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Control involves verifying that plans are being followed and objectives are being achieved. It aims to identify mistakes or weaknesses so they can be corrected. Control measures actual performance against standards and plans to ensure progress and satisfactory results. It is the process of measuring and correcting performance to ensure plans and objectives are accomplished. Management's role is to control and ensure resources are used efficiently to achieve organizational goals. Planning and controlling are closely linked, with planning establishing objectives and methods, and controlling measuring performance against plans.

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66 views

New Wordpad Document

Control involves verifying that plans are being followed and objectives are being achieved. It aims to identify mistakes or weaknesses so they can be corrected. Control measures actual performance against standards and plans to ensure progress and satisfactory results. It is the process of measuring and correcting performance to ensure plans and objectives are accomplished. Management's role is to control and ensure resources are used efficiently to achieve organizational goals. Planning and controlling are closely linked, with planning establishing objectives and methods, and controlling measuring performance against plans.

Uploaded by

Shankar Bhaktapuri
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© Attribution Non-Commercial (BY-NC)
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According to Henri Fayol,

Control of an undertaking consists of seeing that everything is being carried out in accordance
with the plan which has been adopted, the orders which have been given, and the principles
which have been laid down. Its object is to point out mistakes in order that they may be rectified
and prevented from recurring.
According to EFL Breach,
Control is checking current performance against pre-determined standards contained in the
plans, with a view to ensure adequate progress and satisfactory performance.
According to Harold Koontz,
Controlling is the measurement and correction of performance in order to make sure that
enterprise objectives and the plans devised to attain them are accomplished.
According to Stafford Beer,
Management is the profession of control.
In 1916, Henri Fayol formulated one of the first definitions of control as it pertains to
management:
Control consists of verifying whether everything occurs in conformity with the plan adopted, the
instructions issued, and principles established. It ['s] object [is] to point out weaknesses and
errors in order to rectify [them] and prevent recurrence.[1]
Robert J. Mockler presented a more comprehensive definition of managerial control:
Management control can be defined as a systematic effort by business management to compare
performance to predetermined standards, plans, or objectives in order to determine whether
performance is in line with these standards and presumably in order to take any remedial action
required to see that human and other corporate resources are being used in the most effective
and efficient way possible in achieving corporate objectives.[2]
Also control can be defined as "that function of the system that adjusts operations as needed to
achieve the plan, or to maintain variations from system objectives within allowable limits". The
control subsystem functions in close harmony with the operating system. The degree to which
they interact depends on the nature of the operating system and its objectives. Stability concerns
a system's ability to maintain a pattern of output without wide fluctuations. Rapidity of response
pertains to the speed with which a system can correct variations and return to expected output.
[3]
A political election can illustrate the concept of control and the importance of feedback. Each
party organizes a campaign to get its candidate selected and outlines a plan to inform the public
about both the candidate's credentials and the party's platform. As the election nears, opinion
polls furnish feedback about the effectiveness of the campaign and about each candidate's
chances to win. Depending on the nature of this feedback, certain adjustments in strategy and/or
tactics can be made in an attempt to achieve the desired result.
From these definitions it can be stated that there is close link between planning and controlling.
Planning is a process by which an organisation's objectives and the methods to achieve the
objectives are established, and controlling is a process which measures and directs the actual
performance against the planned objectives of the organisation. Thus, planning and control are
often referred to as siamese twins of management.

References

^ Henri Fayol (1949). General and Industrial Management. New York: Pitman Publishing. pp.
107–109. OCLC 825227.
^ a b Robert J. Mockler (1970). Readings in Management Control. New York: Appleton-Century-
Crofts. pp. 14–17. ISBN 0390644390 9780390644398. OCLC 115076.
^ a b c d e f g Richard Arvid Johnson (1976). Management, systems, and society : an
introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. pp. 148–142. ISBN 0876205406
9780876205402. OCLC 2299496.
^ a b c Samuel Eilon (1979). Management control. Boston, Mass.: Harvard Business School
Press. ISBN 0080224822 : 9780080224824 0080224814 9780080224817. OCLC 4193519.
^ James G March; Herbert A Simon (1958). Organizations. New York: Wiley. pp. 9–11. ISBN
0471567930 9780471567936. OCLC 1329335.
^ a b Robert N Anthony (1970). The management control function. Boston, Mass.: Harvard
Business School Press. pp. 14–17. ISBN 0875841848 9780875841847. OCLC 18052725.
^ a b c d e Richard Arvid Johnson (1976). Management, systems, and society : an introduction.
Pacific Palisades, Calif.: Goodyear Pub. Co.. pp. 241–244. ISBN 0876205406 9780876205402.
OCLC 2299496.

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