1.) Explain the concept of HRM.

Write down different stages in

Evolution of Human Resource Management.

Human resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is often referred to simply as human resources
(HR). A company or organization's HR department is usually responsible for creating, putting
into effect and overseeing policies governing workers and the relationship of the organization
with its employees. The term human resources was first used in the early 1900s, and then more
widely in the 1960s, to describe the people who work for the organization, in aggregate.

HRM is employee management with an emphasis on those employees as assets of the

business. In this context, employees are sometimes referred to as human capital. As with other
business assets, the goal is to make effective use of employees, reducing risk and maximizing
return on investment (ROI).

The modern HR technology term human capital management (HCM) has been used more
frequently compared to the term HRM. The term HCM has had widespread adoption by large
and midsize companies and other organizations of software to manage many HR functions.

The Importance of Human Resource Management

The role of HRM practices are to manage the people within a workplace to achieve the
organization's mission and reinforce the culture. When done effectively, HR managers can help
recruit new professionals who have skills necessary to further the company's goals as well as
aid with the training and development of current employees to meet objectives.

A company is only as good as its employees, making HRM a crucial part of maintaining or
improving the health of the business. Additionally, HR managers can monitor the state of the job
market to help the organization stay competitive. This could include making sure compensation
and benefits are fair, events are planned to keep employees from burning out and job roles are
adapted based on the market.

EVOLUTION OF HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is relatively a very recent term considered for managing
human resources in an organization. HRM is still evolving to become an amalgam of
organizational behavior, personnel management, industrial relations and labour legislation.

Historical Perspective of Human Resource Management

The term “human resource management” is of recent origin. In its modern connotation, it came
to be used mainly from the 1980s onwards. During ancient times and for a long period in the
medieval era, production of goods was done mainly by skilled artisans and craftsmen. They
themselves owned the tools and instruments, produced articles and sold these in the market.
As such, the question of employer-employee or master-servant relationship did not arise in their
cases.
They managed their affairs themselves and with the help of the family members. However,
many effluent craftsmen also employed apprentices and certain categories of hired labourers.
There existed a very close relationship between the master craftsmen and the apprentices, and
they themselves took care of the problems facing the apprentices and their family members.

A sort of human approach was involved in their relationship. After a prolonged period of training,
many apprentices established their own enterprises, and many others remained attached with
their master craftsmen on lucrative terms. During the medieval period, the skilled craftsmen also
formed their guilds primarily with a view to protecting the interests of their respective trades.

A brief description of the manner in which they were treated and managed will be relevant for a
proper understanding of human resource management in a historical perspective.

1. Managing Slaves:

Slaves comprised an important source of manpower in almost all ancient civilizations. They
could be sold and purchased like commodities. Their main purchasers were the wealthy rulers,
landlords, tribal chiefs and effluent businessmen. The purchasers of slaves had a rather
complete control over their slaves.

The masters of the slaves took a variety of arduous work from them such as carrying heavy
loads, rowing ships and boats, construction of buildings and forts, digging canals, cattle-rearing
and tillage of soil. The remuneration or compensation for their efforts comprised mainly food,
shelter and clothing. The slaves were dealt with iron hands. They were subjected to strict
supervision, and non-compliance of the orders of their masters or supervisors was generally
punishable with physical tortures, and occasionally with mutilation of their limbs and even death
sentence for grave offences
.
2. Managing Serfs:

Serfdom was widely prevalent in the feudal societies of the pre-and early medieval era. Serfs
were engaged by landlords mainly in agricultural operations and allied activities. The landlords
would usually, give them a piece of land for their habitat and often, some land for their own
cultivation. In many cases, a paltry sum of money was advanced to them in order that they
could remain attached to their masters.

In lieu of these facilities, the serfs and their family members were required to serve their
masters. The work assigned to serfs mainly comprised – tillage of soil, cattle-rearing, domestic
work and similar other activities. Many landlords would also give them a meagre amount as
wages, whether in cash or in kind.

Usually, serfs could become free after returning to their masters the habitat, the piece of land
and advances with interest. They could also be transferred to some other landlord on payment.
Under serfdom, some measure of personal relationship existed between the landlords and the
serfs.

