What Is The Purpose Of A Control

What is Controlling?

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Everything you need to know well-nigh controlling. Control or decision-making techniques are naught new to business organization. They are as old every bit the business itself.

Controlling is necessary for even the very best tin can be improved. Control implies data combined with action. It is a procedure of directing a set of variables towards predetermined objectives.

Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established.

Decision-making ensures that at that place is constructive and efficient utilization of organisational resources so every bit to achieve the planned goals. Decision-making measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking cosmetic actions.

Co-ordinate to Brech, "Controlling is a systematic do which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs."

Learn most:-

1. Introduction to Controlling ii. Definitions of Controlling 3. Importance iv. Features 5. Areas

6. Functions 7. Factors eight. Principles nine. Behavioural Implications 10. Problems.

What is Decision-making: Definitions, Nature, Telescopic, Functions, Principles and Other Details

Contents:

Introduction to Decision-making
Definitions of Controlling
Importance of Controlling
Features of Decision-making
Areas of Controlling
Functions of Controlling
Factors of Controlling
Principles of Decision-making
Behavioural Implications of Controlling
Problems of Controlling

What is Controlling – Introduction

For making people act, different types of the methods similar planning, the organising, the staffing, the leading etc. are used. Simply subsequently the people first acting, generally the issue that is obtained seems to be a mere waste. Now hither, the office of the management of the organisation is very disquisitional and should be performed very carefully.

The main responsibility of the management here is that it should accept proper care of the fact that the results that are produced are strictly according to the objectives and none of them is a waste or apply-less in the nature. This responsibility of the management of the organisation is oftentimes referred to as the 'Decision-making'.

The Controlling acts as a very useful managerial function or the tool as it ensures that the deportment conform to the expected results with the help of the suitable feedback systems. This process also includes correcting whatever difference time in social club to encounter that the results are ensured within the proper time and the costs as per the planned standards.

One very important signal that should exist kept in mind is that for having the control, it is very necessary to plan the things, i.e., without the planning, the control cannot be obtained. The major reason behind this is that if we will non know about the things that are to be achieved, the resources that are bachelor, the various things that are to exist taken intendance of etc. then it will not be possible to carry on with the process in a controlled manner.

So now, it can be said that planning is very much needed both at the personal level also as at the organization level as it acts equally a mental discipline and plays a very major role in the process of the controlling. But one very important affair that should exist taken care of is that the planning that is done for controlling the process should exist done very carefully and should not be vague in nature, i.east., should be very meaningful so that information technology can help in the establishment of the decision-making standards.

Control or decision-making techniques are zip new to business organisation. They are as old equally the business itself. Controlling is necessary for even the very best tin can be improved. Command implies data combined with action. It is a process of directing a ready of variables towards predetermined objectives.

Managerial function of control implies measurement and correction of the performance of subordinates in order to make certain that enterprise objectives and the plans devised to attain them are accomplished. Process of control ensures that what is done is what was intended. Thus, command is the part of management which comes at the stop but is never ending. It is a function to exist exercised at each level of management and non related to the meridian management only.

Decision-making consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organisational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions.

What is Controlling – Definition s: By Koontz & O'Donnell, G. Terry, Brech and Donnell

Control is whatever process that guides activity towards some predeter mined goals. Thus, control can be practical in whatever field such as cost command, distribution control, pollution control, etc. However, control equally an element of management procedure can be divers as the process of analysing whether actions are being taken as planned and taking corrective actions to make these to conform to planning. Thus, control process tries to find out deviations between planned performance and actual functioning and to suggest cosmetic actions wherever these are needed.

For Example – Terry has defined control as follows:

"Controlling is determining what is beingness accomplished, that is evaluating the performance and, if necessary, applying corrected measures and then that the operation takes place according to program."

Based on the definition of command, its following features can be identified:

1. Control is frontwards looking because one can command future happenings and non the by. Withal, on control procedure ever the by performance is measured because no one tin can measure out the outcome of a happening which has not occurred. In the low-cal of these measurements, managers advise corrective actions for future period.

2. Command is both an executive process and, from the point of view of the organizations of the system, a issue. As an executive process, each manager has to perform command function in the organization. It is truthful that according to the level of a manager in the system, the nature, scope, and limit of his control function may exist different as compared to a director at other level.

