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3.  Control consist in verifying whether
everything occurs in conformity with the plan
adopted, the instructions issued and the
principles established. It has for it’s object
to point out weakness and errors in order to
rectify them and prevent recurrences.
 ‘HENRI FAYOL’
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4.  Controlling is measuring and correcting of
activities of subordinates to ensure that
events confirms to plan.
‘ KOONTZ & O’DONNELL’
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5.  Objective
 Elements
 Responsibility
 Spheres
 Inevitable & Dynamic activity
 Forward looking
 Inter-dependence
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6.  Proper execution of management function.
 Proper use of human and material resources.
 Facilitates decision-making.
 Maintains discipline.
 Improve morale.
 Increases output.
 Effectiveness.
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7.  To achieve planned objective.
 To discover and identify deficiency.
 To develop suitable actions.
 To provide proper directions.
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8.  Market control
 Bureaucratic control
 Clan control
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9. It is a three step process :
• Measuring actual performance ,
• Comparing it against a standard
• Taking managerial actions to correct
deviations or inadequate standards.
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Measuring
actual
performance
Taking
managerial
actions
GOALS AND
OBJECTIVES
organizational
divisional
departmental
individual
Comparing actual
Performance against
Standard.
STEP 1
STEP 3
THE CONTROL PROCESS
STEP 2

11.  Purpose is to determine the actual
performance of an employee.
HOW WE MEASURE?
 There are four ways;
1. personal observation.
2. statistical reports.
3. oral reports.
4. written reports.
 In general ,combination these are used by the
manager to get reliable information.
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12.  Involves measuring the works in terms of control
standards and communicating the appraisal to
the persons who can take corrective actions.
 Tangible aspects can be measured easily as
standards are clear. These can measured in terms
of numbers ,quantity ,money , time etc and can
easily be compared against standards.
 Difficulty arises when it comes to measure
intangible aspects , which are measured
indirectly ,for example ,company goodwill &
reputation is measured on the basis of trend of
sales , readiness of creditors ,ease of getting
loans ,value of shares in market and so on.
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 advantages  drawbacks
 Firsthand
knowledge.
 Proper covering of
work activities.
 Easy visualization.
 Faster way.
 Allows feedback.
 Comprehensive
 Formal
 Easy
documentation.
 Personal biases.
 Time consuming.
 Limited
information.
 Ignore subjective
issues.
 Information can be
filtered.
 Information can`t
be documented.
 Time consuming.
Personal
observation
Statistical reports
Oral
reports
Written
reports

14.  Final step in the control process.
 Manager can choose from three possible
course of action:
 FIRST: if results are satisfactory no corrective
action is taken.
 SECOND: Correction of actual performance.
 THIRD: Revision of standards.
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15.  If variation in performance is due to
unsatisfactory works ,corrective action is
required.
 These measures could be changing strategy
, changing structures ,compensation practices
,training program ,redesigning jobs ,or firing
employees.
 Immediate corrective action corrects problems
at once to get performance back on track.
 Basic corrective action looks at how and why
performance has deviated and then proceeds
to correct the reasons of deviation.
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16.  If the variation was a result of an unrealistic
standards i.e. the goals are too high or too
low ,then the standards require corrective
attention.
 But one must keep in mind that it is these
standards which are generally blamed for
variation even when the main reason is
underperformance ,so one must be sure
about the fairness and achievability of
standards.
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17.  Control can be implemented before an
activity begins: FEEDFORWARD CONTROL.
 During the time an activity is going on :
CONCURRENT CONTROL.
 After an activity has been completed:
FEEDBACK CONTROL.
 BALANCED SCORECARD: it is performance
measurement tool.
 BENCHMARKING: a standard setting tool.
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18.  Here managerial actions are taken before a
problem arises.
 Feed forward control is the most desirable
because it prevent problems rather than
correcting them when the damage has
occurred.
 Since it requires timely and accurate
information managers generally end up using
other types of controls.
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19.  In this type of control problems can be
corrected before they become too costly.
 The best form of this control is direct
supervision , where manager monitors the
action of the employees and correct problems
as they occur.
 Here balanced scorecard method could be
used to measure the performance of the
employee.
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20.  Most popular type of control process.
 Feedback tells how efficient was the planning
.
 Feedback also enhance employee motivation.
 Drawback to feedback control is that till we
apply control waste or damage have already
occurred.
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21.  A performance measurement tool that looks
at four areas- financial ,customer ,internal
process and people/innovation/growth
assets- that contribute to a company’s
performance.
 With this approach managers should develop
goals in each of the four areas and measure
to determine if these goals are met.
 This scorecard reflect the strategy of the
company.
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22.  Benchmarking is the search for the best
practices among competitors ,non-
competitors or self that leads to their or our
superior performance.
 Benchmark is the standard of excellence
against which to measure and compare the
performance of the company.
 As a tool of setting standards benchmarking
can be used to identify specific performance
gap and potential areas of development.
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