Key Points
Key Points: Departure Control System (DCS)
- DCS is associated with the controlling function of management.
- It tracks whether activities meet pre-determined standards.
- Managers use it to take corrective action proactively.
- The goal is to prevent damage rather than react to it.
- It reinforces that controlling is a forward-looking, corrective mechanism.
- Early detection through DCS makes management more efficient and effective.
Key Points: Controlling
- Controlling ensures activities are performed as per plans.
- Resources must be used effectively and efficiently.
- It is goal-oriented and applies to all types of organisations.
- It is pervasive - relevant at top, middle, and lower management levels.
- It is not merely the last step; it completes the management cycle.
- It compares performance with standards, analyses deviations, and enables corrective action.
- Corrective outcomes from controlling feed back into and improve future planning.
Key Points: Importance of Controlling
- Controlling is essential to keep the organisation moving towards its goals.
- It verifies and updates standards when circumstances change.
- Efficient use of resources is ensured by reducing wastage through control.
- Motivated employees result from clear, pre-communicated performance standards.
- Discipline and order in the organisation are maintained through close monitoring.
- Coordination across departments is achieved through predetermined, unified standards.
- Technology (e.g., computer monitoring) can be a tool of control in modern management.
Key Points: Limitations of Controlling
- Quantitative standards – Hard to measure morale, job satisfaction, and human behaviour.
- External factors - Government policies, technology, and competition are uncontrollable.
- Employee resistance – Control seen as restriction on freedom; monitoring and CCTV resisted.
- Costly - Requires money, time, and effort; not feasible for small enterprises.
Key Points: Relationship Between Planning and Controlling
- Planning sets standards; controlling measures performance and corrects deviations.
- Planning is necessary for controlling; without plans there is no basis for control.
- Planning is prescriptive and forward-looking; controlling is evaluative and mainly backward-looking.
- Both functions use past experience and feedback, and they continuously support and strengthen each other.
Key Points: Controlling Process
- Controlling has five steps: setting standards, measuring performance, comparing results, analysing deviations, and taking corrective action.
- Standards should be clear, measurable, and flexible.
- Actual performance is measured and compared with standards to identify deviations.
- Managers focus on important deviations using Critical Point Control and Management by Exception.
- Corrective action is taken to remove deviations and achieve organisational goals.
Important Questions [7]
- 'A.S. Ltd' is a Large Company Engaged in the Assembly of Air-conditioners. to Find Out the Reason The Company Compared the Actual Performance of Each Worker and Observed Through C.C.T.V. that Some of the Workers Were Busy in Gossiping. 1) Identify the Function of Management Discussed Above. 2) State Those Steps in the Process of the Function Identified Which Are Discussed in the Above Paragraph
- Hina Sweets is a Renowned Name for Quality Sweets since 1935 Identify the Step Taken by Harsh that is Related to One of the Functions of Management.
- With the Help of a Diagram Explain 'Functional Foremanship' as a Technique of Scientific Management.
- State the Role of 'Speed Boss' in Functional Foremanship.
- Whether the decisions have been translated into desired actions or not' can be confirmed by performing which of the following functions of management?
- One of the functions of management completes one cycle of the management process and improves planning in the next cycle in light of the problems that were identified in the existing plans.
- Explain the relationship between planning and controlling.
