Controlling consists of verifying whether everything occurs in confirmities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational 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


According to Brech, “Controlling is a systematic exercise 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.”

According to Donnell, “Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course.”




Control is a Continuous Process

Control is not a single step activity. Rather, it is a dynamic process that involves constant analysis of actual and planned performance and the resultant deviations as well as the revision of objectives, plans, policies, procedures, positions, incentives etc in the light of such deviations.

Purpose of Control is Positive
George Terry says, the function of controlling is positive – it is to make things happen, i.e. to achieve the goal within stated constraints, or by means of the planned activities. Controlling should never be viewed as being negative in character – as a hurdle in getting objectives won. Controlling is a managerial necessity and a help, not an impediment or a hindrance.

 Controlling is a exercise at all levels in the Management Hierarchy
Control is a function of every manager, from Chairman and Managing Director to a supervisor, though it may vary in scope among managers. For example the top managers are concerned with administrative control, which is exercised through broad policies, plans and other directives. The middle level managers are concerned with the executor control for the purpose of getting the plans, policies, and programmes executed. At the lower level, supervisors exercise operational control to ensure successful performing of actual operations or production activities by their close monitoring.

 Control Guides Behaviour of People and use of Resources and Facilities
Control guides the action and the behaviour of the people who are responsible for carrying out different activities or operation, and also guide the use by them of different organizational resources and facilities in order to effectively and efficient, contribute toward accomplishment objectives.

 Control is mainly Forwarding Looking
Control mainly aims at the future because future is a head and past in gone. However, the experience about the criterion for future standards, but it may be noted that control may also be past control and current control. Thus it is not full correct to say that control is looking back.

 Control Measures and Evaluate Performances
Controlling involves measurements of the actual results in order to facilitate other evaluation or comparison against the planned results. It also suggests guidelines for future course of action.

 Control Facilities Coping with Environment
Effective controlling system foresees the likely changes in consumer preferences and demands and therefore guides the members of the organisation to modify the products or services to meet the anticipated needs and requirements of the consumers in the future market.

 Control Closely Related to Planning
Planning is the basis of controlling. Control implies the existence of certain standards or yardsticks against which actual results are to be evaluated. Planning provides such standards, if there is no plan; it means that there is no basis for control. Planning sets the course of action and controlling monitors the operation or activities to follow such course of action. In fact, planning initiate the process of management and control completes this process. Without a plan control is blind because it does not know where to go and weather it is going on a right path or not. Control looks active in the company of a plan because then it seeks to compel events to confirm to the plan. Without a plan is handicapped. H.G. Licks comments, Planning is clearly a pre-requisite for controlling, it is utterly foolish to think that controlling could be accomplished without planning. Without planning there is no predetermined understanding of the desired performance. In fact planning without corresponding control is likely to be a hollow hope.





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