The relationship of Controlling with other Functions of Management

What does mean the relationship of Controlling? Control is closely related to other functions of management because control may affect by other functions and may affect other functions too. Often it is said planning is the basis, the action is the essence, delegation is the key, and information is the guide for control. Relations of Controlling with other Management Functions in Hindi.

Here are explained; The relationship of Controlling with other Functions of Management.

This reflects how control is closely related to other functions of management. In fact, managing process is an integrated system and all managerial functions are interrelated and interdependent. When control exists in the organization, people know: what targets they are striving for, how they are doing in relation to the targets, and what changes are needed to keep their performance at a satisfactory level.

The relationship of controlling with major managerial functions can describe as follows:

Planning:

Planning is the basis for control in the sense that it provides the entire spectrum on which control function is based. In fact, these two terms are often using interchangeably in the designation of the department, which carries production planning, scheduling, and routing. It emphasizes that there is a plan, which directs the behavior and activities in the organization.

Control measures this behavior and activities and suggests measures to remove deviation if any. Control further implies the existence of certain goals and standards. The planning process provides these goals. Control is the result of particular plans, goals, or policies. Thus, planning offers and affects control. There is a reciprocal relationship between planning and control.

Thus various elements of planning provide what is intended and expected and the means by which the goals are achieving. They provide a means for reporting back the progress made against the goals, and a general framework for new decisions and actions in an integrated pattern. Properly conceived plan become important elements in implementing effective control.

Action:

Action as the Essence, Control basically emphasizes what actions can take to correct the deviation that may be found between standards and actual results. The whole exercise of the managerial process is taken to arrive at organizational objectives set by the planning process.

For this purpose, actions and further actions are necessary; each time there may be correction and change in the actions depending upon the information provided by control procedure. Though it is not necessary that each time a corrective action is taking but control ensures the desirability of a particular action.

This is important for organizational effectiveness. Thus, in a real sense, the control means action to correct a condition found to be in error or action to prevent such a condition from arising and is never achieve without having acted as an essential step.

Delegation:

Delegation is the key for control to take place because control action can be taken only by the managers who are responsible for performance but who have the authority to get the things done. A manager in the organization gets authority through delegation and red legation. It does not make sense to make someone responsible for achieving results without delegating him adequate authority.

In the absence of adequate authority, a manager is unlikely to take effective steps for correcting the various deviations located in the process of analysis. Taking of corrective actions may see in the context of controllability of a factor affecting the deviation or non-achievement of organizational objectives. Some of these factors are controllable and some are uncontrollable.

A controllable factor is one, which can control by executive action, while the uncontrollable factors lie outside his jurisdiction. A manager’s action is likely to be more effective if more factors are controllable by him. He can have better controllability if he has been authorizing to take decisions on various matters concerning him and affecting his action. Tile best policy of delegation is the matching of responsibility and authority.

It suggests that a manager must have corresponding authority as compared to his responsibility. He has to control the operations, which are exercising by taking action. And, action may take within the limit of the authority. So the only person who can directly control activities is the one who is directly responsible for them. This is the basic principle for effective organizations.

Information:

Information as of the Guide, Control action is guiding by adequate information from beginning to the end. Management information and management control systems are closely interrelating; the information system is designing on the basis of the control system. Every manager in the organization must have adequate information about his performance, standards, and how he is contributing to the achievement of organizational objectives.

There must be a system of information tailor to the specific management needs at every level. Both in terms of adequacy and timeliness. Control system ensures that every manager gets adequate information. The criterion for adequacy of information for a manager is his responsibility and authority that is in the context of his responsibility and authority. What type of information a manager needs.

This can determine on the basis of careful analysis of the manager’s functions. If the manager is not using any information for taking a certain action. The information may mean for informing him only and not falling within his information requirement.

Thus, an effective control system ensures the flow of information. That is requiring by an executive, nothing more or less. There is another aspect of information for control and other function, that is, the timeliness of the information. Ideally speaking, the manager should supply the information when he needs it for taking action. For correcting the deviation, timely action is requiring by the manager concerned.

For this purpose, he must have the information at the proper time and covering the functioning of a period, which is subject to control. The control system functions effectively on the basis of the information, which is supplying in the organization. However, the information is using as a guide and on this basis, a manager what action can take.