Controlling is an important function of management. It is a process of guiding and measuring current performance. In controlling, we compare actual performance to standard performance. After planning, organizing, staffing and directing, the final managerial task of determining whether planned activities are being carried out.
Below we learn about the nature of control.
Nature of controlling:
Continuous process: Control is not a one-time process, it is a continuous process. As long as a business or organization continues, the process of control will continue. In any organization or business, control is required at all times. We can also say that control is a never-ending process.
Control is a dynamic process: Controlling can be flexible and dynamic. Flexible, this means it can be changed according to the situation. As we know the future is uncertain, and we do not know what will happen in the future. We can also say that control is a very dynamic activity. This includes a continuous review of performance standards and the outcome of corrective action, which may lead to changes in other management functions.
Future-oriented: Control is a future-oriented process as it is always done for the future. Control involves a comparison between actual and standards. So corrective action is designed to improve performance in the future. But every mistake made in the past is also taken into consideration, and those mistakes are tried to be rectified in the future.
Control is a function of management: Control is a follow-up to other tasks of management performed by managers to control the activities assigned to them in the organization.
Planning Based: Control and planning are very closely related to each other. The plan sets the course in the organization and the control ensures action according to the chosen course of action in the organization. Control refers to the existence of plans or standards in the organization. Planning without control is useless. Therefore, always controlling based on planning.
Controlling Control Progress: The control process measures progress towards achieving the goals of the organization. Controls include verifying whether everything complies with the adopted plan, issued instructions and established principles. Since the sailor constantly takes readings to find out where he is relative to a planned course, the manager takes readings to see if his enterprise or department is on a charted and pre-determined course.
Control is a function of management: Control is a basic or primary function of management. Each manager must control the performance of subordinates, no manager can function without a process of control. Once a plan is put in place, follow-up actions are needed to measure progress, highlight deficiencies and take corrective action.
Delegation is the key to control: Managers delegate authority to subordinates, with little to no responsibility towards their own superiors. The only way managers can determine whether their subordinates are performing the tasks assigned to them is by implementing a control system. Without such a system, managers would not be able to check on the progress of subordinates, and therefore would not be able to take corrective action until failure occurred.
The essence of control is action: Performance of control is achieved only when corrective action is taken based on reactive information. It is simply action, which adjusts the performance of predefined parameters whenever there is a deviation. A good system of control is timely action so that there is minimal waste of time and energy.
Control relates to result: Controlling is related to the final result. First, we create a roadmap to achieve the result. Then we follow the control process to achieve our actual results. With the help of a good control system, we can get a good result.