CONTROLLI

NG
PRESENTED BY:
SUKSHI SAPROO
ABHINAV DHAR
PRIYANKA ZALPURI
AMAN SINGH MANHAS

CONTENTS
INTRODUCTION
MEANING AND DEFINATION
NATURE OF CONTROLLING
OBJECTIVES OF CONTROLLING
NEED AND IMPORTANCE
STEPS IN THE CONTROL PROCESS
FACTORS DETERMING EFFECTIVE CONTROL
LIMITATIONS OF CONTROLLING

INTRODUCTION
Managers must monitor whether
goals that were established as part of
planning process are being
accomplished efficiently and
effectively. Thats what they do when
they control. Appropriate control can
help managers look for specific
performance gaps and areas for
improvement.

DEFINITIONS
According to HARLORD 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
According to EFL BRECH : Control is checking
current performance against pre-determined
standards contained in the plans, with a view to
ensure adequate progress and satisfactory

MEANING
Control is a universal and important function of
Management. It is to guide somebody or
something in the direction in which it is
intended to go. In this sense control means the
power or authority to direct, order or restrain. It
also implies a standard of comparision for the
result of any operation or experiment. In terms
of managerial functions, control consists of the
steps taken to ensure that the perfomance of
the organisation conforms to the plans.

NATURE
IMPORTANT MANAGEMENT FUNCTION
CONTINUOUS PROCESS
MECHANISM
DYNAMIC PROCESS
FORWARD-LOOKING
ACTION ORIENTED
CO-ORDINATE INTEGRATE SYSTEM

OBJECTIVE
To find out what is happening or what

has
enterprise.

actually happened in the

To increase the efficiency of operations

by
minimizing irrelevant and wasteful
action.
To co-ordinate different activities and

effort.

NEEDS AND IMPORTANCE

EFFICIENT EXECUTION
HELPS DELEGATION
AID TO DECENTRALISATION
ASSISTS CO-ORDINATION
SIMPLIFIES SUPERVISION
AIDS TO EFFICIENCY
BOOSTS MORALE

STEPS IN CONTROL
PROCESS
FIXING STANDARDS.
MEASUREMENT

OF ACTUAL PERFORMANCE.

COMPARING ACTUAL AND STANDARD

PERFORMANCE.
CORRECTING THE DEVIATION FROM

STANDARDS (IMPLEMENTING CORRECTIONS).

FACTORS OF
CONTROLLING

SUITABILITY
SIMPLICITY
OBJECTIVITY
ECONOMICAL
FLEXIBILITY
QUICK REPOTING
SUGGESTIVE
FORWARD- LOOKING
INDIVIDUAL RESPONSIBILITY
STRATEGIC POINT CONTROL
SELF CONTROL
FEEDBACK

LIMITATIONS OF
CONTROL
PROBLEMS IN FIXING STANDARDS
DIFFICULTY IN PINPOINTING RESPONSIBILITY
DIFFICULTY IN CONTROLLING EXTERNL

FACTORS
EXPENSIVE
RESISTANCE

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