Importance of Controlling in Management

Planning without controlling is useless. Undoubtedly, controlling also helps, managers monitor environmental changes and the effects of these changes on the organizations' progress. The gravity of control in management may be ascertained from the following discussion : 

(1) Coping with changes : Each and every modem organization has to cope with changes in the environment. New products and technologies emerge. government regulations are too often amended or enacted, competitors change their strategies. The control function helps managers to respond to these environmental changes as and when necessary. (2) Creating better quality : Modern industries follow total quality management (TQM) which has led to dramatic improvements in controlling. Under it, process flaws create seed, and the process is of mistakes. Employees are empowered to inert and improve their own work and this also helps cage their attitudes and approaches to achieving effective control. There are innumerable examples in which the TQM program had helped restore Quality, decrease cost and increase production  on of   it organizations that confronted threats of shutdowns owing to low quality, high cost and declining productivity. 

(2) Creating faster cy1es : Control helps speed up the cycles' involved in creating and then delivering new products and services to customers. Speed is essential in complying with customers' orders. But modern marketing managers must remember that today's customers expect not  only speed but also customized products and services. It is clear that the most successful companies try to personalize things and tailor them to individual needs. They most successfully target narrow customer niches with specific models. 

(3) Adding value : An organization that strives to survive through competition should be able to "add value" to products or services so that customers prefer them to those offered by the organization's rival. Very often this added value takes the form of above-average quality achieved through exacting control procedures.

(4)Facilitating delegation and teamwork: Modern participative management has changed the nature of the control process. Under the traditional system, the manager would specify both the standards for performance and the me,hods for achieving them. Under a new. Participative system, managers communicate the standards, but then let employees, either as individuals or as teams, use their own creativity to decide how to solve certain work problems. The control process, then. lets the manager monitor the employees' progress without hampering employees' creativity or involvement with the work.

I