The word command is also preceded by an describing word to designate a command problem, such as, quality control, inventory control, production control, or even administrative control. In fact, information technology is administrative control, which constitutes the about comprehensive control concept. All other types of command may be subsumed under it.

3. Control is a continuous process. Though managerial control enables the manager to exercise control at the point of action, it follows a definite pattern and timetable, month after month and year later on yr on a continuous ground.

iv. A control arrangement is a coordinated-integrated organization. This emphasises that, although data collected for ane purpose may differ from those with some other purpose, these information should be reconciled with one another. In a sense, command system is a single arrangement, but information technology is more than accurate to retrieve of information technology as a set of interlocking subsystems.

In the words of Koontz & O'Donnell, "Controlling is the measuring and correcting of activities of subordinates to assure that events conform to plans".

According to G. Terry, "Controlling can exist divers as the process of determining what is to exist accomplished, that is the standard; what is existence achieved, that is the performance; evaluating the performance; and if necessary applying corrective measures so that the performance takes place according to plans, that is, in conformity with the standard".

According to Brech, "Controlling is a systematic practice which is called as a process of checking bodily functioning against the standards or plans with a view to ensure adequate progress and also recording such experience equally is gained equally a contribution to possible future needs."

According to Donnell, "Just equally a navigator continually takes reading to ensure whether he is relative to a planned activeness, and so should a concern manager continually accept reading to assure himself that his enterprise is on right course."

What is Controlling – Importance

Control is a central part of direction that ensures achievement of goals according to plans. The absenteeism of command could exist very costly and unproductive. Information technology is an essential feature of scientific and successful management.

The importance of control will be evident from the following:

(i) Basis of Execution of Plans:

Command is the only means to ensure that the plans are beingness properly implemented. Information technology measures progress, un-covers deviations indicates corrective steps and keeps every things on track. It is an indispensable past of management. J. Beatty has saw that without sentinel fullness and feedback of an efficient control system there is piffling likelihood that even the best laid plans volition fifty-fifty work out equally expected.

(ii) Achievement of Goals:

It keeps activities on the right path because the process of control is goal oriented. If anything goes on incorrect track, remedial steps are undertaken immediately. Information technology helps to minimise wastage and losses.

(iii) Decentralisation of Dominance:

An constructive control system facilitates the delegation of authority and ensure that the subordinates practice not deviate from a predetermined class of action. The feedback information helps managers bank check whether actions taken at lower levels are in the line with what has been planned or not.

(4) Ground for Future Activeness:

The control system provides feedback information and reveals shortcomings in plans. It helps in preparing better plans in hereafter. The long term planning is non possible until control data is available in time to the managers. It facilities conclusion making in future.

(5) Orders and Disciplines:

While pursuing goals, managers and their subordinates oftentimes commit mistakes. A proficient control system helps check and diagnose the problems earlier they turn serious in nature. It keeps the subordinates under check and brings subject field among them.

(vi) Promotes Coordination:

It facilitates coordination between different departments and divisions past providing them unity of management. It builds the individuals and their activities with the common objectives. It also plays the role of bridge between different levels of dominance.

(seven) Cope with Uncertainty and Change:

The surroundings in which organisations operate is complex and ever irresolute. The organisation should go along a watchful heart on such development and respond intelligently. The timely actions can be initiated to prevent mistakes from becoming serious threats.

(viii) Boosting the Morale of the Employees:

Every employee knows information technology very well that what he is expected to practise and what are the standard of performance confronting which his performance is to be compared. Such salubrious attitude on the office of employee toward the work place helps in keeping morale of employees at higher level.

What is Controlling – Acme eight Features: Bones Office, Continuous Process, Dynamic Process, Forrad Looking, People Oriental and a Few Other Features

On the assay of mentioned definitions, the features of controlling are as follows:

Feature # 1. Basic Function:

Command is an essential function of every manager who is performing the functions like planning, organising, staffing and directing. In fact information technology is a follow upwardly action to other functions of management.

Characteristic # 2. Continuous Process:

Controlling is a continuous process having no definable end. It involves constant and regular monitoring of activities in order to improve the performance.

According to Koontz and O'Donnell, "only as the navigator continuously takes a planned activeness, so should the business organization managing director continually lake a reading to assure to himself that his enterprise or section is on course". The managing director has to perform this function continuously along with other functions of direction.

