CONTROLLING

as a function of management
CONTROLLING

Controlling is verifying whether everything occurs in conformity

with the plan adopted, the instruction issued and principles
established.

It has for object to point out weaknesses and errors in order to rectify
them and prevent recurrence.

It appears on everything,
THINGS, PEOPLE, and ACTIONS.

2
CONTROLLING

The managerial function of controlling is the measurement & correction

of performance in order to make sure that enterprise objectives and the
plans devised to attain them are closely related.

Planning and controlling are closely related.

Controlling is the function of every manager

from president to supervisor in an organization.

3
 ESTABLISHING STANDARDS
Plans are the yardsticks against which managers device controls.
Hence controls require plans.

Since plans vary in detail & complex and

since managers can not watch everything,
special standards are established.

STANDARDS ARE SIMPLY… CRITERIA OF PERFORMANCE.

They are the selected points in entire planning program at which measures of
performance are made so that managers can receive signals about how things are going &
thus do not have to watch every step in the execution of plans.
4
 ESTABLISHING STANDARDS

For the purpose of CONTROL,

a standard is defined as a unit of measurement
that can serve as a REFERENCE POINT FOR EVALUATING RESULTS.

Thus, in a broad sense, goals, objectives, quotas, and performance targets

will also serve as ‘standard’ in the control process.

Some specific standards are –

SALES QUOTAS, BUDGETS, JOB DEADLINES,
MARKET SHARE and PROFIT MARGINS.
5
8 STEPS IN CONTROLLING

Establishment COMPARE
Actual MEASURE
of Actual performance
PERFORMANCE actual performance
STANDARDS vs. Standard

Program Identification
IMPLEMENTATION Analysis of
of of
of CAUSES OF
CORRECTIVE DEVIATIONS
corrections DEVIATIONS
ACTIONS

5
03/06/2024 7
03/06/2024 8
03/06/2024 9
ESTABLISHING STANDARDS

PHYSICAL STANDARDS

TECHNICAL STANDARDS

MONETARY STANDARDS

MANAGERIAL STANDARDS

TIME STANDARDS
10
 CRITICAL CONTROL POINTS & STANDARDS

The points selected for control should be critical.

The principle of critical point control states that –

“Effective control requires attention to those factors

critical to evaluating performance against plans”
Following are the types of Critical Point Standards used:
1 PHYSICAL STANDARDS 2 COST STANDARDS 3 CAPITAL STANDARDS
4 REVENUE STANDARDS 5 PROGRAM STANDARDS 6 INTANGIBLE STANDARDS
7 GOALS AS STANDARD 8 STRATEGIC PLANS AS STANDARDS
11
 CRITICAL CONTROL POINTS & STANDARDS

1 PHYSICAL STANDARDS
they are non-monetary measurements and are common at the operating level, where
materials are used, labour is employed, services are rendered, and goods are produced.

They may reflect quantities such as labour hours per unit of output, Kg of fuel per HP
power generated, units of production per machine hour etc. it may also reflect
quantities such as hardness of bearings, closeness of tolerances, durability of fabrics etc .

12
 CRITICAL CONTROL POINTS & STANDARDS

2 COST STANDARDS
cost standards are monetary measurements, and like physical standards, are common at
the operating level. They attach monetary values to the costs of operations.

It reflects various costs as direct & indirect cost per unit produced, labour cost per unit,
material cost per unit, machine hour cost etc.

13
 CRITICAL CONTROL POINTS & STANDARDS

3 CAPITAL STANDARDS
there are a variety of capital standards, all arising from the application of monetary
measurements to physical items. They have to do with the capital invested in the firm
rather than with operating costs & are therefore primarily related to balance sheet rather
than to income statement.

Most widely used capital standards are Return on

Investment (ROI).

The Balance Sheet will disclose other capital standards such

as current assets to current liabilities ratio, debt to net worth
ratio, fixed investment to total investment ratio, receivables to
payables ratio (Both cash & credit), size & turnover of
inventories.
14
 CRITICAL CONTROL POINTS & STANDARDS

4 REVENUE STANDARDS
they arise from attaching monetary values to sales.

They may include standards such as

revenue per bus passenger per mile,
average sales per salesmen or customer etc.

15
 CRITICAL CONTROL POINTS & STANDARDS

5 PROGRAM STANDARDS
a manager may be assigned to install a variable budget from a program for formally
following the development of new products, or a program for improving the quality of a
sales force.

Although a subjective judgment may have to be applied

in appraising program performance, timing & other
factors can be used as objective standards.

16
 CRITICAL CONTROL POINTS & STANDARDS

6 INTANGIBLE STANDARDS
More difficult to set these standards since these standards are not expressed either in
physical or monetary measurements. Many intangible standards exist in business.
Considerable judgment, trial & error, and even an occasion may be used for setting and
using the intangible standards.
Examples:

What can one use for determining whether the advertising

program meets both short & long run objectives?

Whether the public relations program is successful?

Are supervisors loyal to the company objectives? etc.

17
 CRITICAL CONTROL POINTS & STANDARDS

7 GOALS AS STANDARDS
the quantitative goals set by the organization act as standards, since these set goals are
tangible and can be suitably used as standards for the purpose of control.

