Controlling Process in Management

Controlling Process in Management

Controlling is directly related to planning. The controlling process

ensures that plans are being implemented properly. In the functions of

management cycle - planning, organizing, directing, and controlling -

planning moves forward into all the other functions, and controlling

reaches back. Controlling is the final link in the functional chain of

management activities and brings the functions of management cycle

full circle. Control is the process through which standards for

performance of people and processes are set, communicated, and

applied. Effective control systems use mechanisms to monitor

activities and take corrective action, if necessary. The supervisor

observes what happens and compares that with what was supposed to

happen. He or she must correct below-standard conditions and bring

results up to expectations. Effective control systems allow

supervisors to know how well implementation is going. Control

facilitates delegating activities to employees. Since supervisors are

ultimately held accountable for their employees' performance, timely

feedback on employee activity is necessary.

Control Process

The control process is a continuous flow between measuring, comparing

and action. There are four steps in the control process: establishing

performance standards, measuring actual performance, comparing

measured performance against established standards, and taking

corrective action.

Step 1. Establish Performance Standards. Standards are created when

objectives are set during the planning process. A standard is any

guideline established as the basis for measurement. It is a precise,

explicit statement of expected results from a product, service,

machine, individual, or organizational unit. It is usually expressed

numerically and is set for quality, quantity, and time. Tolerance is

permissible deviation from the standard. What is expected? How much

deviation can be tolerated?

· Time controls relate to deadlines and time constraints. Material

controls relate to inventory and material-yield controls. Equipment

controls are built into the machinery, imposed on the operator to

protect the equipment or the process. Cost controls help ensure cost

standards are met. Employee performance controls focus on actions and

behaviors of individuals and groups of employees. Examples inclu...

... middle of paper ...

...properly to be effective. When

control standards are inflexible or unrealistic, employees cannot

focus on the organization's goals. Control systems must prevent, not

cause, the problems they were designed to detect.

Performance variance can also be the result of an unrealistic

standard. The natural response for employees whose performance falls

short is to blame the standard or the supervisor. If the standard is

appropriate, then it is up to the supervisor to stand his or her

ground and take the necessary corrective action.

An example of effective controls is the dashboard on a car. There are

many things that can go wrong with a car. Only the most critical items

to the car's operation are the focus on the dashboard (oil level,

engine heat, fuel gauge, etc.). Variations in these items are most

likely to inflict the most damage to the car. The critical items on

the dashboard are easily understood and used by drivers. They point

out a problem and specify a solution. They are accurate and timely.

They call the driver's attention to variations in time to prevent

serious damage. Yet, there is not so much information on the dashboard

that the driver is overwhelmed.