Many landlords often tried to solve their genuine grievances and extended some help to those
who were in distress. The feudal lords also occasionally gave some economic inducements to
their serfs in the form of additional supply of food-grains and some money for their increased
productivity and good behaviour.
Although the management of serfs was based on the principle of authoritarianism, the element
of human treatment was often found in their relationship. With the abolition of the feudal system,
serfdom also came to an end. However, some remnants of the past can still be found even
today, especially in rural areas. The bonded labour system in India is comparable to the system
of serfdom prevalent in European countries during the medieval period.

3. Managing Indentured Labour:

The system of indentured labour emerged primarily with the flourishing of mercantilism and
advent of industrial revolution. The discovery of new lands through sea and land routes led to a
substantial increase in the demand of European goods abroad, and at the same time, gave a
fillip to the establishment of industries in the continent.

As a consequence, trade flourished leaps and bounds, and the mercantilists, taking advantage
of the expanding markets, tried to accumulate as much wealth as possible. In their quest for
maximizing wealth, the mercantilists would offer attractive inducements to the artisans and
skilled craftsmen for accelerating production of goods in demand. The artisans and craftsmen
responded and they started engaging an increasing number of apprentices and hired labourers
to cope with the demand of the products.

Emergence of Modern Industrial Labour and Improvement of Status:

Even during the periods when slavery and serfdom were rampant, there were various
categories of workers who enjoyed a certain amount of freedom in the relationships with their
employers. They were mainly skilled craftsmen and artisans and experienced apprentices.
However, the composition of free workers materially changed with the spread of industrialization
and establishment of factories and other kinds of industrial and business establishments.

Industrialization led to the congregation of a large number of workers at the same establishment
owned by an individual employer or a company. The employers were generally interested in
maximizing their profits, and callously disregarded human aspects in managing the affairs of
their enterprises.

The state also remained a mute spectator to the miseries and sufferings of the toiling masses of
workers, primarily because of the widespread prevalence of the doctrine of individualism and
laissez faire. These situations led to further deterioration in the conditions of industrial workers
who had to face numerous problems in their employment.

Notable among these problems were low wages, excessive hours of work, hazardous and
strenuous physical working conditions, instability of employment, and arbitrary treatment by
supervisors and managers.

The industrial workers, sooner or later, came to realize that individually they might be
dispensable to the employer, but collectively, they were indispensable as the running of the
enterprise was in the interests of both. This realization induced them to organize and pressurize
the employers and the state to take positive steps to improve their conditions.
 2.) What do you understand by Forecasting Human Resource
requirements? Explain

Forecasting--whether it’s business forecasting, human resources forecasting, or financial

forecasting--is the process of using data, insights, analytics, and experience to make predictions
and preparations to meet a specific business need. According to the Institute of Business
Forecasting and Planning, “whether you realize it or not, virtually every business decision and
process is based on a forecast.”

Human resources or HR forecasting is an important activity for growing businesses. To be

successful, growth-oriented businesses should periodically assess short- and long-term staffing
needs based on projected sales, new product launches, market expansion, as well as other
factors that might affect labor needs. An HR forecast should include the number of workers
needed, the type of skills required to fill any gaps, and any costs or administrative tasks that will
be required to increase or downsize your workforce.

Find out what growth-oriented businesses need to know about HR forecasting and practical
steps you can take to ensure your business is ready to scale the size of its workforce to meet
changing market conditions.

The basics of human resource forecasting

Just as a business plans for financial growth, it’s also important to plan for the growth of a
workforce. HR forecasting is the process of predicting demand and supply—whether it’s the
number of employees or types of skills that are needed and available to get the job done. Basic
forecasting techniques include:

 Yearly sales or production projections.

 Quantitative assessments, using mathematical calculations, that examine how many
employees are needed and when.
 Qualitative assessments, based on judgment, that determine culture-fit and skill
qualifications or desired personal and professional qualities.

Existing businesses that have been operating for several years can also conduct a trend
analysis to create a staffing plan for the future. A trend analysis allows business leaders to
examine the relationship between past and future staffing needs using an operational index
metric. Newer businesses are advised to use a ratio analysis to forecast staffing needs. Using
this technique, business leaders examine causal factors such as sales volume to predict staffing
needs.
The most successful businesses utilize human resource forecasting to minimize risk. It’s
especially important for growth-oriented businesses to “limit exposure to surpluses or shortages
in labor.” Entrepreneurs, owners, and business leaders can use strategic human resource
forecasting and planning to better understand workforce needs. As you evaluate labor demand,
your workforce may already have skills you can tap into as the business grows or you may find
a need to augment or renew technology skills. Your business can meet labor demand from
within, or use outside labor supply sources. As you build your HR forecast, it’s important to
thoroughly review talent supply and factors impacting the availability of that talent. As
Investopedia points out, it’s often more costly to recruit new hires than to upskill or train existing
employees to increase productivity.