Feature # three. Dynamic Process:

Control is dynamic in the sense, not static. It involves review of standards equally well equally corrective actions which may lead to changes in other managerial functions. A properly designed control arrangement can help managers anticipate, monitor and respond to changing circumstances.

Feature # 4. Forrad Looking:

Control is related to hereafter because past cannot be controlled. Information technology involves postmortem examination of by events. It seeks to improve future results on the basis of feel gained in the past. A successful control process is one that effects corrections to the organisation before the deviations become serious.

Characteristic # 5. People Oriental:

R.C. Davis has said that the arroyo of managerial command is people oriented. Information technology is attained through people and not things. The attitudes of people are more of import for the success of control.

Characteristic # 6. Pervasive Role:

It is an essential function of every manager. Every manager working in organisation irrespective of his position has to command and command over the activities of subordinates equally to produce desired results. The nature and extent of control may differ from ane level to some other.

Feature # 7. Goal Oriented:

Control guides activities towards predetermined goals. The function of decision-making is positive. Information technology should not exist considered negative in graphic symbol. The primary focus of controlling is to active results.

Feature # 8. Action Oriented:

The essence of command lies in the corrective action taken to bridge the gap betwixt standards and bodily functioning. The corrective action is designed to improve the performance in futurity. The timely action to right defeats minimise waste of time, money and efforts.

What is Controlling – 12 Principal Areas : Control on Wages and Salaries, Control over Capital Expenditure, Control over Costs and a Few Others

For effective control, it is important to know what the disquisitional areas where command would be exercised are.

The identification of these areas of control enhances the management to:

(i) Consul authority and fixing up of responsibility,

(ii) Reduce brunt of supervising each activity in particular, and

(three) Have ways of securing satisfactory results.

Though controls are needed in every surface area where operation and results directly and vitally impact the survival and prosperity of the organization, these areas need to exist specifically spelled out.

The following word points out the bug and methods of command in each major surface area:

1. Command on Wages and Salaries:

Command over wages and salaries are done by having program of job evaluation, and wage and salary analysis. The functions are carried on by personnel and industrial applied science departments. Often wage and bacon commission is constituted to provide help to these departments.

ii. Control over Capital Expenditure:

Control over upper-case letter expenditure is exercised through the system of evaluation of projects, ranking of projects on the basis of their importance, by and large on the basis of their earning capacity. A capital upkeep is prepared for the business equally a whole. The budget committee or appropriation committee reviews the budget.

For constructive control over capital expenditure, there should be a programme to place the realisation of benefits from uppercase expenditure and to make comparison with predictable results. Such comparison is of import in the sense that it serves as an important guide for hereafter uppercase budgeting activities.

three. Control over Costs:

Control over costs is exercised through making comparing betwixt standard costs and actual costs. Standard costs are fix in respect of unlike elements of costs. Cost control is also supplemented past budgetary control system, which includes unlike types of budgets. Controller's department provides information for setting standard costs, computing actual costs, and pointing out differences between these ii.

4. Command over External Relations:

The public relations department regulates external relations. This department may prescribe certain measures to be followed by other departments while dealing with external parties.

5. Control over Line of Products:

A committee whose members are fatigued from production, sales, and research departments exercise control over line of products. The committee controls through studies about market place needs. Efforts are made to simplify and rationalize the line of products.

six. Command over Methods and Manpower:

Control over methods and manpower is keep to ensure that each private is working properly and timely. For this purpose, periodic analysis of activities of each department is conducted. The functions performed, methods adopted, and time consumed past every individual is studied to eliminate non-essential functions, methods, and time. Many organizations create carve up department or section known every bit organization and methods to keep command over methods and manpower.

7. Control over Organization:

Organization charts and manuals are used to go along control over organization structure. Organization manuals attempt at solving organizational problems and conflicts, making long-range organizational planning possible, enabling rationalization of the arrangement structure, helping in proper designing and clarification of each office of the system, and conducting periodic check of facts about organization practice.

8. Control over Personnel:

More often than not, personnel managing director or caput of the personnel department, whatever his designation may be, keeps command over personnel in the organization. Sometimes, a personnel committee is constituted to act as ail instrument of control over key personnel.

