Controlling refers to the managerial process of ensuring that all the activities in an organisation are performed as per plan. Various features of controlling:
action oriented and
The controlling function of management is essential for:
• accomplishing organisational goals,
• judging accuracy of standards,
• making efficient use of resources, etc.
Controlling involves a process of evaluating and verifying whether the decisions have been translated into desired action.
Relationship between planning and controlling is that planning is prescriptive where as controlling is evaluative. The relationship can be enumerated by interdependent, interrelated activities, forward and backward looking. Steps involved in the controlling process are setting performance standards, measuring of actual performances and comparison of actual performance with standards, analyzing deviations and taking corrective steps.
• certain limitations of controlling are:
• difficulty in setting standards,
• resistance from employees,
• less control on external factors and
• costly affairs.
Span of control refers to number of subordinates that directly report to a manager. A wide span of control can be possible by well trained and experienced managers, highly competent subordinates, routine and repetitive work, clear and specific performance targets, delegation of authority to subordinates, availability to staff assistance and expert advice and lower level management.
The function of management that helps to detect the errors and defects in the work done is calledMarks:1
Explanation:Controlling helps to detect the errors in actual performance by comparing it with the standard performance.
Controlling facilitates coordination in action byMarks:1
providing direction to all activities and efforts.
Explanation:Controlling facilitates coordination in action by providing direction to all activities and efforts.
Controlling is forward looking because itMarks:1
aims to improve future performance.
Explanation:Controlling helps to measure past performances. They are measured and compared with the actual performance so that the past errors can be found. Also, it can be ensured that the same mistakes do not occur again, so that next time we can do the work with minimum mistakes and maximum quality.
The control process begins withMarks:1
establishment of standards.
Explanation:The controlling process begins with setting up of performance standards. Standards are the criteria against which actual performance would be measured.
The inseparable twins of management areMarks:1
planning and controlling.
Explanation:The inseparable twins of management are planning and controlling. Planning initiates the process of management and controlling completes the process. Plans are the basis of control and without control plans are useless.