Controlling process

Controlling process:

According to Henri Fayol,

Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order that they may be rectified and prevented from recurring.

Management control can be defined as a systematic effort by business management to compare performance to predetermined standards, plans, or objectives in order to determine whether performance is in line with these standards and presumably in order to take any remedial action required to see that human and other corporate resources are being used in the most effective and efficient way possible in achieving corporate objectives.

Also control can be defined as "that function of the system that adjusts operations as needed to achieve the plan, or to maintain variations from system objectives within allowable limits". The control subsystem functions in close harmony with the operating system. The degree to which they interact depends on the nature of the operating system and its objectives. Stability concerns a system's ability to maintain a pattern of output without wide fluctuations. Rapidity of response pertains to the speed with which a system can correct variations and return to expected output

Characteristics of Control

§ Control is a continuous process

§ Control is a management process

§ Control is embedded in each level of organizational hierarchy

§ Control is forward looking

§ Control is closely linked with planning

§ Control is a tool for achieving organizational activities

Importance of controlling:

1. 1. Achievement of goals
2. Execution and revision of plans
3. Brings order and discipline
4. Facilitates decentralization of authority
5. Promotes coordination
6. Cope with uncertainty and change