Page 144 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 7: Controlling

5. Control implies taking corrective measures. The object in checking the variations or Notes
deviations is to rectify them and prevent their recurrence. It is only action which adjusts
performance to predetermined standards whenever deviations occur.
6. Control can be exercised only with reference to and or the basis of plans. To quote Mary
Cushing Niles - "Whereas planning sets the course, control observes deviations from the
course or to an appropriately changed one".
7. To some people, control is opposite of freedom. This is not true. Control is based on facts
and figures. Its purpose is to achieve and maintain acceptable productivity from all resources
of an enterprise. Therefore, control aims at results and not at persons. It is for correcting a
situation, and not for reprimanding persons.
8. Information or feedback is the guide to control. The feedback is helpful to the manager to
determine how far the operations are proceeding in conformity with plans and standards,
and where remedial action is called for.
9. Control involves continuous review of standards of performance and results in corrective
action which may lead to change in the performance of other functions of management.
This makes control a dynamic and flexible process.
10. Control is a continuous activity. It involves constant analysis of validity of standards,
policies, procedures etc.

7.3 Relationship between Planning and Control

By now it is quite clear that there are two crucial aspects to the management of any project –
'planning' and 'control'. These are essential functions for every successful manager – without
them, projects are generally not successful, not completed on time, or cost more than they
should! The successful manager must always ensure that projects are based on excellent plans
and followed by good control during implementation.

'Planning' is the setting of realistic goals and choosing effective ways to achieve these goals.
Goals must be understandable, achievable and able to be assessed! If a goal is not clear, it cannot
be assessed and, hence, it cannot be managed. If a goal is unrealistic, any plan will also be
unrealistic and, therefore, unlikely to succeed. The successful manager must ensure that a project's
plan is clearly defined and realistic.
'Control' is the process by which the manager ensures that all actions are consistent with the
plan - all actions are, therefore, directed at achieving the stated goals. 'Control' is the systematic
effort of comparing performance to plans.
"Planning is required at the very outset of management whereas control is required at the last
stages. If planning is looking ahead, control is looking back."

Control and planning are interrelated so closely that they cannot be separated from each other.
Without control all the planning is fruitless because control consists of the steps taken to ensure
that the performance of the organisation conforms to the plans.
In other words control is concerned with the actual performance in relation to the standards set
in advance and the correction of deviations to ensure attainment of objectives. Planning is
required at the very outset of management whereas control is required at the last stages.
If planning is looking ahead, control is looking back. In fact, control is the process of checking to
determine whether or not proper progress is being made towards the objectives and goals set by
management while doing planning.

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