Topic 4.Controlling
Topic 1: What is Control and Why Engage in It?
Introduction
Many people think of the word “control” in the context of manipulating someone or something. They think of control as getting someone to do something that WE want them to do, and it follows that they may NOT want to do it!
In management, control has a different meaning. It is simply an information system that provides valuable feedback. In your textbook, control is defined as “the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations” (Robbins et al., page 308). In other words, you measure the results you are getting and compare this with your objectives and then make any necessary adjustments.
Managers who control the finances of an organization are often referred to as “controllers.” These managers use financial control measures on a daily basis. Project managers also use control mechanisms to monitor their projects. Control measures are determined at the beginning of a project and used throughout the life of a project to monitor time, budget, and project scope. The control measures give the project team valuable feedback on how they are doing.
Just as feedback is a critical component in good communication, feedback is also a key factor in developing management controls.
Measurement controls can be set up in virtually any area of an organization. One area that most people have experience with is the annual performance appraisal. An employee’s direct manager has traditionally conducted performance appraisals. Some companies are now successfully implementing a 360-degree feedback process, which involves other employees in the performance appraisal.
Why is Control important?
Control is important because it is the final link in the four management functions. It is the only way manager’s now, if there