9. Control over Research and Development:

Control over research and development is exercised in ii ways – by providing a budget for research and development and past evaluating each projection keeping in view savings, sales, or profit potentialities. Enquiry and development beingness a highly technical activity is also controlled indirectly. Improving the power and judgement of the enquiry staff through training programmes and other devices does this.

10. Control over Service Departments:

Control over service departments is effected either-

(i) Through budgetary control within operating departments, or

(ii) Through putting the limits upon the amount of service an individual section can inquire, or

(iii) Through authorising the head of service department to evaluate the request for service made by other departments and to use his discretion about the quantum of service to be rendered to a particular department – Sometimes, a combination of these methods may be used.

xi. Controls over Policies:

Policies are formulated to govern the behaviour and action of personnel in the organisation. These may exist written or otherwise, policies are by and large controlled through policy manuals, which are generally prepared by top management. Each individual in the system is expected to part co-ordinate to policy manuals.

12. Overall Control:

Control over each segment of the organization contributes to overall organizational control. However, some special measures are devised to do overall control. This is done through budgetary control project profit and loss business relationship and balance sheet. Integrating and coordinating budgets prepared past each segment prepare a master budget. The budget commission reviews such budget. This budget acts every bit an instrument for overall control. Turn a profit and loss account and remainder sail are also used to measure the overall results.

What is Controlling – Top 4 Functions : Planning equally the Basis, Action as the Essence, Delegation as the Key and Information as the Guide

Control is closely related with other functions of management considering control may exist afflicted by other functions and may bear on other functions too. Often it is said planning is the basis, action is the essence, delegation is the cardinal, and information is the guide for control.

This reflects how command is closely related with other functions of management. In fact, managing process is an integrated arrangement and all managerial functions are interrelated and interdependent. When control exists in the organization, people know what targets they are striving for, how they are doing in relation to the targets, and what changes are needed to continue their functioning at a satisfactory level.

The relationship of command with major managerial functions tin be described as follows:

Function # i. Planning as the Basis:

Planning is the basis for control in the sense that it provides the entire spectrum on which control function is based. In fact, these ii terms are often used interchangeably in the designation of the department, which carries product planning, scheduling, and routing. It emphasizes that in that location is a plan, which directs the behaviour and activities in the organization.

Control measures these behaviour and activities and suggests measures to remove deviation, if whatsoever. Control further implies the existence of certain goals and standards. The planning procedure provides these goals. Control is the result of detail plans, goals, or policies. Thus, planning offers and affects control. Thus, there is a reciprocal relationship between planning and control.

Thus, diverse elements of planning provide what is intended and expected and the means by which the goals are achieved. They provide a means for reporting back the progress fabricated against the goals, and a general framework for new decisions and actions in an integrated pattern. Properly conceived plan become important elements in implementing constructive control.

Part # 2. Activeness as the Essence:

Control basically emphasizes what deportment can be taken to correct the difference that may be found between standards and bodily results. The whole exercise of managerial process is taken to get in at organizational objectives set by the planning process. For this purpose, actions and further actions are necessary; each fourth dimension there may be correction and alter in the actions depending upon the information provided by control procedure.

Though it is not necessary that each time a cosmetic action is taken only control ensures the desirability of a particular action. This is important for organizational effectiveness. Thus, in a existent sense, control means activeness to right a condition found to be in error or activeness to foreclose such a condition from arising and is never accomplished without having activity equally an essential step.

Function # iii. Delegation every bit the Cardinal:

Delegation is the key for command to take place considering control activity can exist taken but past the managers who are responsible for functioning but who take authority to become the things done. A director in the organization gets dominance through delegation and redelegation.

It does non make sense to make someone responsible for achieving results without delegating him adequate authorization. In the absence of adequate authority, a manager is unlikely to take effective steps for correcting the various deviations located in the process of analysis. Taking of cosmetic actions may be seen in the context of controllability of a gene effecting the divergence or non-accomplishment of organizational objectives. Some of these factors are controllable and some are uncontrollable.

A controllable cistron is the 1 which can be controlled by an executive action, while the uncontrollable factors lie outside his jurisdiction. A manager'due south action is likely to be more effective if more factors are controllable past him. He can take meliorate controllability if he has been authorized to take decisions on various matters concerning him and affecting his activity. The best policy of delegation is the matching of re sponsibility and authority.