Some businesses need or want to invest all of its time and energy on growth. That’s why many
businesses rely on HR services to help forecast labor demand and supply. HR services can
create organization and replacement charts that help identify important roles and functional
needs across your business. Supply forecasting includes a review of the current labor market
and employment law to ensure your business is both competitive and compliant.

Other benefits of HR forecasting

To drive business growth and success, you need the right talent behind you. HR forecasting
enables your business to determine skill requirements, evaluate demand, assess labor supply,
understand workforce needs, and develop a strategy to meet your goals and growth objectives.
In addition to effectively balancing labor demand and supply, HR forecasting emboldens your
business to:

Develop effective budgets - By determining your workforce requirements, you also put your
business in a better position to forecast costs. To meet your business goals, you may need to
hire seasonal workers or increase salary levels to retain top talent. Benefits costs may increase
as well. HR forecasting provides insight into those predicted workforce expenses so you can
accurately plan for overall human capital costs.

Make more detailed workforce predictions - Beyond helping your business meet evolving
needs for new skills, production, and productivity, HR forecasting also emboldens you to gain
deeper insight into your workforce. HR forecasting and analysis helps you predict turnover
related to retirement or market competition. It can also help you analyze how business strategy
changes will impact your workforce including production of a new product, change in target
audience, or the introduction of new employment or manufacturing regulations.

Forecast HR needs regularly - Business conditions are constantly changing, which means
your workforce is too. To effectively meet your HR needs, it’s important to review talent
requirements on an ongoing basis. For example:

If your business manufactures a product, labor needs will change as sales rise and fall. Your
business may see seasonal demand for that product, or other changes in consumer demand. In
this case, HR and sales forecasting should work together to identify sales spikes or declines
that will affect production and labor needs. Analyzing these forecasts regularly can minimize the
risk your business might fall behind on production and order fulfillment, produce too much
inventory, or pay a bloated workforce.

Steps to human Resource Planning/Forecasting

There are four general, broad steps involved in the human resource planning process. Each
step needs to be taken in sequence in order to arrive at the end goal, which is to develop a
strategy that enables the company to successfully find and retain enough qualified employees to
meet the company's needs.

Analyzing Labor Supply

The first step of human resource planning is to identify the company's current human resources
supply. In this step, the HR department studies the strength of the organization based on the
number of employees, their skills, qualifications, positions, benefits, and performance levels.

Forecasting Labor Demand

The second step requires the company to outline the future of its workforce. Here, the HR
department can consider certain issues like promotions, retirements, layoffs, and transfers—
anything that factors into the future needs of a company. The HR department can also look at
external conditions impacting labor demand, such as new technology that might increase or
decrease the need for workers.

Balancing Labor Demand With Supply

The third step in the HRP process is forecasting the employment demand. HR creates a gap
analysis that lays out specific needs to narrow the supply of the company's labor versus future
demand. This analysis will often generate a series of questions, such as:

 Should employees learn new skills?

 Does the company need more managers?
 Do all employees play to their strengths in their current roles?

3.) What is Executive development programmes? How it is different

from training ?

Executive development – or simply development because it refers to learning opportunities

thrown open to managers working at various levels – is any attempt to improve managerial
performance by imparting knowledge, changing attitudes or increasing skills.
The aim of development is not just to improve current job performance of managers but to
prepare them for future challenging roles.

This would involve upgrading their knowledge, looking at things from a refreshing fresh angle or
simply increasing their skill sets so that they can slip into complex and more demanding roles
effortlessly. Development aims at building the competencies of people, of preparing them for
planned career growth and is always future-focused.

Executive development or management development is a systematic and continuous process

through which the executives learn advanced knowledge and skills in managing.

Executive Development Programme (EDP) is a planned and organized process of learning and
growth designed to improve managerial behavior and performance of executives by cultivating
their mental abilities and inherent qualities through the acquisition and application of advanced
knowledge insights and skills.

“Executive development is eventually something that the executive has to attain himself. But he
will do this much better if he is given encouragement, guidance and opportunity by his
company”.

