Chapter - 7

Control

Q1. What do youmean bymanagerial control? Explain the

nature and importance of control?
Or
What is control? Explain the various characteristics of
managerial control?
Ans.
MANAGERIAL CONTROL
Control is one of the important functionsof management. The main
object of control is to bring to light the variations between the
set and performance and then to take necessary standards
steps to prevent the
occurrence of such variations in future. It is the process through which
managers assure that actual activities conform to planned activities, In
the words of E.F.L Brech, "Control is checking current
perfomance
against predetermined standards contained in the plans, with a view to
ensuring adequate progressand satisfactory performance." According
to George R. Terry, Controling is determining what is being accomplished
that is, evaluating the performance and, ifnecessary, applying corrective
measures so that the performance takes place according to plans."
MEANING OF CONTROL
Control is abasic managerial function which implies measurement
and correction of performance of subordinates to ensure that the pre
determined objectives are accomplished.
229
 230 Control
Accordingto HenriFayol, "Control consists in verifying whether
everything occurs in conformity with the plans adopted, the
instructions issued and the principles established. It has for its object
to point outweaknesses and errors in order to rectify them and prevent
recurrence.

E.F.L. Brech views control as "the process of checking actual

performance against the agreed standards or plans with a view to
ensuring adequate progress or satisfactory performance." In other
words, controllingconsists of those activities which are necessary to ensure
that performance takes place in accordance with the targets laid down
by the management. It also involves taking corrective actions in case the
performance is not satisfactory. To quote Harold Koontz and Cyril
O'Donnel,
"Controlling is the measuring and correcting of activities of
subordinates to ensure that events conform to plans."
NATURE OR CHARACTERISTICS OF MANAGERIAL
CONTROL
i) Dynamic process. Control is not static but it is flexible. A control
system can be effective only when it goes on changing according to
the needs and conditions of the enterprise. It includes not
review of the performance but adjustment of plans too. only a
(ü) Co-ordinated-integrated system. A control system is a co-ordinate
integrated system. Thisstresses that although data collected for one
purpose may differ from those with another purpose, these data
should be reconciled with one another. In a sense, control system is
a single system, but it is more accurate to think of it as a set of
interlocking sub systems.
(iifi) Continuous process. Control is continuous or
regular process.
Management has to be continuously vigilant to ensure that the
enterprise is following a right path. Managernent must continuously
review and improve upon the actual performance in order to achieve
the pre-determined objectives.
(iv) Important managemnent function. Control is an
function of management. It is a follow up action takenindispensable
to achieve
the efficiency of other managerial furnctions. Control is effected by
other functions and in turn it affects the other
functions of
management. Every manager has to exercise control irrespective of
the level of his authority and the nature of job.
(v) Forward-looking. Control is forward looking because one can control
further happenings and not the past. It seeks to improve future events
through past experience. Acontrol system is formulated to minimise
 Control
231
wastage, losses and undesirable deviation from the fixed standards.
Control also helps in innovations and improvements in the set
standards.
(vi) Action-oriented. The essence of control is the corrective action that
brings plansand performance close to each other. The whole exercise
of managerial process is taken to arrive at organisational objectives
set by the planning process. For this purpose, actions and further
actions are necessary; each time there may be correction and change
in the actions depending upon the information provided by control
procedure.
(vii) Mechanism. It is mechanism according to which something or some
bodyis directed to follow the pre-determined course. In a business
enterprise it is the job of a manager to control performance of work
and workers placed under his charge.
IMPORTANCE OF CONTROL
Managerial control is esserntial to efficient management. It helps the
managers to measure actual performance and quide it towards the
achievement of predetermined goals. It is important activity in any business
enterprise. Just as road signals are necessary at a busy road crossing to
ensure accident free and smooth traffic, management control devices
are necessary in an organisation for the attainment of its goals effectively
and efficiently. According to Terry "Effective controlling assists in the
efforts to regulate the planned performance to assure that performance
takes place as planned." The various reasons for the need and importance
of control age given below:
(i) Aids to Efficiency. Basically, control is concerned with ensuringthat
all the important factors in the enterprise move along the right lines
and at the right place. This assists in promotingefficiency all round.
(ii) Aid to Decentralisation. The modern trend of business
towards decentralisation calls for a systematic attempt fororganisations
Under decentralisation, the authority of decision making iscontrolling.
dispersed
throughout the organisation. Management must keep control in its
hands to know whether the authority is being used properly. Without
adequate controls, decentralisation cannot succeed.
(iüi) Efficient Execution. Control is an important pre-requisite for an
effective and efficient implementation of the pre-determined plans.
It assists in determiningvariations, pinpointing the factors responsible
for them and taking remedial measures.
(iv) Helps Delegation. Control can be meaningful only when it is
preceded by. proper delegation of authority and duties. Thus, it
promotes delegation of authority to the employees at lower levels.
 Control
232
develop a sense of involvement in working of the
they
Inthis way
organisation. of modern business enterprises is
Co-ordination. The size
(v) Assists capital and large number of
amount of people
increasing. Ahuge creates the problem of adequate control
them. This
areemployedinmany divisions producing and distributing different
as there are order to coordinate their activities, an) efficient system
products. In
of control is required. Control simplifies supervision by pinpointing
Supervision.
(vi) Simplifies deviations. It keeps the employees under check and brinoe
significant good system of control detects the woa
discipline among them. A expansion of span of control at al
points very quickly. This helps the
levels. finding the deviations and
Control measures help in
(vii) Boosts Morale. responsible for the same. This boosts the moralc
identifying the factors work for which they are to
of the employees because they know the
be held responsible.
process of controlling?
Q. 2. What are the basic steps in the
Or
management?
Explain the process of control in businessUniversity, 1979)
(B. Com. Delhi
Ans.
THE PROCESS OF CONTROL
four steps.
The process of managerial control involves a series of
The detailed discussion of these steps is given below:
(i)) Establishing Standards
A standard acts as a reference line or a basis of evaluation of
actual
performance. Standards should be set precisely in quantitative terms. It
should be noted that setting standards is also closely linked with and is an
integral part of the planning process. Different standards of performance
are set up for various operationsat the planningstage which serve as the
basis of any control system. Establishment of standards in terms of
quantity, quality or time is necessary for effective control because it is
essential to determine how the performance will be appraised. Standards
should be flexible, i.e., capable of being changed when the circumstances
require so.
Different types of standards are used for measuring the performane
of different operations. Many standards are of a physical nature, Such a
number of units, man hours, etc. There are other standards which are
Control 233
expressedin monetary terms relating to sales, revenues, expenses, costs
and so fourth.

