AND TIME IS NECESSARY FOR CONTROL

• MEASURMENT OF PERFORMACE:

1. MEASURE ACTUAL PERFORMANCE OF VARIOUS INDIVIDUALS,GROUPS OR UNITS
2. THE QUANTITATIVE MEASUREMENT SHOULD BE DONE IN CASES WHERE STANDARDS HAVE BEEN SET UP IN NUMERICAL TERMS
3. IN OTHER CASES PERFORMANCE SHOULD BE MEASURED QUALITATIVELY

• COMPARING PERFORMANCE WITH STANDARDS:-

1.     THE DEVIATIONS APPRAISAL OF PERFORMANCE WITH PREDETERMINED STANDARD

2.     COMPARISON IS EASY WHERE STANDARDS HAVE BEEN SET QUANTITATIVELY

3.     POINTING OUT THE DEFECT OR DEFICIENCY IN THE PERFORMANCE AND INVESTIGATE THE CAUSES RESPONSIBLE FOR IT

4.     SHOULD BE BROUGHT TO THE NOTICE OF TOP MGMT WHEN THEY ARE TOO HIGH. FOLLOWING THE PRINCIPLES OF MGMT BY EXCEPTIONS

• TAKING CORRECTIVE ACTIONS:-

1. TAKING CORRECTIVE ACTION
2. RE PLANNING/REVISION/REASSIGNMENT 

• NATURE OF CONTROL
• PERVASIVE FUNCTION:- ALONG WITH MANAGERIAL FUNCTION LIKE PLANNING,ORGANIZING,STAFFING AND DIRECTING. MANGERS AT AL LEVELS HAVE TO PERFORM THIS FUNCTION TO CONTRIBUTE THE ACHIEVEMENT OF THE GOALS
• REVIEW OF PAST EVENTS:- LOOKING BACK. ALSO KNOWN AS FEED BACK INFORMATION
• FORWARD LOOKING:-LINKED WITH FUTURE AS PAST CAN NOT BE CONTROLLED
• ACTION ORIENTED:-ACTION IS THE ESSENCE OF THE CONTROL. CONTROL MEANS TAKING CORRECTIVE ACTIONS
• CONTINUOUS PROCESS
• DYNAMIC PROCESS:-FLEXIBLE AND IT INVOLVES REVIEW OF STANDARD OF PERFORMANCE
• CONTROL IS PREVENTIVE MEASURE NOT CURTAILING THE RIGHTS OF THE INDIVIDUAL
• RELATION BETWEEN PLANNING AND CONTROLLING

1. CLOSELY LINKED TO EACH OTHER
2. PLANNING------------PERFORMANCE------CONTROL
3. NOT POSSIBLE TO THINK OF AN EFFECTIVE SYSTEM OF CONTROL WITHOUT THE EXISTENCE OF PLANNING
4. CONTROL IS ALWAYS BASED ON PLANNING. IN RUNNING THE ORGANIZATION PLANNING DEPENDS ON CONTROLLING. STANDARDS ARE SET THEN PERFORMANCE IS MEASURED TO KNOW WHERE ONE STAND
5. PLANNING WITHOUT CONTROL IS MEANING LESS AND CONTROL WITHOUT PLANNING IS BLIND. PLANNING IDENTIFY THE GOALS AND DETERMINE THE WAYS OF ACHIEVING THEM. IT IS THE CONTROL WHICH ENSURES THE ATTAINMENT OF THE GOALS. CONTROL PRESUPPOSES THE EXISTENCE OF STANDARDS
6. PLANNING MUST BE DONE BEFORE THE ACTUAL OPERATIONS AND CONTROL SHOULD FOLLOW PLANS

• RELATION BETWEEN CONTROL AND COORDINATION

1. BOTH ARE THE TWINS OF THE MANAGEMENT
2. CONTROL IS AN IMPORTANT ELEMENTS IN THE PROCESS OF MANAGEMENT
3. COORDINATION IS THE ESSENCE OF THE MANAGEMENT IT SELF
4. CONTROLLING IS FACILITATIVE FUNCTION THAT PROMOTES COORDINATION IN THE ORGANIZATION

1. RELATIONSHIP
   AUTHORITY IS THE BASIC PROCESS
2. BOTH ARE PERFORMED BY THE MANAGERS AT ALL LEVELS
3. BOTH ARE AIMED AT THE ACHIEVING ORGANIZATIONAL GOALS
4. BOTH ARE NECESSARY FOR ACHIEVING STABILITY,CONTINUITY AND GROWTH OF THE ORGANIZATION
5. RATIONAL CONCEPT

• NEED AND SIGNIFICANCE

1. COORDINATION
2. CORRECTIVE ACTION
3. DECISION MAKING
4. BETTER PLANNING
5. DECENTRALIZATION OF AUTHORITY
6. EFFECTIVE SUPERVISIONS

• LIMITATION OF CONTROL

1. CAN NOT CONTROL THE EXTERNAL FACTORS
2. EXPENSIVE PROCESS
3. EXCESSIVE CONTROL MAY STIFLE THE INITIATIVE OF SUBORDINATE
4. EFFECTIVENESS DEPEND ON THE ACCEPTANCE BY THE SUBORDINATES