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Controlling is a function of management that compares actual performance with standards and takes corrective action. Learn about the features, process and types of controlling in an organization with examples and diagrams.
- Establishing Goals and Standards
- Measuring Actual Performance Against Goals and Standards
- Taking Corrective Action
- Following Up on Corrective Action
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The task of fixing goals and standards takes place while planning but it plays a big role in controlling also. This is because the main aim of controlling is to direct a business’s actions towards its goals. If the members of an organization know their goals clearly, they will invest their entire focus in achieving them. It is very important for ma...
Once managers know what their goals are, they should next measure their actual performance and compare. This step basically helps them in knowing whether their plans are working as intended. After implementing a plan, managers have to constantly monitor and evaluate them. They must always be ready to take corrective measures if things are not worki...
In case there are discrepancies between actual performances and goals, managers need to take corrective actions immediately. Timely corrective actions can reduce losses as well as prevent them from arising in the future again. Sometimes, business organizations formulate default corrective actions in the form of policies. This, however, can be diffi...
Just taking corrective measures is not enough; managers must also take them to their logical conclusion. Even this step requires thorough evaluations and comparisons. Managers should stick to the problem until they solve it. If they refer it to a subordinate, they must stay around and see to it that he completes the task. They may even mentor him p...
Learn how to control the activities of an organization by establishing goals, measuring performance, taking corrective action and following up. See examples and definitions of tangible and intangible goals, actual performance and corrective action.
- Set Performance Standards. You need a goal for your business, but you also need guidance for your team to keep them working towards that goal. Without such standards, it’s possible that they’ll move away from the plan, whether intentionally or not.
- Measure Performance. Setting a standard makes it possible to measure performance using a control function. Through this measurement of performance, you can quickly catch and correct any deviation from the plan before it goes off-track and runs production into the ground.
- Compare Actual Performance Against Performance Standards. Once you have a baseline for how your teams are performing when manufacturing, packaging, delivering, etc., you can compare the actual to the planned performance and determine the extent of the deviation.
- Analyze Deviations. This brings us to the next step: where you analyze data using the acceptable limits. If standards weren’t met, the manager must then figure out whether more control is required—or if maybe, the standard itself should be changed.
May 7, 2022 · Controlling is a management function that compares actual performance with standards and takes corrective actions. Learn about the types, characteristics, process and techniques of controlling in management with examples and diagrams.
Learn the concept, features, characteristics and types of controlling in management. Controlling is a fundamental, pervasive, continuous, universal and dynamic function that ensures the performance of organisation is according to the plans.
Dec 18, 2012 · Learn how to monitor and control a project using the PMBOK® Guide's five steps: set performance standards, measure performance, compare actual performance, analyze deviations, and take corrective actions. Find out what tangible and intangible standards are and how to track them.
Learn how to manage the control process, which involves setting standards, measuring performance, comparing results, and taking action. Explore the types of controls: feedback, proactive, and concurrent.