EST. STANDARDS OPERATIONS FEEDBACK

(PLANS) (organising, Staffing. (neasurement
Direction) |and Analysis

CORRECTIVE
ACTION

Fig. 6.1. The control process.

(ii) Measuring Performance
This step involves measuring of actual performance of various
individuals, groups or units for comparing it with the standards. The
quantitative measurement should be done, wherever possible. Comparison
of perfonance with standards is comparatively easier when the standards
are expressed in quantitative units. The records of performance should
be maintained properly.
(iii) Appraising Performance
Itmeans comparison of aciual performance with the standards laid
down earlier. The process of performance appraisal will reveal the
deviations from the standards. The manager should analyse the various
deviations and investigate into their causes. It is also important to establish
a range of deviations beyond which the attention of top management is
warranted. Only such cases should be reported up which pin-point
exceptional situations. This is known as 'management by exception'.
(iv) Taking Corrective Actions
The final step in the control process is taking corrective actionsso
the deviations may not occur again. This may involve replanning or
redrawing of standards, reassignment or clarification of duties. It may
also necessitate reforming the process of selection and training of workers.
Thus, controlling may require change in allother managerial functions.
Ifthe standards are found to be defective, they will be set again in the
light of observations.
(v) Feedback Control
The concept of feedback is vital in any control system. It covers both
measurerment of performanceand its evaluation. Themanager receives
feedback information regarding actual performance. He can then
234
standard performance. If the feedback reveals that
cOmpare it with the satisfactory, correction action must
be taken.
the performance is not standards, improve the quality of
have to review the
The manager may workers. Hemay have to take disciplinary
materials, give training to the
fault lies withhim.
action against the worker if the
Discuss the requirements of an effective control system?
Q.3. 85)
(B. Com. DelhiUniversity, 1982,
or

Give the requisities of a control system.

