Page 146 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 7: Controlling

by reports, charts and statements. If the control system is well organised, quick comparison of Notes
these with the standard figure is quite possible. This will reveal variations.
After the measurement of the actual performance, the actual performance should be compared
with the standards fixed quickly. A quick comparison of actual performance with the standard
performance is possible, if the control system is well organised. While comparing the actual
performance with the standards fixed, the manager has to find out not only the extent of variations
but also the causes of variations. This is necessary, because some of the variations may be
unimportant, while others may be important and need immediate corrective action by the
manager.

7.4.3 Taking Corrective Action

After comparing the actual performance with the prescribed standards and finding the deviations,
the next step that should be taken by the manager is to correct these deviations. Corrective
action should be taken without wasting of time so that the normal position can be restored
quickly. The manager should also determine the correct cause for deviation.
Taking corrective action can be achieved in the following way:

1. The manager should try to influence environmental conditions and external situations in
such a way as to facilitate the achievement of goals.
2. He should review with his subordinates the instructions given earlier so that he may be
able to give clear, complete and reasonable instructions in future.
3. There are many external forces which cannot be adjusted by the manager. They have to be
accepted as the facts of the situation, and the executives should revise their plans in the
light of these changing forces.

7.5 Types of Control

Most control methods can be grouped into one of the two basic types:

1. Past-oriented controls.
2. Future-oriented controls.

Past-oriented Controls

These are also known as post-action controls and measure results after the process. They examine
what has happened in a particular period in the past. These controls can be used to plan future
behaviour in the light of past errors or successes.

Future-oriented Controls

These are also known as steering controls or feed-forward controls and are designed to measure
results during the process so that action can be taken before the job is done or the period is over.
They serve as warning-posts principally to direct attention rather than to evaluate, e.g., Cash
flow analysis, funds flow analysis, network planning etc.

Concurrent Control

Concurrent control takes place while an activity is in progress. It involves the regulation of
ongoing activities that are part of transformation process to ensure that they conform to
organizational standards. Concurrent control is designed to ensure that employee work activities

LOVELY PROFESSIONAL UNIVERSITY 141