It suggests that a manager must have corresponding authorization every bit compared to his responsibility. He has to command the operations, which are exercised by taking activity, and action may be taken within the limit of the say-so. So the but person who can directly control activities is the i who is straight responsible for them. This is the basic principle for constructive organizations.

Function # 4. Information equally the Guide:

Control action is guided by adequate information from starting time to the end. Direction data and management command systems are closely interrelated; the information system is designed on the ground of command organization. Every manager in the organization must have adequate data about his operation, standards, and how he is contributing to the achievement of organizational objectives.

There must be a organisation of information tailored to the specific management needs at every level, both in terms of adequacy and timeliness. Command organisation ensures that every director gets adequate data. The criterion for capability of data for a manager is his responsibleness and authority that is in the context of his responsibleness and dominance, what type of data a manager needs.

This can be determined on the basis of careful assay of the director'southward functions. If the director is not using whatsoever information for taking certain action, the data may be meant for informing him only and not falling within his information requirement. Thus, an effective control system ensures the flow of the data that is required by an executive, cypher more or less.

There is another aspect of information for control and other function, that is, the timeliness of information. Ideally speaking, the director should be supplied the information when he needs it for taking action. For correcting the deviation, timely activeness is required by the managing director concerned. For this purpose, he must have the information at proper time and roofing the functioning of a flow, which is subject to control.

The control system functions finer on the basis of the data, which is supplied in the organization. Still, the information is used equally a guide and on this basis, a manager what activity can be taken.

What is Controlling – 4 Major Factors : Perception Germination, Motivational Dynamics, Organizational Communication and Organizational Rules and Procedures

The behavioural implications of control, as elaborated in a higher place exercise non hateful that control should not exist practical in the organization. In fact, control has many positive aspects, equally discussed earlier. The basic necessity is that information technology should suit the participants to brand it more effective. From this point of view, it is imperative that various organizational phenomena should be analysed, which touch the control organization.

Though there are many such organizational factors and people are engaged in finding out the answer of this basic question, how people can be better controlled for organizational effectiveness, the main factors related straight to control are-

Factor # 1. Perception Formation:

The people's perception is affected by a number of factors, as discussed earlier. In organizational situation, information technology is affected past the action of management, and the type of relationship betwixt management and employees. The perception of people towards command is a major factor in determining the response to it.

Thus, if the perception of people well-nigh the control attempt is based on sound organizational climate, common trust and belief, there is more likelihood of getting favourable and better response from them. On the other hand, if it is based on general distrust, fear and suspicion, it is always that people resist a possibility that control try.

Factor # 2. Motivational Dynamics:

The control is affected by the motivational dynamics of people and how the arrangement is going to satisfy the various needs of the people. The motivational dynamics have twofold role in control. First, how the diverse attempts at control are in time with the needs of the people. Ideally speaking, a control arrangement should focus adequately on the needs of the participants and must suit them. It means the command organization should be tailor-fabricated and no universal because people differ.

Thus, all people cannot be satisfied past the aforementioned system. Second, the organization itself provides motivation or, demotivation to the people to work. Human being beings, being gregarious, seek to remain in the organization. Thus, many of his needs tin exist satisfied past this phenomenon. Yet, since organization, as a collectively of people, has sure norms of behaviour it becomes demotivation for the people if it is not in accordance with the people.

Thus, organizational phenomenon of how people are motivated is a crucial cistron in control of behaviour of people in the organization. The various factors discussed above suggest that they actually decide the behavioural implications of command rather than the private factors lonely.

Thus, existent implications may be understood in terms of interaction of individual and organizational factors. While many of the individual factors may be analysed on the lines suggested before in the previous part of the text, the organizational factors may exist analysed throughout the remaining portion of this function.

Factor # 3. Organizational Communication:

The organization has to pattern a communication network for carrying the command, information both downwards and upward. Through the downward communication, a superior sends the information about what a subordinate is expected to exercise; the upward communication is used to go command data from the subordinates, that is, what they have done. Besides, these channels also serve other purposes.

Thus, the arrangement depends to a large extent for exercising control through communication. If the advice system is not quite effective, it volition touch the control system also, to that extent, in communicating what is expected from a subordinate and likewise how he is performing. Often communication blockade is a major source of confusion and frustration in the minds of the people and they resist command.