(B. Com. DelhiUniversity, 1983)
Ans.
SYSTEM
REQUIREMENTS OF AN EFFECTIVE CONTROL
systems help
Managers wants to have effective and adequate control the time and
them make certain that results conform to plans. Much ofapproaches in
effort spent on accounting, statistics, and other planning
information. Each
an organisation is devoted to furnishing such
organisation is different, and each has unique and special control designs.
following
In designing control systems, managers should keep in mind the
basic requirements of effective controls.
(i) Controls must indicate corrective action. An adequate control
must indicate not only that deviations are occurring but also what
corrective action should be taken. A control is of value only if it
allows decisions to be made before a crisis develops. This means
that the control system must show where failures are occurring, who
is responsible for them, and what should be done to correct
shortcomings.
(i) Controls must indicate deviations promptly. The ideal control
system detects potential deviations before they become actual ones.
Although it is important to know when things are going wrong, it is
even more important to know betorehand that they are likelyto go
Wrong.
(ii) Controls must be forward looking: Closely related to the last
characteristic is the requirement that controls must be forward looking,
and for that the use of forecasting is a must. Forecasts relate to
future events and help managers to become aware of things likely to
confront them in the future. Organisations using other mathods may
face difficulties. For example, although accounting reports are usualy
accurate, they occur after the fact, and therefore, little can be done
about them.
(iv) Controls must be flexible. We live in the world where the only
Control
235
certain thing is uncertainty. Because of this, it is dangerous to
controls too rigid and inflexible; there are always going to be make
plans and unforeseen circumstances to alter any changed
control system is flexible it helps in adapting to situation. If the
and to improve the operations of the changing conditions
organisation. One way of
maintaining flexibility is to have alternative
various possible situations. plans (and controls) for
(v) Controls must point out critical exceptions at
points. The manager cannot keep track of important
'exception principle' must, therefore, be applied toeverything. The
critical in comparing results against predicted plans.factors that are
The more the
manager concentrates on significant exceptions, the more
are the control results. A manager may not effective
worry much if the cost of
stationery is over budget by 25 percent but may be very concerned
if the cost of capital and
revenue expenditure is 20 percent higher
then expected.
(vi) Controls must be objective. For any control
system to be objective
and stable, the requirement of objectivity is a must.
be either absent or held to its minimum. Subjectivity should
Where controls are subjective,
amanager's or a subordinate's personality may
of performance inaccurately. Objective standards influence judgement
have the
characteristics of being quantified and verified.
(vii)) Controls must be economical. Controls are a means to
in themselves. Controlling often is used to keep costs at endnot
an acceptable
level; hence it makes no sense to spend more on controlling than
can be received in benefits from it. That is why a small
business
enterprise cannot afford the extensive and sophisticated control
system of a big enterprise. This does not mean that the need for
control is less in a small enterprise. The effective manager carefully
reviews control systems to ensure that they are cost saving, and one
way of doing this is to control only critical and important areas.
(viii) Controls must be understandable. If controls are to be
meaningful, the individuals involved must understand what they are
attempting to accomplish. If the control system is beyond the
comprehension of those for whom it is meant, it is a liability rather
than an asset. This essential requirenment of arn effective control system
needs to be understood and emphasised because in the present age
of complex mathematical formulas and computer printouts, a
tendency has arisen to develop controls" that are not understandable
by those who use them or those who are "controlled" by them.
 Control
236
nature of the
(ix)Controls must be tied to the needs and be based on the
organisational activity. The control system must
expected to
area in which results are expected and the job they are
perform. Since an organisation performs different kinds of activities,
them. A
for
it is important that appropriate controls are used
marketing department, for example, may use pre-controls for product
introduction and yes-no controls for specific advertisements. The
production manager may generally use more sophisticated and broad
ranging control systems than a shop floor supervisor. Large businesses
need different controls than smallones.
Q.4. Write short notes on control Area?
Ans.
CONTROL AREAS
For an effective control it is necessary to know the areas where
control can and should be exercised. There is not a standard list of such
areas ; it varies from one organisation toanother. Several attempts have
been made by experts to identify such critical areas. Peter F. Drucker, for
instance, has identified eight key result areas where objectives should be
set and controls exercised. These are: market standing, innovation,
productivity, physical and financial resources, profitability, manager
performance and attitude, development, worker performance and
attitude, and public responsibility. Holkden, Fish, and Smith, in their book
Top Management Organisation Control have identified thirteen key
areas where controls should be exercised. These are: policies,
organisation, personnel, wages and salaries, costs, methods and
manpower, capital expenditure, service departments, line of products,
research and development, foreign operations, external relations, and
overallcontrol.
Listing of areas is very difficult and no list can claim to be
comprehensive. It is, therefore, suggested that any activity that affects
the survival and prosperity of the organisation should be taken as the
critical control area and dealt with effectively.
The following discussion points out the problems and methods of
control in each major area.
(i) Control over Organisation
Organisation charts and manuals are used to keep control over
organisation structure. Organisation manuals attempt at solving
organisational problerms and conflicts, making long-range organisational
planning possible, enabling rationalisation of the organisation Structural
helping in proper designing and clarification of each part of the
Control
237
organisation, and conducting periodic check of fact about organisation
practice.
(iü) Control over Policies
Policies are formulated to govern the behaviour and action of
personnel in the organisation. These may be written or otherwise. Policies
are generally controlled through policy manuals which are
prepared by top management. Each individual in the organisation generally
is
expected tofunction according topolicy manuals.
(iii) Control on Wages and Salaries
Control over wages and salaries is done by
job evaluation and wage and salary analysis. Thehaving programme of
on by personnel and industrial engineering functions are carried
and salary committee is constituted to provide departments. Often wage
help to these departments.
(iv) Control over Costs
Controlover costs is exercised through making comparison between
standard costs and actual costs. Standard costs are set in respect of
different elements of costs. Cost control is also supplemented by budgetary
control system which includes different types of budgets. Controller's
departmnent provides information for setting standard costs, calculating
actual costs, and pointing out differences between these two.
(v) Control over Personnel
Generally, personnel manager or head of the personnel department,
whatever his designation may be, keeps control over personnel in the
organisation. Sometimes, a personnel committee is constituted to act as
an instrument of control over key personnel.
(vi) Control over Methods and Manpower
Control over methods and manpower is keep to ensure that each
individual is working properly and timely. For this purpose, periodic
analysis of activities of each department is conducted. The functions
performed, methods adopted, and time consumed by every individual
are studied to eliminate non-essential functions, methods, and time, many
organisations create separate department or section known as
'organisation and methods' to keep control over methods and manpower.
(vii) Control over Capital Expenditure
Controlover capital expenditure is exercised through the system of
evaluation of projects, ranking of projects on the basis of their importance,
generally on the basis of their earning capacity. A capital budget is
prepared for the business as a whole. The budget is reviewed by the
budget committee or appropriation committee. For effective control over
238 Control

