1. CONTROL

2. What is Control?
The set of mechanisms used to keep actions or
outputs within predetermined limits.
Involves the following steps:
• Setting up standards of individual and organisational
performance.
• Checking actual performance.
• Measurement of actual performance
• Comparison of actual performance with standards.

3. Nature of Control
Pervasive function
Review of past events
Forward looking
Corrective process
Continuous process
Dynamic process
Control does not curtail the rights of
individuals.

4. Relationship between Control and Coordination
• Authority is the basis for both the processes.
• The managers at all level perform both.
• Both are aimed at achieving organisational goals
• Both are necessary for achieving stability,
continuity and growth.
• Both strive to maintain organisations as rational
systems, free from conflict, confusion and chaos.

5. Benefits of having an effective control system
I.
II.
III.
IV.
V.
VI.
Coordination.
Corrective action.
Decision making.
Better planning.
Decentralisation of authority.
Effective supervision.

6. Limitations of Control
External factors
Expensive process
Cannot be defined in quantitative terms
Can have a stifling effect
Dependent on acceptance of subordinates

7. Steps to be taken to make controlling effective
Manager awareness
proper review system
Bring in the subordinates
Gauge capabilities accordingly

8. Requirements of a good control system
• Emphasis on objectives
• Efficiency on control
techniques
• Responsibility for
control
• Direct control
• Suitability
• Flexibility
• Self-Control
• Control by exception
• Strategic point
control
• Corrective Action

9. Elements of Control
Establishment of standards
Measurement of performance
Comparing performance with standards
Taking corrective action

10. Kinds of control
1. Feedback Control
2. Concurrent control
3. Feed Forward Control

11. Feedback Control
• Results from a
completed action are
analysed, corrective
steps are then taken to
prevent repeat
occurrence.

12. Concurrent Control
• Concurrent control
on products or
sometimes is called REAl services.
time or steering
control, because it
often involves
checkpoints at which
determinations are
made about whether to
continue progress, take
corrective action, or
stop work altogether

13. Feed Forward Control
• Feed forward control
focuses on the
regulation of inputs
(human, material, and
financial resources
that flow into the
organization) to
ensure that they meet
the standards
necessary for the
transformation
process.

14. THANK YOU.