Gene # 4. Organizational Rules and Procedures:

Most of the organizations prescribe some standing measures for providing guidelines for people's deportment in the organizations in the course of policies, rules, and procedures. While these elements provide guidelines to them, they, especially rules and procedures, prescribe rigidity in activity. Thus, they leave very little scope for liberty in action. These rules and procedures as well have abroad initiative and generate alienation.

Many times, they may not be able to isolate or sense the factors, which have caused a. detail situation. Thus, at that place may exist tendency to put the blame on those who are non actually responsible for a situation. Besides, the rules and procedures create more filibuster in action and consequently the result. Such a miracle is more frustrating to the individuals in the organization.

What is Decision-making – 10 Of import Principles: Reflecting Organizational Pattern, Promptness in Reporting Deviation, Simple and a Few Others

Control is necessary in every organization to ensure that everything is going properly. Every manager, therefore, should have an effective and adequate control system to assist him in making sure that events conform to plans. Even so, control does not piece of work automatically, but information technology requires certain pattern.

While the basic principles involved in designing a control system in organizations may be universal the actual organisation in an organization requires some specific blueprint. In this tailoring of control organization, there are certain requirements, which should be kept in mind.

Principle # 1. Reflecting Organizational Pattern:

The command should reflect organizational pattern by focusing attention on positions in organization construction through which deviations are corrected. System structure, a master vehicle for coordinating the work of people, is also a major means of maintaining command.

Thus, in every expanse of control, information technology is not plenty to know that things are going incorrect unless it is known wherein the organization structure the deviations are occurring. This enables managers to gear up up the responsibility and to take cosmetic deportment.

Principle # 2. Promptness in Reporting Deviation:

The success of a thermostat lies in the fact that it points the deviation promptly and takes corrective deportment immediately. Similarly, an ideal control system detects deviations promptly and informs the manager concerned to take timely actions. This is done through designing good appraisal and information systems.

Principle # 3. Uncomplicated:

Control organisation must exist elementary and understandable and so that all managers tin can use it effectively. Control techniques which are complicated such as complex mathematical formulae, charts, graphs, avant-garde statistical methods and other techniques neglect to communicate the pregnant of their command data to the managers who use them. Effective command requires consistency with the position, operational responsibility, ability to understand, and needs of the individuals concerned.

Principle # 4. Objectives:

The control should exist objective, definite, and determinable in a articulate and positive way. The standards of measurement should be quantified as far as possible. If they are non quantifiable, such equally grooming effectiveness, etc., they must exist determinable and verifiable. If the performance standard and measurement is non easily determinable, many subjective elements enter into the process, which catch the controller and controlled on wrong tooting.

Principle # 5. Motivating:

Control system should motivate both controller and controlled. While the planning and command are necessary for economic operations, researches in man relations show that planning and control are, more often than non, antagonistic to good human relations. Sometimes, they may even tend to deprive the people in the organizations i of man's basic needs-a sense of powerful and worthwhile accomplishment the blueprint of control system should be such that aims at motivating people by fulfilling their needs.

Principle # 6. Economic:

Control should be economic and must be worth its costs. Economic system is relative, since the benefits vary with the importance of the activity the size of the operation, the expense that might be incurred in the absence of control and the contribution the command system can make. The economic system of a control arrangement will depend a peachy deal on the managing director's selecting for control simply disquisitional factors in areas important to him.

If tailored to the job and the size of the enterprise, control will exist economical. A large-sized organization can afford highly complicated techniques, sophisticated tools of control and more than elaborate system of control, simply a small-scale-sized arrangement cannot afford these considering of the cost factor.

Principle # 7. Frontward Looking:

Control should be forward looking. Though many of the controls are instantaneous, they must focus attending as to how future actions tin be confirmed with plans. In fact, the control arrangement should exist such that it provides assistance in planning procedure. This is done in two means – it draws situations where new planning is needed, and information technology provides some of the data upon which plans tin can exist based.

Principle # 8. Pointing out Exceptions at Critical Points:

Control should betoken exception at critical points and suggest whether action is to exist taken for deviations or not. Some deviations in the organizations have any impact while others, though very lilliputian in quantity may have keen significance. Thus, control arrangement should provide data for critical point control and control on exception.

The disquisitional bespeak control stresses that effective control requires attention to those factors critical to appraising performance against an individual plan. The control on exception requires that a manager should have corrective activity when at that place is infrequent deviation. The more a manager concentrates his control efforts on exceptions, the more efficient will be the results of his control.

