The 4th Funciton of Management: Controlling Essays

     Management is accomplished through four functions of management: planning, organizing, leading, and controlling. According to Bateman-Snell, planning is the management function of systematically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursue in the future. Organizing is the management function of assembling and coordinating human, financial, physical, informational, and other resources needed to achieve goals. Leading is the management function that involves the manager’s efforts to stimulate high performance by employees. Controlling is the management function of monitoring progress and making needed changes. The

It is the methodology of observing, looking at and adjusting work execution. All managers ought to be included in the control capacity regardless of the possibility that their units are executing as arranged. Managers can’t generally know whether their units are performing appropriately until they have assessed what exercises have been carried out and have contrasted the genuine execution and the coveted standard. A powerful control framework guarantees that exercises are finished in ways that prompt the accomplishment of the association's objectives. The paradigm that decides the adequacy of a control framework, then, is the means by which well it helps workers and chiefs accomplish their objectives. An organizational

The four functions of management include planning, organizing, leading, and controlling. Each provide the fundamentals needed in a company that is just starting or a company that has been established for many years. Planning is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals. Planning activities include analyzing current situations, anticipating the future, determining objectives, deciding in what types of activities the company will engage, choosing corporate and business strategies, and determining the resources needed to achieve the organization’s goals. Plans set the stage for action and for major achievements (Bateman, Snell,

Challenges that the top management may face when designing and implementing effective management control systems in organizations.

After strategies are planned and arrangements are made, management 's essential assignment is to make moves to guarantee that these arrangements are done, or, if conditions warrant, that the arrangements are adjusted. This is the discriminating control capacity of administration. Also since administration includes guiding the exercises of others, a real piece of the control capacity are verifying other individuals do what ought to be done. In numerous circumstances, a control framework manufactured around estimation and criticism is not attainable. Furthermore actually when plausibility is not a restriction, utilization of an input situated control framework is frequently a second rate result. Yet, great controls might be made and kept up utilizing different procedures. In the event that all work forces dependably did what was best for the association, control and even administration would not be required (Krajewski, 2007). However, clearly people are once in a while incapable or unwilling to act in the association 's best investment, and a set of controls must be actualized to make preparations for undesirable conduct and to empower alluring activities.

Controlling Process in Management Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. In the functions of management cycle - planning, organizing, directing, and controlling - planning moves forward into all the other functions, and controlling reaches back. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. Control is the process through which standards for performance of people and processes are set, communicated, and applied.

In July of 2000, General Mills acquired Pillsbury from London based Diageo for $10.5 billion in stock and assumed debt. (All Business, A D&B Company) After the merger, managers from General Mills were now faced with integrating the two Minnesota based companies. A special concern that had been brought up was marketing issues. With such household names such as Pillsbury, Betty Croker, Green Giant, Wheaties, and Cheerios, the managers at General Mills had a large task at hand on how to continue to market the many brands under their umbrella. As said by Kevin Wilde, the company’s chief learning officer, they had wanted to

Feedback control is the most popular type of control and as the name implies it relies on feedback. With this concept control takes place after the activity is done. An example of this would be the Toyota recall situation where based on feedback from customers (in the form of complaints), the company sought to correct the problem after the product had reached the consumer. With this type of control, there can be significant damage or wastage which can come at a high cost. However, feedback control does have some advantages as it gives the manager valuable information or insight into how effective the planning was. The manager can compare actual performance to planned performance. If the variance is minor then it can be said that performance was on target. However if the variance is major then the manager can use that information to implement or update his plans as required.

Control systems are formal, target-setting, monitoring, evaluation and feedback systems that provide managers with information about how well the organisation’s

The topic of this paper is on the pros and cons of being a good manager. The purpose of this paper is to inform the reader of exemplifying good quality management skills at such a young age. After reading this paper I expect the reader to very well informed on what type of skills it takes to become a good manager. The reader should be able to identify the obstacles the managers face and understand that as a manager your job does not always stop at the end of the workday.

Controlling is measuring performance and making necessary adjustments as needed. Measuring performance comparing it to the goals which was earlier set by the management. They will know the status of progress and change it if needed.

Management control system (MCS), as a vital part of an organization, which purpose allows organizations to ensure that their activities achieve the objects they desire. The process of designing and improving MCSs requires addressing three basic questions. What is desired? What is likely to occur? And What is the effect of contextual factors ?Then managers must address each of these questions. What controls should be used?

A large reason that individuals resist control is due to over control, or the attempt by the organization to regulate too many things. People also tend to struggle when the concentration of control is unfitting or when they dread too much accountability. There are numerous methods managers can use to minimize opposition to change. If a good control system and accurate controls are implemented from the beginning, employees are less likely to resist the system. Individuals are more likely to adhere to controls if they are contributors to their design and

Simons (1995) defines management control systems (MCSs) as formal, information-based routines and procedures used by managers to maintain or adjust patterns in organisational activities. The quality of control systems is referred to their effectiveness, regardless the type, either they exist in positive or negative form. The characteristics portrayed by individual companies are not identical, hence each of them may require different type of controls. Variation in firm’s objectives, strategies, cultures, structures and sizes are the factors that oppose the idea to rely extensively on a control system that use financial target as a single scope of performance measures. Contingency theory postulates “there is no universal applicable control system with universal validity to all organisation in all settings. In contrast, the specific surroundings and external factors an organisation is exposed to shape the system” (CIMA, 2013). Besides, firms may experience unpredictable incidents that occur in many ways such as inconsistent demands, mismanagement of employees, crises with suppliers, economy instability, etc. For these reasons, organisations should adapt their structure to the contingencies, assuming the idea that the greater the adaptation, the better the performance (Junqueira & Dutra, 2015).

Controlling is used in a management function to measure performance with planned performance and taking corrective action to help make sure business objectives are met within a business (Mosley, D. C., Mosley D. C., & Pietri, P. H. 2015 p. 412). Anna needs to set a control system of for the department, she will be taking over. Controls should be timely, she needed to take corrective action about the staff having a huge problem with being absent (Mosely, D.C., Mosely D. C., & Pietri P.H.2015). The controls need to focus on the person and the organization so that they can achieve the goals they have set. Anna should see who are the people that are missing more work than others. Anna might need to ask for a report on the absentees and see