An Executive Development Program (EDP) incorporates both short- and long-term training
methods through a systemized, continuous process where employees learn advanced
knowledge and skills to prepare them for leadership.

Once you’ve made the commitment to improve leadership skills within your organization,
implementing an EDP is the best place to start. It plots the plan your organization will follow in
terms of nurturing leadership skills in all employees, at all levels. This program should cover
goals that align with strategic business and interpersonal needs.

There are two streams of EDPs that are worth considering:

1. Formal training

Formal training comprises classroom-based and online courses, seminars, formal mentorship
programs, and certification programs.

Classroom-based training for leaders includes a Master of Business Administration (MBA) and
an Executive Master of Business Administration (EMBA), arguably the best executive training
options out there. A formal mentorship component is usually included alongside classroom-
based learning to support participants with ongoing and practical feedback as they learn.

2. Informal training

Informal training includes anything that isn’t covered under formal training. Examples of informal
training methods include:

 Rotational assignments
 Action learning, where small groups tackle problems together to learn as a unit
  Task forces
 Supplemental readings
 Speaker forums and conferences
 Peer coaching

The reasons for undertaking executive development in organizations may be

summarized as follows:

i. Change and competition are continuous features which require continuous adaptation by the
organizations. For this, continuous upgradation of skills and competencies at all levels,
specifically at the management levels, is necessary.

ii. There is a need to hone the leadership skills of managers. Today’s organizations need
leaders, not managers. The executive development program (EDF) aims to address this
particular need.

iii. Continuous learning and knowledge development inform and mold managers, which also
helps them gain the respect of their subordinates. Motivating the management towards learning
executive development is a systematized approach.

iv. Information technology (IT) has become an all pervasive phenomenon and a majority of the
present-day organizational processes are seamlessly integrated with IT. The decision making
process has also been made easy with the help of IT support. It is thus necessary for the
managers to become IT savvy to use IT for enhancing the performance of their departments.

v. People management skills, along with technical skills, play a crucial role in the growth and
evolution of managers. The EDF addresses the need for developing the human competencies
of managers.

Development is different from training because it focuses on less tangible aspects of

performance, such as attitudes and values. It is a long-term educational exercise that helps
managers to acquire conceptual and theoretical knowledge in a systematic manner.
Training refers to the process of increasing the knowledge, skills and abilities of employees for
doing a work. Development refers to the overall growth of the employees
Development refers to the overall growth of the employees. These are learning opportunities
which are designed for employees to grow. These include not only those activities which help to
improve employees’ performance, but also help in employees’ growth.
Training focuses on developing the skills, which are already possessed by an employee,
whereas development focuses on developing hidden qualities and talents of employees.
 4.) What is Compensation Plans? Explain in details.

Compensation is a tool used by management for a variety of purposes to further the

existence of the company. Compensation may be adjusted according the business
needs, goals, and available resources.

Compensation may be used to:

 Recruit and retain qualified employees.

 Increase or maintain morale/satisfaction.
 Reward and encourage peak performance.
 Achieve internal and external equity.
 Reduce turnover and encourage company loyalty.
 Modify (through negotiations) practices of unions.

Recruitment and retention of qualified employees is a common goal shared by many

employers. To some extent, the availability and cost of qualified applicants for open
positions is determined by market factors beyond the control of the employer. While an
employer may set compensation levels for new hires and advertise those salary ranges,
it does so in the context of other employers seeking to hire from the same applicant
pool.

Morale and job satisfaction are affected by compensation. Often there is a balance (equity) that must be reached between the
monetary value the employer is willing to pay and the sentiments of worth felt be the employee. In an attempt to save money,
employers may opt to freeze salaries or salary levels at the expense of satisfaction and morale. Conversely, an employer wishing

to reduce employee turnover may seek to increase salaries and salary levels .
Compensation may also be used as a reward for exceptional job performance. Examples of such plans include:
bonuses, commissions, stock, profit sharing, gain sharing.
Different types of compensation include:

 Base Pay
 Commissions
 Overtime Pay
  Bonuses, Profit Sharing, Merit Pay
 Stock Options
 Travel/Meal/Housing Allowance
 Benefits including: dental, insurance, medical, vacation, leaves, retirement, taxes

Compensation Plans :-

Develop a program outline.

 Set an objective for the program.

 Establish target dates for implementation and completion.
 Determine a budget.

Designate an individual to oversee designing the compensation program.

 Determine whether this position will be permanent or temporary.