Principle # 9. Flexible:

Command system should exist flexible and so that it remains workable in the case of changed plans, unforeseen circumstances, or outright failures. As Geotz has remarked, a control system should report such failures and should comprise sufficient elements of flexibility to maintain managerial control of operations despite such failures.

Having alternative plans for diverse probable situations can provide much flexibility in control. In fact, flexible control is normally achieved through flexible plans.

Principle # ten. Reflecting Organizational Needs:

All control systems and techniques should reflect the jobs they are to perform. There may be several control techniques, which have general applicability, such equally, budgeting, costing, etc. Notwithstanding, it sh ould not be assumed that these might be utilized in all situations. The managers should choose an advisable tool for control, which helps him in decision-making actions according to plans.

What is Controlling – Behavioural Implications : Nature of Control, Perception of People and Actions by Participants

Though command should aim at satisfying the needs of the members of the organization, they often take it otherwise. This may be either because of the adverse real impact of command on them or because of misperception of the bear on of command. Thus, while designing the control system, it must be kept in mind that most everybody in the organization not only resents the idea of existence controlled just as well objects to being evaluated.

Information technology means the results of the control may not same every bit predictable past those who are exercising command. The major behavioural bug of control can be analysed by taking the nature of control, perception of those who are being controlled, and action taken by them.

1. Nature of Control:

Control often puts force per unit area for engaging in desirable behaviour by those who are subject to command. The bones question is: will they not behave in desirable way if there is no control? Though opinions may differ on this question, often it is recognized that people appoint in that behaviour, which provides them satisfaction whether, control or no control.

It means if the organizational processes are in tune with the needs of the organizational participants, they can perform well in the absence of control and not in the presence of control. Behavioural scientists have ended that people try to be self- actualized but the bones problem, which comes in the way, is provided by the organization itself. They are inherently self-motivated. For case- McGregor believes that more than people deport co-ordinate to the assumptions of Theory Y equally compared to Theory X. In such a case, if their behaviour is controlled, it may be counterproductive for the organization.

The results may be confronting the organizational interests. Thus, the basic nature of control itself against the very basic nature of the people. Still, this is non true in all the cases. Many people may nonetheless conduct co-ordinate to the assumptions of Theory X and they need rigid control. In fact, the all-time control system may be i which focuses attention on the individual needs besides, as discussed before, otherwise if will provide more behavioural bug and may be detrimental to the organization itself.

ii. Perception of People:

Another behavioural implication of control is the perception of people who are being controlled. Though perception may be that command is against the nature of people, it is further aggravated by the fact that people perceive it to be for do good of the arrangement only against them.

Thus, perception may exist right or otherwise, that control if brings improve outcome, is shared by organization lonely whereas it may, be brought by the organizational members. The control in most of the cases is used as a pressure tactic for increasing functioning. This is truthful also considering people may produce more if they are aware that their performance is existence evaluated.

However, increased performance is also determined past several other factors, most important or them beingness how information technology is shared between the organization and its members. Thus, if they have positive perception nearly this aspect also, they volition engage in higher functioning. In an alternative case, they volition take sure actions to thwart the command activeness. There is another implication of the people's perception about control.

The managing director may develop some plan for command, merely at that place are many unplanned controls also necessitated past the organizational requirements. Thus, unplanned control is also the part of the organizational control. It is this unplanned command that has more serious repercussion and is more than counterproductive. The participants may feel that information technology is due to improper planning on the part of direction.

Thus, they are controlled non because of their ain shortcomings but for the shortcomings of others. Naturally this may exist more serious for those who are being controlled.

3. Actions by Participants:

Participants in most of the cases resist command endeavor.

They volition effort to escape from the purview of control and may accept several actions:

(i) They may try to bring behaviour which is satisfying to them only not necessarily satisfying to the organization;

(2) They may appoint in a behaviour which may announced to be in conformity with organizational requirements but actually it is not; and

(three) If these are non possible they may attempt to engage in behaviour equally required by the system.

In the get-go instance, people may try to overcome the pressure from command through fanning group. People tin can stand up only to a certain corporeality of force per unit area. Subsequently this indicate is passed, it becomes intolerable to them and they will effort to discover out the alternatives. One of the alternatives is the germination of group if the people cannot reduce the pressure individually. Grouping helps them to absorb much of the pressure and thus relieves the individual personality.

