8 transglobe control

T R A N S G L O B A L A C A D E M Y
Organisational Behaviour
Babu Appat

O R G A N I S AT I O N A L B E H AV I O U R - U N I T - I

Transglobe Academy
Controlling

The control process is a
three-step process that
involves measuring actual
performance, comparing
actual performance against a
standard, and taking
managerial action to correct
deviations or inadequate
standards.

Before considering each step in detail, we should
be aware that the control process assumes that
performance standards already exist.

These standards are the
specific goals created
during the
planning against which
performance progress can
be measured.

Step I:
Measuring:
This is the first step in the
control process. Four common
source of information frequently
used by managers to
measure actual performances
are personal observation,
statistical reports, oral reports and
written reports.

Each has particular advantages
and its own drawbacks;
however, a combination of inform
ation sources increases both
the number of input sources
and the probability
of getting reliable information.

It is desirable to use both
quantitative and qualitative criteria
to measure the actual performance.
For instance, a production manager
use number of paper cups produced
per hour, percentage of rejects
retuned by customers, scrap rate etc.
Similarly, marketing managers often
use measures such as percentage of
market held, average rupee per sale,
number of customer visits per sales
person etc.

Step II:
Comparing:
The comparing step determines the degree
of variation between actual performance
and the standard. Some variation in
performance can be expected in all
activities. It is critical, therefore, to
determine the acceptable range of variation.
Deviation that exceeds this range
become significant and need the manage
r's attention. In the comparison stage, m
anagers are particularly concerned with the
size and direction of the variation.

Step III:
Taking Managerial
Action:
Managers can choose
among three possible
course of action:
i) they can do nothing,
ii) they can correct the
actual performance
iii) they can revise the
standards.

Correct Actual Performance:
If the source of performance
variation is unsatisfactory,
the manager may have to
take corrective
actions. Examples of such
corrective actions might
include changing the
strategy, the structure,
compensation practices or
training programs,
redesigning jobs or
firing employees etc.

A manager who decides actual
performance has to make
another decision: Should
immediate or basic corrective
action be taken?
Immediate corrective action
corrects problems at once to
get performance back on track.
Basic corrective action looks at
how and why performance has
deviated and then proceeds to
correct the source of the
deviation.

It is not unusual for managers
to rationalize that they do not
have the time to take basic
corrective action and,
therefore, musts be content
to perpetually
'put out fires' with
immediate corrective action.

Efficient managers
analyze deviations and,
when the benefits
justify it, take the time
to pinpoint and correct
the causes of variance.

Management
Roles
Mintzberg proposed ten
managerial roles a typical manager
has to perform in discharging his
day-to- day activities. Mintzberg's
ten managerial roles can be
grouped as those concerned with
interpersonal relationships, those
concerned with transfer of
information, and those concerned
with decision- making.

Interpersonal Roles
This refers to those types of
managerial roles that involve
people and the interaction with
them. These roles also is
attributed other duties that are
ceremonial or symbolic in
nature.
There are three types of
interpersonal roles:

Figure head Role:
Manager performs a role as symbolic
head and accordingly he is obliged to
perform a number of routine duties
of a legal or social nature. The typical
activities include greeting visitors,
signing legal documents etc.

Leader Role:
As a leader of the department, manager gives direction to his
employees and other subordinates to fulfill the assigned goals
and objectives. He is responsible for the motivation and
activation of subordinates. Also he is responsible for staffing,
training and associated activities. Some of the typical activities
include goals setting, providing guidance, review the progress of
work etc.

Liaison Role:
The manager is required to maintain contact with external
sources that provide valuable information. These sources are
individual or groups outside the managers unit and may
be inside or outside the organization. For this he as to maintain
self-developed network of outside contacts and informers who
provide favors and information, for example, acknowledging
mail, doing external board work etc.

C O N T R O L
Control- Measuring,
Comparing, Managing
action, Corrective action,
Management Roles-
interpersonal roles-
Figure-head Roles Informational Roles.

C O N T R O L L I N G
• Controlling
• Measuring
• Management Action
• Corrective steps
• Management Roles
• Interpersonal Roles
• Job relevant knowledge
• Behavioural Theories
• Autocratic Style
• Democratic Style
• Lissez-faire Styles
• Situational Theories
• Hersey Blanchard's Life Cycle Model
• Fiedler's Contingency Model
• Controlling
• Management Rolls,
• Interpersonal Roles
• Informational roles
• Decisional Roles
• Management Skills
• Technical skills
• Interpersonal Skills
• Conceptual skills

H A P P Y L E A R N I N G
F R U I T F U L C A R E E R
Wish you all success in your life
Babu
Appat

Wish you all success in your life
Babu
Appat

8 transglobe control

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