capital expenditure, there should be a plan to identify the realisation of

benefits from capital expenditure and to make comparison with
anticipated results. Such comparison is important in the sense that it
serves asan important guide for future capital budgeting activities.
(viii) Control over Service Departments
Control over service departments is effected either, () through
budgetary control within operating departments, or (i) through putting
the limits upon the amount of service an individual department can ask,
or (ii) through authorising the head of service deartment to evaluate the
request for service made by other departments and to use his discretion
about the quantum of service to be rendered to a particular department.
Sometimes, a combination of these methods may be used.
(ix) Control over Line of Products
Control over line of products is exercised by a committee whose
members are drawn from production, sales, and research departments.
The committee controls through studies about market needs. Efforts are
made to simplify and rationalise the line of products.
(x) Control over Research and Development
Controlover research and development is exercised in two ways: by
providing abudget for research and development and by evaluating each
project keeping in view savings, sales, or profit potentialities. Research
and development being a highly technical activity is also controlled
indirectly. This is done by improving the ability and judgment of the
research staffing through training programmes and other devices.
(xi) Control voer Foreign Operations
Foreign operations are controlled in the same way as domestic ones.
The tools and techniques applied are the same. The only difference is
that the chief executive of foreign operations has relatively greater amount
of authority.
(xii) Control over External Relations
External relations are regulated by the public relations deprartment.
this department may prescribe certain measures to be followed by other
departments while dealing with external parties.
(xiii) Overall Control
Control over each segment of the organisation contributes to Overall
organistional control. However, some special measures are devised to
exercise overall control. this is done through budgetary control project
profit and loss account and balance sheet. A master budget is prepared
byintegratingand coordinating budgets prepared by each segment. The
 Control
239
budget commitee reviews such budget. This budget acts as an
for overall control. Profit and loss instrument
used to measure the over all results.account and balance sheet are also
Q. 5. Explain the various types
organisation? of controls used in
Ans.