 Determine who will oversee the program once it is established.
 Determine the cost of going outside versus looking inside.
 Determine the cost of a consultant's review.

Develop a compensation philosophy.

 Form a compensation committee (presumably consisting of officers or at least including

one officer of the company).
 Decide what, if any, differences should exist in pay structures for executives,
professional employees, sales employees, and so on (e.g., hourly versus salaried rates,
incentive-based versus noncontingent pay).
 Determine whether the company should set salaries at, above, or below market.
 Decide the extent to which employee benefits should replace or supplement cash
compensation.

Conduct a job analysis of all positions.

 Conduct a general task analysis by major departments. What tasks must be

accomplished by whom?
 Get input from senior vice presidents of marketing, finance, sales, administration,
production, and other appropriate departments to determine the organizational structure
and primary functions of each.
 Interview department managers and key employees, as necessary, to determine their
specific job functions.
 Decide which job classifications should be exempt and which should be nonexempt.
 Develop model job descriptions for exempt and nonexempt positions and distribute the
models to incumbents for review and comment; adjust job descriptions if necessary.
 Develop a final draft of job descriptions.
 Meet with department managers, as necessary, to review job descriptions.
 Finalize and document all job descriptions.

Evaluate jobs.
  Rank the jobs within each senior vice president's and manager's department, and then
rank jobs between and among departments.
 Verify ranking by comparing it to industry market data concerning the ranking, and adjust
if necessary.
 Prepare a matrix organizational review.
 On the basis of required tasks and forecasted business plans, develop a matrix of jobs
crossing lines and departments.
 Compare the matrix with data from both the company structure and the industrywide
market.
 Prepare flow charts of all ranks for each department for ease of interpretation and
assessment.
 Present data and charts to the compensation committee for review and adjustment.

Determine grades.

 Establish the number of levels - senior, junior, intermediate, and beginner - for each job
family and assign a grade to each level.
 Determine the number of pay grades, or monetary range of a position at a particular
level, within each department.

Establish grade pricing and salary range.

 Establish benchmark (key) jobs.

 Review the market price of benchmark jobs within the industry.
 Establish a trend line in accordance with company philosophy (i.e., where the company
wants to be in relation to salary ranges in the industry).

Determine an appropriate salary structure.

 Determine the difference between each salary step.

 Determine a minimum and a maximum percent spread.
 Slot the remaining jobs.
 Review job descriptions.
 Verify the purpose, necessity, or other reasons for maintaining a position.
 Meet with the compensation committee for review, adjustments, and approval.

Develop a salary administration policy.

 Develop and document the general company policy.

 Develop and document specific policies for selected groups.
 Develop and document a strategy for merit raises and other pay increases, such as cost-
of-living adjustments, bonuses, annual reviews, and promotions.
 Develop and document procedures to justify the policy (e.g., performance appraisal
forms, a merit raise schedule).
 Meet with the compensation committee for review, adjustments, and approval.

Obtain top executives' approval of the basic salary program.

  Develop and present cost impact studies that project the expense of bringing the present
staff up to the proposed levels.
 Present data to the compensation committee for review, adjustment, and approval.
 Present data to the executive operating committee (senior managers and officers) for
review and approval.

Communicate the final program to employees and managers.

 Present the plan to the compensation committee for feedback, adjustments, review, and
approval.
 Make a presentation to executive staff managers for approval or change, and
incorporate necessary changes.
 Develop a plan for communicating the new program to employees, using slide shows or
movies, literature, handouts, etc.
 Make presentations to managers and employees. Implement the program.
 Design and develop detailed systems, procedures, and forms.
 Work with HR information systems staff to establish effective implementation
procedures, to develop appropriate data input forms, and to create effective monitoring
reports for senior managers.
 Have the necessary forms printed.
 Develop and determine format specifications for all reports.
 Execute test runs on the human resources information system.
 Execute the program.

Monitor the program.

 Monitor feedback from managers.

 Make changes where necessary.
 Find flaws or problems in the program and adjust or modify where necessary.

5.) What do you mean by control? Explain the process of control.

Controlling is the process of assessing and modifying performance to ensure that the
company's objectives and plans for achieving them are met.

Control is the final role of management. The controlling function will become obsolete if other
management functions are properly carried out. If there are any problems in the planning or
actual performance, control will be required.

Controlling ensures that the proper actions are taken at the appropriate times. Control can be
thought of as a process through which management ensures that the actual operations follow
the plans.

