Meaning and Nature of Control

Controlling

One of management's primary duties is controlling. It assesses current performance and directs users toward a preset objective. As a result, it is also referred to as the management system's key. Managers ensure that the actual operations are proceeding in accordance with the planned activities through a methodical effort.

To accomplish the objectives of the organization, top management develops plans and policies and puts them into action. The control function entails assessing actual performance in comparison to planned targets and taking corrective action as needed. If the performance does not go according to the plans, proper monitoring and management are required for the performance to be effective.

According to DeCenzo & Robbins," Control is the process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations".

According to Ivancevich,Donnelly and Gibson, " Controlling consists of actions and decisions managers undertake to ensure that actual results are consistent with the desired result".

Nature/Characteristics of control

• Management function: The primary responsibility of management is control. It strikes a balance between performance as anticipated and actual. This procedure won't be complete without managerial function. The difficult challenges are solved by taking the necessary actions. The other management function does not produce the desired outcome when there is ineffective control.

• Continuous Activity: Controlling is a constant or never-ending process that lasts the entirety of an organization's existence. It investigates an organization's policies and practices, sets standards, monitors recurrence of deviations, and, if necessary, takes the appropriate action. Therefore, controlling is an ongoing process that continues as long as the organization does.

• Forward Looking: Future is related to controlling. Because the past cannot be governed or controlled in the present, it is not relevant to the present. Controlling therefore places a significant emphasis on future performance in addition to achieving the intended performance.

• Comparison and measurement: The managerial task of controlling compares current performance to future anticipated performance. When compared to the intended performance, it determines whether the current performance is on track or not. If an organization's performance is not heading in the right direction, this procedure of checking and verifying will assist them in making corrections.

• Dynamic process: At different levels, environment does not exist. It will vary along with the time. So, new methods and technologies are emerging as a result of the changing environment. The organization's current procedure and control system must be modified to accommodate shifting standards. In order for employees to be able to control the new performance, managers should introduce the new standards and methodology.

• Corrective Action: It is the last stage of the controlling procedure. If the actual performance differs from the planned performance, it corrects the performance. It serves as a link between actual and anticipated performance.

Reference

Poudyal, D. R. (2011). Principles of Management. Bhotahity,Kathmandu.: Asmita Books Publishers &Distribution (P)Ltd.