TYPES OF CONTROL METHODS

Most methods of control can be grouped into
may be applied individually or in four basic types which
are: combination with each other. These
(i) Pre-controls
These are sometimes called
"Feed-forward" controls and are
preventive in nature. They are designed to eliminate the cause of any
deviation that might occur later and are established
takes place. For example, if a student is doing before the activity
poorly in a course at the
beginning of the semester, he should not wait until the end
make changes in his study habits. He must make of the term to
too late. These controls are meant to adjustmernts before it is
make sure that performance
objectives are clear and all resources are available, at the
needed, to attain these objectives. Most often, time when
proper planning was not initiated and enforced deviations Occur because
were not available. An example of "feed-forward" and proper resources
use of capital budgeting techniques for controls would be the
evaluating capital investrments.
(ii) Steering controls
The key feature of this control is the capability of
action when the deviation has taken place but the tasktake corrective
has not been
completed. Some of the examples are inflight corrections of off-course
airplanes and guided missiles or steering the car into the lane when it is
off the lane.
The great advantage of steering control is that corrective
can be taken early. An early start with steering controls actions
chances that we will achievea favourable outcome. The sooner inreases the
the failing
student gets tutoring in his course, the better are his chances of passing
the course.
Steering a course in business is like steering an oceanliner where
several adjustments enroute are necessary. These steering controls are
based on forecasts about where one course of action will land as compared
to another course of action. The corrective actions are based on the
predictionof results. Ofcourse, the longer the time span between action
240
Control
and results and higher the volatlity of the environment, the more uncertain
these predictions can be.
Since effective steering controls require prediction of outcomes. it ie
necessary to find some indicators that will assist ncorrectly predicting
the results. Some of the indicators are:
(a) Input ndicators. The level of some key inputs may predict the
response to them. For example, inquiries trom customers can result in
actualorders to a predictable degree. Similarly, orders received would be
a good indicator of future shipments.
(b) Success of early steps. The early attenpts and successful
results of those attempts can indicate the degree of success of the final
project. For example, early receptions of a new product give strong
clues to the long run success of the product. Same idea goes for early
reviews of a new book or a new play.
(c) The skill and sophistication of the process. The skilland
precision with which an operation is completed can predict the success
of the outcome. For that reason, a Rolls Royce car lasts much longer
than other mass produced assembly line cars. Similarly the number of
good contacts an insurance agent makes, is an indication of how many
policies he willsell later etc.
(d)Symptoms. Some symptoms are clear indications of necessity
for steering. For example, tardiness and absenteeism is a good indicator
of low morale which could affect labour efficiency and
hence requires
some steering to be done. Similarly, traffic conditions are good symptoms
of whether you will reach your destination on time or not.
(e) Unexpected events. Most processes and expectations of results
are based upon certain key assumptions about the environment such as
economic conditions, social environment, governmental actions etc.
These factors should be carefuly monitored so that any unexpected
changes can be dealt with carefully and in time.
(iii) Yes/No controls
These controls are designed to check at each check point whether
the activityshould be allowed toproceed further or not. These controls
are necessary and useful where a product passes sequentially from one
point to another with improvements added at each step, along the way.
These controls stop errors from being compounded. Quality control
checkpoints where inspection would determine whether the activity should
continue or not is an example. Safety checks and legal approvals of
contracts before they can be executed are other examples of yes/no
controls.
The underlying aim of this type of control is to make sure that some
Control 241

predeterrnined standard is met before an activity is allowed to continue.

