WHAT IS ACTUALLY CONTROLLING MEANS

 Controlling is defined as measuring and correcting of performance to achieve the organizational goals.

Pre-requisites of effective control: The process of controlling includes establishment of standards, measurement of performance, comparison of actual and standard performance and taking remedial action. The pre-requisites of effective control can be briefed as under:

All superiors or managers like to have control over their subordinates and their departments as a whole because they cannot effectively implement or execute their plans unless they have the power of control. The pre-requisites to have an effective control system can be studies as follows:

i.                    Tailoring controls to plans and positions: On an activity or a group of activities, a control is exercised. But the control that is good for a position may not be good for another. The Joint Secretary of finance and the Joint Secretary of Human Resource may exercise two different kinds of controls, and they may not be the same.

ii.                  Tailoring controls individual manager: Controls exercised by a manager will be in accordance with his capability. It means individual capacity is a very factor in control.

iii.                Designing point to the exceptions at critical point: A control, to be very effective, must control the exception and it should be at the critical point as well.

iv.                Objectivity of controls: Controls should be objective, accurate and it must be suitable for a standard when controls are created.

v.                  Flexibility: In order to include the changed plans, unforeseen circumstances, or outright failure, controls have to be flexible.

vi.                Fitting to the organizational culture:  The culture will certainly be affected by the control, hence the control has to fit the culture. It must therefore be understood that if there is a tight and bureaucratic system, a lose control will also not work.

vii.              Economy of controls: Creating controls is counter-productive. Controls should be worth their costs. It can be illustrated through an example: The same controls cannot be exercised in a motor car and an aeroplane.

viii.            Ability to lead to corrective action: It means that the control has to lead to corrective action.   

   

In a nutshell, there it can be seen that controlling is very significant as it keeps goals on track and creates the basis for the future. So it can be summed up that some of the prerequisites of effective control are flexibility, fitting to the organization culture, tailoring controls to plans, positions and to the individual managers.