The company's managers check the progress and compare it to the intended system through
managing. If the planned and real processes do not follow the same path, the necessary
corrective action can be implemented.
The control process is the careful collection of information about a system, process, person, or
group of people which is required to make necessary decisions about each of the departments
in the process. Managers in the company set up the control systems which consist of the four
prior key steps which we will discuss in the later section.

The performance of the management control function is important for the success of an
organization. Management is required to execute a series of steps to ensure that the plans are
carried out accordingly. The steps that are executed in the control process can be followed for
almost any application, also for improving the product quality, reduction of wastage, and
increasing sales.

The Controlling process assures the management that the performance rate does not deviate
from its standards.

The controlling Process consists of five steps:

1. Setting the standards.

2. Measuring the performance.

3. Comparing the performance to the set standards

4. Determining the reasons for any such deviations which is required to be paid heed to.

5. Take corrective action as required. Correction can be made in regards to changing the
standards by setting them higher or lower or identifying new or additional standards in
the department.

Elements and Steps Of Control Process :-

1. Establishing Performance Measuring Standards and Methods

Standards are, by definition, nothing more than performance criteria. They are the
predetermined moments in a planning program where performance is measured so that
managers may receive indications about how things are doing and so avoid having to
monitor every stage of the plan's execution.

This simply means setting up the target which needs to be achieved to meet the
organizational goals. These standards set the criteria for checking performance. The
control standards are required in this case.

Standard elements are especially useful for control since they help develop properly
defined, measurable objectives.

2. Measuring the Performance

Performance against standards should be measured on a forward-looking basis so that

deviations can be discovered and avoided before they happen. Appraising actual or
predicted performance is relatively simple if criteria are properly drawn and methods for
determining exactly what subordinates are doing are available.
 The actual performance of the employee is then measured against the set standards.
With the increase in levels of management, the measurement of performance becomes
quite difficult.

3. Determining if the Performance is up to par with the Standard

In the control process, determining if performance meets the standard is a simple but
crucial step. It entails comparing the measured results to previously established norms.
Managers may assume that "all is under control" if performance meets the benchmark.
Comparing the degree of difference between the actual performance and the set
standard.

4. Developing and Implementing a Corrective Action Plan

This phase becomes essential if performance falls short of expectations and the analysis
reveals that corrective action is required. The remedial measure could include a change
in one or more of the organization's functions.
This is being initiated by the manager who corrects any sorts of defects in the actual
performance.

Types of Control :-

There are five different types of control:

1. Feedback Control: This process involves collecting the information on which the
task is being finished, then assessing that information and improvising the same
tasks in the future.

2. Concurrent control (also known as real-time control): It investigates and corrects

any problems before any losses arising. An example is a control chart. This is the
real-time control, which checks any problem and examines the same to take action
before any loss has been caused.

3. Predictive/ feedforward control: This type of control assists in the early

detection of problems. As a result, proactive efforts can be done to avoid a
situation like this in the future. Predictive control foresees the problem ahead of its
occurrence.

4. Behavioral control: This is a direct assessment of managerial and staff decision-

making rather than the consequences of those decisions. Behavioral control, for
example, sets incentives for a wide range of criteria in a balanced scorecard.
 5. Financial and non-financial controls: Financial controls refer to how a firm
manages its costs and spending to stay within budgetary limits. Non-financial
controls refer to how a company manages its costs and expenses to stay within
budgetary constraints.

Features of Controlling:-

The features of controlling are discussed point-wise to give a clear insight into the concept. The
features are as follows:

 Controlling helps in achieving organizational goals.

 The process facilitates optimum use of resources.

 Controlling judges, the accuracy of the standard.

 The process also sets discipline and order.

 The controlling process motivates the employees and boosts the employee morale,
eventually, they strive and work hard in the organization.

 Controlling ensures future planning by revising the set standards.

 This improves the overall performance of an organization.

 Controlling minimizes the commission of errors.

Advantages Of Controlling:-

The organization inculcates the process of controlling due to its undying advantages. The
advantages of control are as follows:

 The Controlling Process saves time and energy.

 This allows the managers to concentrate on important tasks, and also allows better
utilization of the managerial resource.

 Assures timely and corrective action to be taken by the manager.

In contrast to this, controlling suffers from the disadvantage that the organization has no control
over the external factors that also affect the organization. The controlling Process becomes a
costly affair, especially for small companies.