Astudernt may not he allowed to go to the next grade unless he passes
the previous grade. A car may not be allowed on the road unless it
passes inspection. Assurning the control is well designed, it helps to
achieve conformity with the set standards.
Yes/nocontrols can be very time-consurming and in addition raise a
For exarnple, a car inspection can take a whole day even if there is
nothing wrong with it. The abuse can occur when the bases for yes/no
controls are not clearly defined or sharply lirnited. A chairman can deny
a professor his promotion if one of the criterion for go/no go
control is
"research" which is not clearly defined or measurably quantified.
(iv) Post-action controls
Post-action controls measure results from completed actions. The
results of the completed activity are compared with predetermined
standards and if there are any deviations, corrective action can be taken
for future activities. For example, a
restaurant
how you liked the food after your dinner and yourmanager may ask you
account to improve the meals. suggestions taken into
These controls are known as "feedback" controls, and they help
explain what has really happened. For example, if the actual expenses
for office supplies exceed the budgeted expenses for a given
year, the
reasons can be investigated and in the light of these feedbacks the budget
for the following year can be revised or controlled possibility of misuse.
O. 6. Write short note on control aids in
controlling? management
Ans.
CONTROL AIDS IN MANAGEMENT CONTROLLING
Thefollowing are the devices in management controlling :
- Budget
- Managerial statistics
-Special reports and analysis
Break-even-point analysis
-Internal audit
-Cost accounting
- Personal observation.
(i) Budget
Budget is a traditional form of control aid and is awidely used device
in management controlling. Along with a budget certain non-budgetary
242
Control
solitary device cannot
devices are also essential without which budget as a
be of much help in any management controlling.
profit plan
Budget, in a few of the undertakings, go by the name of
and the budgeting as 'profit planning'.
expressed in financial
Budget is a statement of anticipated results Non-financial budgets
terms when meant for revenue and expenditure. materials, physical
are also prepared. Budgets for direct labour-hour, budgets.
sales volume, product volume are in the nature of non-financial
(ii) Managerial Statistics
Statistics are of the greatest value for any management. Statistics,
device in
prepared to aid the managerial activities, and used as a various
to
managenment controlling with success. Statisticalanalyses related chart, (ii)
aspects of a business operation in the form of : () tables, (i)
diagrams, and purposeful interpretation of the performance. Managerial
statistics are important controlling devices available to any management
easy to
in the organisation. In fact statistics themselves speak and areobviously
understand. 'A quick decision' is made possible by statistics which
is the basic requirement of a successful management.
(ii) Special Reports
This is an age-old control aid. But nevertheless it is an important
device for any management controlling system. Special report are usually
called far as and when required for specific purposes. "While routine
accounting and statistical reports furnish a good share of necessary
information, there are often areas in which they are inadequate," observed
Koontz and O'Donnell. Elaborate detailed analysis of a particular area of
operation may require special analysis of which special reports may for be
asked and analysed, intepreted and made use of for the propose
which it was called for.
(iv) Break-even point
The relationship of sales and expenses is depicted by a break even
point chart. The chart shows the volume at which revenue's exactly
cover expenses. "At any lesser volume," says Koontz and O'Donnell,
"the company would suffer a loss, and ata greater volume it would enjoy
a profit."
(v) Internal Audit
Internal audit is also one of the control aid which is effectively used
by the manager. Undoubtedly this device is effective only in financial
matters particulariy in accounting proces. However, the area of internal
audit may be extended to policies and reactions, delegation of authority
management quality and its level, procedure etc. In these areas also
 Control
243
internal audit as a controlling device may be effectively and
used. successfully
(vi) Cost accounting
Cost accounting is
device but undoubtedly successtully used as a mangenent controlling
its scope is limited. Truely
offectively used only tocontrol the cost of production speaking it can be
and matters related
to cost of the product being
produced. However, the area of cost
accounting as a control device may be extended to other managerial
functions as well. Labour cost, sales cost, purchase cost,
transport cost, communication cost etc. are a few of the managerial cost,
cOst accounting device can be successfully used. areas where
Indeed recent trends
indicate that cost acCounting as a management controlling
widely used these days in various forms. Standard Costdevice is being
Marqinal Cost Analysis, Cost Control Accounts. Cost Division Accounting,
are a few of the techniques which are being Analysis
different types of control in the organisation. adopted as an aid to affect
(vi) Personnel Observation
Budgetary control and other control aid are really important for
exercising control over the performance in the organisation. But personal
observation cannot be replaced by any one of the devices discussed above.
It has its own place in the management controling which till date is not
disturbed. it is important enough. It can neither be discarded nor
overlooked. In fact no control device is complete without personal
observation. Sometimes records are deceptive. An experienced and well
informed manager can get a lot of informations-more reliable and
authentic-from personal observation by having a simple, carefree and
jolly walk through his plant or office which he otherwise would have not
received through statements and statistical or even special reports.
Review Questions
I. What do you mean by managerial control? Explain the nature and importance
of control?
Z. Explain the process of control in business management?
(B. Com. Delhi University, 1979)
3. Discuss the requirements of an effective control system?
(B. Com. Delhi University, 1982, 85)
4. Write short notes on control Area?
5. Explain the various types of controls used in organisation?
6. Write short note on control aids in management controlling?