Co-ordination And Controlling

Establishment of standards

Step 1: The control process follows a fixed sequence of steps. Step 2: Before you can measure or compare anything, you need a benchmark or target — this is called a 'standard'. Step 3: For example, a supervisor tells a worker to sew 20 trousers per day — this is the standard being set. Step 4: Only after standards are set can performance be measured (Step 2), compared (Step 3), deviations detected (Step 4), and corrective action taken (Step 5). Step 5: Without standards, control is meaningless — you would not know what to compare actual performance against.

Detect and analyse the reasons for the deviation

Step 1: The control process has five steps: Setting standards → Measuring performance → Comparing with standards → Detecting reasons for deviations → Taking corrective action. Step 2: After comparison reveals a deviation, the manager must first find out WHY the deviation occurred. Step 3: This is important because the cause may be unrealistic standards (not the employee's fault), faulty machinery, poor instructions, or genuine inefficiency. Step 4: Taking corrective action without knowing the cause may lead to wrong decisions — for example, punishing an employee when the machine was faulty. St

Control is a Continuous Process

Step 1: Each characteristic of control has a specific meaning. Step 2: 'All Pervasive' means control is exercised at all levels and in all departments. Step 3: 'Forward Looking' means control helps ensure future performance conforms to plans. Step 4: 'Planning is the Basis of Control' means standards come from plans. Step 5: 'Continuous Process' specifically refers to the fact that control is an ongoing, dynamic function — it involves regular review of performance and is not done just once. The period of control depends on the nature and amount of work.

Control cannot function without the standards and targets provided by planning

Step 1: Planning and controlling are interdependent — they are two sides of the same coin. Step 2: Planning sets goals, objectives, and standards against which performance is measured. Step 3: If there are no plans (no standards), a manager has nothing to compare actual performance against — hence control becomes 'blind' or purposeless. Step 4: For example, if there is no target of 20 trousers per day, the supervisor cannot judge whether 18 trousers is good or bad performance. Step 5: This does NOT mean planning is more important — both are equally essential. They support each other.