Information technology gets rid of the tension generated by the control and people feel more secure by belonging to a group, which tin counteract the pressure. Now the question is: Does the group disappear if the command pressure is off? The answer is more often than not in negative because by the time, control pressure is off, people take socialized and identified with a particular group and the grouping has become attractive to them in more than one respect.

Thus, they are probable to continue to be the members of the group even after the control force per unit area is off. Some other culling of overcoming the pressure of control is that an individual solves it at his ain level. This happens more so if control force per unit area affects just a few individuals. In such cases, the individuals may engage in a behaviour, which on the surface seems to satisfy organizational needs but really information technology is not so.

In such cases, they will effort to camouflage the data meant for control like providing wrong information or coming in time at the workplace but not quite engaging in meaningful behaviour or looking busy simply without doing annihilation. This situation is also quite counterproductive. If the individuals are notable to go for any of these alternatives. They will fall in line with organizational control attempt.

This state of affairs may, however, cannot be taken as ideal considering it may be counterproductive in the long run. People may develop alienation to the work and to the organization which may have adverse effect on their efficiency. Organization in such cases may lose, not only the efficiency of their members but them also.

What is Controlling – 5 Major Problems: Magnitude of Alter, Fourth dimension Rate of Alter, Communication Issues, Erroneous Standards and Workers' Resistance

Problem # one. Magnitude of Change:

Command system is mostly to cope with changes of certain magnitude. Sure decisions are made regarding which of the variables in the system tin can modify, how much will they change, and what actions tin be taken to correct changes. The system is designed effectually these variables. For example, management recognises that non all employees will show upwardly each day on a production line and that product bug will occur because of equipment or material problems, or absence of workers in shop floor.

Therefore, it provides for alternative labour sources and for maintenance men or production engineers who can exist called when technical bug occur. These corrective actions are programmed into the foreman's decision rules. Only these corrective actions tin can piece of work only when the assumptions are met, east.thousand., when only i or two employees exercise non show up or only one auto at a time breaks down.

If ninety per cent of the workers go dwelling house afterward lunch because they had nutrient poisoning after eating in the cafeteria, there is very picayune the foreman can practice to correct the change. The variables have gone exterior the range that the control system was designed to handle.

Problem # 2. Time Rate of Alter:

Fourth dimension lags in feedback tin can cause severe problems. Such time lags tend to irksome down the adaptive procedure, that increase the length of fourth dimension it takes for the command system to respond.

Information technology is easy to come across how lags can develop in a control system. Organisational command systems, particularly at college levels in the system, often depend on written reports for their sensed information and or written memos or directives every bit the corrective feedback. But it obviously takes time to write and transmit such information. If the activity is irresolute rapidly, the trouble volition be entirely different by the time the corrective feedback reaches the activeness.

Problem # iii. Advice Bug:

Problems in communication can affect the functioning for a control organization, since it is dependent on information for its operation. This information must be transmitted through a variety of communication channels ranging from face-to-face verbal advice to formal, written letters. Semantic and transmission barriers tin can misconstrue the information being communicated.

Trouble # iv. Erroneous Standards:

Possibly the most critical problem in a control system is that of some inadvertent mistakes committed in setting standards for comparison. Where mistakes in standards exist, it is plainly more difficult to discriminate between proper and improper output of the action. The determination-maker is not certain whether the departure message being received is the result of the activity being out of control or the standards being improperly set.

Problem # v. Workers' Resistance:

Human behaviour is complicated, and it is non piece of cake to impose controls without leading to conflicts. Employees regard whatsoever control arrangement as a tool to exert pressure on them. Thus a control system must start be "sold" before information technology is introduced.

Each of the three steps of the control system is fought with opposition and disharmonize. While establishing standards, people generally do non agree on the targets of production, sales and raw cloth consumption and cost standards.

The conflicts which originate during the first step come up into sharp focus when the actual performance is being compared with the planned targets. People complain that the targets are unreal and non-feasible, control people lack objectivity, and the time bridge of appraisal is too short to enable a fair cess or evaluation. People also resent the authorisation of the command department to sit in judgement and enquire for explanations. In the final footstep when the cosmetic activity is existence taken, disagreement arises primarily over the location of the decision level regarding remedial activity.