CONTROL

CONTROLLING – MEANING AND PURPOSE

• The process of monitoring activities to ensure that they are being accomplished as planned and of
correcting any significant deviations.

• A management process to aim at achieving defined goals within an established timetable.

• PURPOSE - To ensure that activities are completed in ways that lead to accomplishment of
organizational goals.
 WHY CONTROLLING IS IMPORTANT?

• Planning
Controls let managers know whether their goals and plans are on target and what future actions
to take.

• Empowering employees
Control systems provide managers with information and feedback on employee performance.

• Protecting the workplace

Controls enhance physical security and help minimize workplace disruptions.
RELATIONSHIP B/W PLANNING AND CONTROLLING

• Planning Originates Controlling

• Controlling Sustains Planning

• Controlling Provides Information for Planning

• Planning and Controlling are Interrelated

 STEPS IN CONTROLLING

• Establish Standards
 TYPES OF CONTROLLING

(a) Timing,
(b) Designing systems,
(c) Management levels, and
(d) Responsibility
 TYPES OF CONTROLLING

(a) Timing
Feed Forward/ Preliminary control
Concurrent control/Ongoing control
Feedback/ Post Action Control
 TYPES OF CONTROLLING

Designing systems
Market Control - Control is based upon market mechanisms of competitive
activities in terms of price and market share.

Bureaucratic Control - Bureaucratic control focuses on authority, rule and

regulations, procedures and policies.

Clan Control - The control systems are designed in a way that give way to shared
vision, shared values, norms, traditions and beliefs, etc., part of the organizational culture.
 TYPES OF CONTROLLING

Management levels
Operational Control - Its focus remains upon the processes used by the organisation for
transforming the inputs (resources) into outputs (products/services).
Structural Control - Are the different elements of organisation structure serving their
intended aims?
Strategic Control - Strategic control is the process to determine whether the
effectiveness of a corporate, business and functional strategies are successful in helping
organisations to meet its goals.
 TYPES OF CONTROLLING

(a) Timing,
(b) Designing systems,
(c) Management levels, and
(d) Responsibility - The responsibility may rest with the person
executing the things or with the supervisor or manager.
Internal/External
 ORGANIZATIONAL CHANGE

• CAUSES
• Organizational change refers to the actions in
which a company or business alters a major New leadership of the company or
within its departments
component of its organization, such as its culture,
the underlying technologies or infrastructure it
Shifts in the organizational team
uses to operate, or its internal processes.
structure

• Every organization will, at some point, undergo a transition or The implementation of new technology
change in order to remain viable and scale. Whether
onboarding new employees, growing a department, or
merging with another company The adoption of new business models
 TYPES OF ORGANIZATIONAL CHANGES

• Adaptive changes are small, incremental changes organizations adopt to address needs
that evolve over time. Typically, these changes are minor modifications and adjustments
that managers fine-tune and implement to execute upon business strategies.

• Transformational changes have a larger scale and scope than adaptive changes. They
can often involve a simultaneous shift in mission and strategy, company or team
structure, people and organizational performance, or business processes. Because of their
scale, these changes often take a substantial amount of time and energy to enact.
ORGANIZATIONAL CHANGE MANAGEMENT

Organizational change management is the method of leveraging

change to bring about a successful resolution.
LEWIN'S MODEL OF CHANGE MANAGEMENT

Unfreezing: need for change.

Change: the way of doing things to a new way.

Refreezing: new behavior, relatively permanent and resistant to further change.

LEWIN'S MODEL OF CHANGE MANAGEMENT
 DENIAL COMMITMENT
Provide frequent, consistent info. About the change Provide guidance, support, and recognition
Explain what to expect and adjust Provide frequent feedback
Clarify what is changing and what is not Provide inspiration
Address rumours and mis-information without Assist others
threatening Be careful not to overburden or stress

Strategies to Manage
Change

RESISTANCE
EXPLORATION
Acknowledge feelings
Focus on short term goals
Respect those who resist
Encourage risk taking
Give them time to adapt
Encourage new skills
Ask for feedback
Celebrate success
Involve them
Acknowledge efforts and struggles
Communicate