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Mr. Rohit Batra (PGT Comm.) Kendriya Vidyalaya, Bikaner (Raj.)

Controlling is the process of monitoring performance and taking action to ensure desired results are achieved. It involves setting performance standards, measuring actual performance, comparing results to standards, analyzing deviations, and taking corrective action. Controlling is an important management function that helps achieve organizational goals, improve employee performance, and ensure efficiency. The controlling process is ongoing, dynamic, and exercised at all levels of management.

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Kritika Kapoor
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30 views

Mr. Rohit Batra (PGT Comm.) Kendriya Vidyalaya, Bikaner (Raj.)

Controlling is the process of monitoring performance and taking action to ensure desired results are achieved. It involves setting performance standards, measuring actual performance, comparing results to standards, analyzing deviations, and taking corrective action. Controlling is an important management function that helps achieve organizational goals, improve employee performance, and ensure efficiency. The controlling process is ongoing, dynamic, and exercised at all levels of management.

Uploaded by

Kritika Kapoor
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Mr. Rohit batra (PGT Comm.

)
Kendriya Vidyalaya, bikaner (Raj.)

1
Controlling
• Meaning

• Characteristics

• Importance

• Controlling Process

2
Meaning of Controlling

– A process of monitoring performance


and taking action to ensure desired
results.
– It sees to it that the right things happen,
in the right ways, and at the right time.
– According to Philip Kotler ,“Control is
the process of taking step to bring
actual results and desired results closer
together”.

3
Goal
Oriented
Process

Continuous
Activity Dynamic
process

Characteristics
of
controlling

Forward
Fundamental looking
Management
Function

Exercised at all
levels
Improving
employee
motivation

Making efficient
use of resources Ensures order
and discipline

Importance of
controlling

Helps in
Helps in improving the
achieving performance of
organisatonal the employees
goals
Helps in
minimising the
errors
Control Process
Setting Performance Standards

Measurement of actual Performance

Comparison of Actual Performance with


Standards

Analysing Deviations

Taking Corrective Action


100 100

- 20
80

Step – 1

Step – 2 Step – 4
7
Setting Performance Standards

• Standards are those criteria on the basis of


which the actual performance is measured.
• A manager evaluates the actual performance
on the basis of these standards and finds out
the deviations

8
Cont.…
 Standards generally are classified into two-:

• Quantitative standards – They are the standards


which are shown with the help of figures. For
example- production of 10 units by a labourer in a day
etc.

• Qualitative Standards- They are the standards which


cannot be shown in the forms of figures but shown as
measuring the morale of the employees is a standard
of qualitative nature. For example- performance of a
manager, deviation of workers, their attitudes towards
a concern. These are called as in tangible standards.
Measuring Actual Performance

Measurements must be accurate enough to spot


deviations or variances between what really occurs
and what is most desired.

Without measurement, effective control is not


possible.
Comparing Results with Objectives and
Standards
• Comparison of actual performance with
the planned targets is very important.

• Deviation can be defined as the gap


between actual performance and the
planned targets.

• The manager has to find out two things


here- extent of deviation and cause of
deviation
Example:-

If stationery charges increase by a minor i.e. 5


to 10%, it can be called as a minor deviation.

On the other hand, if monthly production


decreases continuously, it is called as major
deviation.
Cont…

Once the deviation is identified, a manager has


to think about various cause which
has led to deviation. The causes can be-

• Erroneous planning,
• Co-ordination loosens,
• Implementation of plans is defective, and
• Supervision and communication is ineffective,
etc.
Analysing Deviations

• All deviations need not be brought to the


notice of top Management. A range of
deviations should be established and only
cases beyond this range should be brought to
the knowledge of top level management.
• Deviations must be divide in two categories
i.e. which need to be attended urgently in one
category and minor in other category
Taking Corrective Action
Once the causes and extent of deviations are known, the manager
has to detect those errors and take remedial measures for it. There
are two alternatives here-

1. Taking corrective measures for deviations which have occurred;


2. After taking the corrective measures, if the actual performance is
not in conformity with plans, the manager can revise the targets. It
is here the controlling process comes to an end.

Follow up is an important step because it is only


through taking corrective measures, a manager
can exercise controlling.
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