Control process The 4 key steps of control process are: 1. Establishing Standards: The first and the foremost step in a control process is the establishment of the standards and the standards are decisive factors in relation to which the analyses are made. They are mean to get and reach to the objectives. In management process the various standards are as follows: a. Time standards: The setting up of the objectives on the criterion of time measurement. b. Cost standards: The cost standards are set up to have the rough estimation of the expenditures to be made on the units and persons c. Income standards: The income standards are set up for the objective of the rewards been taken for an activity or the sales volume per week. d. Productivity: Productivity standards are also made to have a check on the units and the equipments produced in a unit time e. Profitability: This last but not the least and having very much importance, i.e. the standards made on the profit as it is the standard which would decide the future growth of the company.
2. Measuring Performance The second step in a control process is the amount and analysis which includes the evaluation among what had be achieved and what was actually supposed to achieve. In short it involves the actual measurement of the performance The performance can be measured by the following steps: (a) Strategic control points: As it is quite difficult to keep a record of everything at all times so some key points are been established to check for the performance, which are as follows: (i) Earnings (ii) Operating cost (iii) Catalogue (iv) Excellence of the equipment (v) Malingering (b) Melanised measuring devices: It consists of the scientific equipments or the tools been used for the measurement of the above written critical points. (c) Ratio analysis: To check for the relationship and how the one business variable is affecting the other. (d) Relative arithmetical investigation: Another important measuring device for measuring the performance is to relate the data of the company with the other company. It can prove to be a very significant measurement aspect for the company. (e) Personal observation: Again the last but not the least, perhaps the most important tool in measuring the performance of the company is the personal observation. This is the tool which is reliable and there can be no cheating or any kind of false notion about the data being analysed and the performance to be measured. 3. Relating the genuine routine with anticipated routine This is the step which actually starts to control the process and procedure. The previous two steps were the foundation steps of the procedure. Now it is accountable for the management of the company to keep a check on the actual proceedings going on whit the one those were estimated as we call it the standards which were defined. Ralph C. Davis recognizes four stages in the relativeness 1. Getting the untreated information. 2. Gathering, categorization and documentation of the data. 3. Sporadic assessment of accomplished work till date. 4. Reporting the condition of completion to superior power. 4. Correcting Deviations: If in the third stage any deviations are noted, then the 4th and the most important step for the control process is to correct these deviations. The ultimate step in the procedure is the attainment of remedial measures. These remedial measures should be put into application when form the other side work is also being done. The chief purpose of this is the prevention of this kind of deviations in the coming time. Remedial measures should be properly impartial, keeping away all the greater scheming and also on that particular instant not letting the things move away. (BANERJEE) According to me, the first step, i.e. the establishing the standards is the most important step. This step is been the primary step for the control process. As the standards being set up then all the other steps revolves around this step. This step is being misused at many of the companies. Being the most important step it is quite common that the standards being established are not well established and are difficult to achieve. Now if this step is being mishandled and not been in use properly, it could have very disastrous effect on the whole process, as it would be very much difficult for the company to control the whole process if the standards being established are not analysed properly.
There are three main types of organizational control: Feed presumptuous Control concentrates on the directive of contributions (human, material, and financial resources that flow into the organization) to make sure that they convene the principles necessary for the alteration process. 1.Feed presumptuous controls are attractive because they permit organization to stop problems rather than having to cure them later. Unluckily, these manage need timely and precise data that is often hard to expand. 2. Concurrent control takes place while an activity is in growth. It engages the directive of continuing behaviour that is part of alteration process to make sure that they be conventional to managerial standards. Concurrent control is intended to ensure that worker work behaviours produce the right results. 3. This type of Concurrent control takes place while an activity is in growth.. Sometimes called post exploit or production control, completes a numeral of important functions. For one thing, it frequently is used when feed forward and concurrent organizes are not probable or are too luxurious. References: BANERJEE, A. (n.d.). 4 Main Steps in Control Process in Management. Retrieved from http://www.preservearticles.com: http://www.preservearticles.com/2012051932638/4-main-steps-in-control-process-in-management.html The Organizational Control Process. (n.d.). Retrieved from http://www.cliffsnotes.com: http://www.cliffsnotes.com/more-subjects/principles-of-management/control-the-linking-function/the-organizational-control-process.