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POM Control

The document outlines the importance of control in management, emphasizing its role in monitoring performance, empowering employees, and enhancing workplace security. It describes the control process as a three-step method involving measuring performance, comparing it to standards, and taking corrective actions, while also detailing types of control such as feed forward, concurrent, and feedback control. Additionally, it lists essential characteristics of an effective control system, including simplicity, objectivity, promptness, and flexibility.

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8 views10 pages

POM Control

The document outlines the importance of control in management, emphasizing its role in monitoring performance, empowering employees, and enhancing workplace security. It describes the control process as a three-step method involving measuring performance, comparing it to standards, and taking corrective actions, while also detailing types of control such as feed forward, concurrent, and feedback control. Additionally, it lists essential characteristics of an effective control system, including simplicity, objectivity, promptness, and flexibility.

Uploaded by

vijaysharadsuryavanshi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Introduction to Controlling

The process of monitoring, comparing, and


correcting work performance
Why Is Control Important?
It is the final link in management functions:

Planning: Controls let managers know whether their goals and plans
are on target and what future actions to take.
Empowering employees: Control systems provide managers with
information and feedback on employee performance.
Protecting the workplace: Controls enhance physical security and help
minimize workplace disruptions.
What is the Control Process?
• Control process - a three-step process of measuring actual
performance, comparing actual performance against a standard, and
taking managerial action to correct deviations or inadequate
standards.

• Measuring Actual Performance


• Comparing Actual Performance against standard
• Taking Managerial Actions
Comparing Actual Performance Against the
Standard
• Determining the degree of variation between actual performance and
the standard

• Range of variation - the acceptable parameters of variance between


actual performance and the standard.
Taking Managerial Action
• Immediate corrective action - corrective action that corrects problems
at once in order to get performance back on track.

• Basic corrective action - corrective action that looks at how and why
performance deviated before correcting the source of deviation.
Types of Control
• Feed forward control - control that takes place before a work activity
is done.

• Concurrent control - control that takes place while a work activity is in


progress (computerized machine controls)

• Feedback control - control that takes place after a work activity is


done (financial statements)
Essentials of a good control
system
1. Simplicity:
A good control system must be simple and easily understandable
so that all the managers can apply it effectively. Complicated
control techniques fail to communicate the meaning of control
data to the managers.

2. Objectivity:
The standards of performance should be objective and specific,
quantified and verifiable. They should be based on the facts so that
control is acceptable and workable.
• 3. Promptness:
The control system should provide information soon enough so that
the managers can detect and report the deviations promptly and
necessary corrective actions may be taken in proper time. Corrective
measures are of no value if those are taken too late.
• 4. Economy:
The control system must justify the expenses involved. In other words,
anticipated earnings from it should be greater than the expected costs
in its working. A small organisation cannot use the expensive control
technique applied in large enterprises.

• 5. Flexibility:
Internal goals and strategies must be responsive to the changes in the
environment and the control system should be flexible enough to adapt
the changing conditions or unforeseen situations. It should be
adaptable to the new developments. Flexibility in control system can be
introduced by making alternative plans.
• 6. Accuracy:
The control system should encourage accurate information in
order to detect deviations. The technique of control used should
be appropriate to the work being controlled.
• 7. Suitability:
Control must reflect the needs and nature of the activities of the
organisation, The control system should focus on achieving the
organisational goals.
• 8. Forward-looking Nature:
The control system must be directed towards the future. It must
pay attention on how the future actions can be conformed with
the plans adopted.
• 9. Focus on Strategic Points:
The control system should focus attention on strategic or critical
deviations. Only exceptional deviations require the attention of
• 10. Motivating:
A good control system should pay due attention to the human
factor, It should be designed to secure positive action from the
workers. Self-control tends to be motivated. Direct contact
between the controller and the controlled also helps in making
the control system motivational.
• 11. Reflection of Organisation Pattern:
Control must reflect organisation pattern. Since the events are
controlled through people, it is essential that controls must
conform to the organisation pattern. The control process should
be acceptable on the psychological front.
• 12. Corrective Action:
Control system must ensure corrective actions. An adequate
control technique should not only detect the deviations and
failures, but should also disclose where they are occurring; who is
responsible for them; and what should be done to correct them.

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