Controlling is one of the managerial functions like planning, organizing, staffing and directing. It is an important function because it helps to check the errors and to take the corrective action so that deviation from standards are minimized and stated goals of the organization are achieved in a desired manner.
- Control is a continuous process
- Control is a
management process
- Control is
embedded in each level of organizational hierarchy
- Control is
forward looking
- Control is
closely linked with planning
- Control is a
tool for achieving organizational activities
· Control
is an end process
The control process is a continuous flow in Taj
between measuring, comparing and action. Naturally Taj follows the four steps
in the control process: establishing performance standards, measuring actual
performance, comparing measured performance against established standards, and
taking corrective action.
Step 1: Establish Performance Standards. Taj's
Standards are created when objectives are set during the planning process. Its standard
is a guideline established as the basis for measurement. It is a precise,
explicit statement of expected results from a product, service, machine,
individual, or organizational unit. It is usually expressed numerically and is
set for quality, quantity, and time. Tolerance is permissible deviation
from the standard.
Step 2: Measure Actual Performance. Supervisors
collect data to measure actual performance to determine variation from
standard. Written data might include time cards, production tallies, inspection
reports, and sales tickets. Personal observation, statistical reports, oral
reports and written reports can be used to measure performance. Management
by walking around, or observation of employees working, provides unfiltered
information, extensive coverage, and the ability to read between the lines.
While providing insight, this method might be misinterpreted by employees as
mistrust. Oral reports allow for fast and extensive feedback.
Step 3: Compare Measured
Performance against Established Standards. Comparing results with standards
determines variation. Some variation can be expected in all activities and the range
of variation - the acceptable variance - has to be established. Management
by exception lets operations continue as long as they fall within the
prescribed control limits. Deviations or differences that exceed this range
would alert the supervisor to a problem.
Step 4: Take Corrective Action. The supervisor must find
the cause of deviation from standard. Then, he or she takes action to remove or
minimize the cause. If the source of variation in work performance is from a
deficit in activity, then a supervisor can take immediate corrective action and
get performance back on track. Also, the supervisors can opt to take basic
corrective action, which would determine how and why performance has deviated
and correct the source of the deviation. Immediate corrective action is more
efficient; however basic corrective action is the more effective.