“Planning is the basis of control, action its essence, delegation its key and information is the guide” – Discuss. Ans planning and controlling are closely related to each other as shown in Fig. 1. After a plan becomes operational, control is necessary to measure progress, to uncover deviations from the targets and to take corrective steps. It is also not possible to think of an effective system of control without the existence of good plans. Billy E. Geotz has explained the relationship between planning and controlling in the following words, "Managerial planning seeks consistent, integrated and articulated programmes, while management control seeks to compel events conform to plans".
Control is always based on planning. It is also true
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A good control system provides timely information to the manager which is very much useful for taking various decisions. Control simplifies supervision by pointing out the significant deviations from the standards of performance. It keeps the subordinates under check and brings discipline among them.
An effective system of control will help in achieving the following benefits :
1. Coordination. The size of modern organisations is quite large. A large amount of capital and large number of people are employed in them. This complicates the problem of control as there are many units producing and distributing different products. In order to coordinate their activities, an efficient system of control is necessary.
2. Corrective Action. An efficient system of control provides the basis for future action. Taking corrective action may lead to modification of planning, organising and directing. Control will also check the mistakes being repeated in future.
3. Decision-making. The process of control is complete when corrective actions are taken. This involves making right decisions as to what types of follow up actions are to be taken. This will lead to accomplishment of organisation objectives. According to W.T. Ierome, "Control is needed both to simplify the making of subsequent decisions and to ensure the realisation of the objectives implicit in the original long-range policy decisions" .
4. Better Planning. Control is the only means
The control structure is the means used to ensure that organization members are doing what they are supposed to do; it describes the nature of and methods for communication in an organization. Due to lack of a structural job design and absence of coordination within departments and lack of autonomy employees are irresponsible and do not perform the task to
The second aspect of management used to investigate the issue is Controlling. Control is a concern that is facing every manager in every organisation today. Many businesses continually look to improve relationships between all levels of staff in order for a healthy working environment. To effectively control a business the organisation requires information about
Overall Strength: in general, the article provides structure to a concept that is very intangible by: (a) describing the nature and the functions of control; (b) segregating the MCS into categories: core control system, organizational structure, and organizational culture; (c) illustrating how to apply the control model (satisfied my approach) (d) provides a basis for designing and evaluating the system. The manner, in which the model is presented, with its use of figures, further emphasizes the structure of the model. See below on further emphasis on parts (a) -(c).
First, it illustrates a control system that is dominated by action and personnel controls, rather
A concept we learned about in Business Leadership that relates to the main point in this book is control systems. We looked at the importance of control in management and learned about various different systems. In this book, systems are shown to greatly help customer service. Systems are predetermined ways to get a specific result and still ensure consistency. Andrew, the plant manager said “Systems give you a floor, not a ceiling”. Thus, a system is the sort of thing you build on, a starting point. An external control measure, for example, involves
Action control is more specific than result control. It focuses on the process of the whole thing while result control is focuses on the result. To use action control, it is difficult for managers to distinguish good or bad behaviors, because the processes and jobs are so varied. Action control also may limit employees’ creativity
Planning and Control: Mintzberg (1983a, p.73) argued that togetherness, planning and control synchronizes the output and indirectly, behavior as well. Planning serves to specify the desired output a standard at some future time and control serves to assess whether or not that standard has been achieved (BSN phase 1 course notes, module 1X, p. 585). In Federal Inland Revenue Service, targets are set for all branches and staff. The Resident Compliance Officers (RCOs) and the Performance Management Team (PMT) enforces compliance, monitors performance and gives reports to
Ahrens and Chapman go on to introduce their article by giving a background knowledge of modern perceptions of management control systems through their mention of related literature. Some key points discuss pertain to the author’s
Is the last process of management operations, which depends on the imposition of control and control of the workflow through control and ensure its implementation.
Control system strengths: Initially, divisional general managers are given full control of their businesses except in the areas of raising capital and labor relations. Full control gives divisional managers power to make
Through 1960s, focus shifted to providing information needed for management control of the business processes. In the framework, planning and control systems are composed of management control, strategic planning and technical control. In the 1970s, management accounting laid emphasis on planning and control, where the contingency theory influenced choice of accounting and control procedures depending on the circumstances surrounding the organization at the time (Ittner and Larcker 2001, 379).
Controlling is monitoring the performance of the organization, identifying deviations between planned and actual results, and taking corrective action when necessary. With all these four functions that are involved in the process of management, if all are followed correctly the organization will be properly ran and will have few complications.
For managers to be successful they have to be able to plan accordingly. Any good manager can understand the importance of planning, because it is one of the most basic functions of managerial skills. A goal has to be established and strategies have to be conveyed to the subordinates. For example, If I’m a manager I will engage
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.