8 STRATEGIC PLANS AS STANDARDS

strategic plans drawn by organizations may also act as standards and used as critical points
for strategic control purposes.

18
3 TYPES OF CONTROL

19
3 TYPES OF CONTROL

FEED FORWARD CONTROLS

Control that allows managers to
anticipate problems before they arise

CONCURRENT CONTROLS
Give managers immediate feedback on
how efficiently inputs are being transformed into outputs

FEEDBACK CONTROLS
Control that gives managers information about
customers’ reactions to goods and services 20
3 TYPES OF CONTROL

COMPARISON OF SIMPLE FEEDBACK AND FEEDFORWARD SYSTEM DESIRED VALUES OF

OUTPUTS
INFORMATION FLOW (STANDARD)
CORRECTIVE ACTIONS

INPUTS PROCESS OUTPUTS

SIMPLE
FEEDBACK
FEEDFORWARD
21
MANAGEMENT CONTROL TECHNIQUES

Classified under three basic categories:

1. BUDGETARY CONTROLS
2. NON-BUDGETARY CONTROLS
3. NETWORK TECHNIQUES

22
1. BUDGETARY CONTROLS

A process of finding out what is being done and

comparing the actual results with the budgeted.

This is done in order to approve accomplishments or to

remedy differences by adjustment or correction.

Types: Fixed budget, Flexible budget, Master budget,

Sales budget, Production budget, Materials budget,
Labor budget, Capital expenditure budget.

23
BUDGET: DEFINITION & CONCEPT

BUDGET is a single-use plan that details the

resources – usually financial, that will be required
to complete a program, project, or other
organizational activity.

The report can be viewed by the manager and

can take required action.

24
BUDGET: TYPES IMPORTANT

i Financial Budget
ii Operating Budget
iii
Non-monetary Budget

Cash flow, or cash budget Sales or revenue budget Labor budget

Capital expenditure budget Expense budget Space budget

Balance sheet budget Profit budget Production budget

25
 BUDGET: TYPES
i
A FINANCIAL BUDGET indicates the organization expects to get its cash for
the common time period and how it plans to use it.
Financial Budget Sources and uses of cash
Cash flow, or cash budget All sources of cash income or expenditure in monthly,
weekly, or daily periods
Capital expenditure budget Costs of major assets such as plant, machinery, or land

Balance sheet budget Forecast of the organization’s assets and liabilities in the
event all other budgets are met

26
 BUDGET: TYPES
ii
AN OPERATING BUDGET is concerned with planned operations within the
organization.
Operating Budget Planned operations in financial matters
Sales or revenue budget Income the organization expects to receive from normal
operations
Expense budget Anticipated expenses for the organization during the
coming time period
Profit budget Anticipated differences between the sales or revenues
and expenses

27
 BUDGET: TYPES
iii
A NON-MONETARY BUDGET is a budget expressed in non financial terms,
such as units of outputs, hours of direct labor, machine hours or square foot
allocations.
Non-monetary Budget Planned operations in non financial terms
Labor budget Hours of direct labor available for use

Space budget Square feet of space available for various functions

Production budget Number of units to be produced during the coming time

period
28
 DANGERS IN BUDGETING

 OVER-BUDGETING – There is a danger of over-budgeting through spelling out minor

expenses in detail and depriving managers of needed freedom in managing their
departments.
 OVER-RIDING ENTERPRISE OBJECTIVES/GOALS – Another danger lies in allowing budgetary
goals to become more important than enterprise goals. In this zest to keep within budget
limits, managers may forget that they owe primarily to enterprise objectives.
 HIDING INEFFICIENCY – it may be used to hide inefficiencies of managers.

 CAUSING INFLEXIBILITY – it is one of the greatest dangers in budgets. flexibility in decisions

will be lost due to budgets and decision will become rigid.
29
 BUDGET: TYPES

VARIABLE BUDGET

Dangers arise from inflexibility in budgets

because maximum flexibility consistent with efficiency
underlies good planning.

Attention has been increasingly given to

VARIABLE / FLEXIBLE BUDGETS

30
 BUDGET: TYPES

VARIABLE BUDGET

These budgets are designed to vary usually on as the volume of sales / some
other measure of output varies.

Some costs do not vary with volume of output, particularly in the short
period of time.

Costs that vary with volume of output range from those that are completely
variable to those that are only slightly variable.

31
 BUDGET: TYPES

VARIABLE BUDGET Monthly Sales Volume (in 000s)

Item of Expense
20 40 60 80 100
A fixed budget will work as well Material X 5X
with good plans and sales Labour
Over Heads
Y
Z
7Y
3Z
forecasts, a variable budget forces
Cost of Production A 2A
study of & preoccupation with,
factors which translate workload Engineering B 2B
Research & Development C 2C
into labour and expense need. Sales & Distribution D 4D

Total Cost ` ```

A typical variable budget is shown.
Profit
% Profit to Sales
 BUDGET: TYPES

ZERO BASED BUDGETING

Another type of budgeting, the purpose of which has much in common with the purpose of
a well operated system of variable budgeting, is ZERO BASE BUDGETING.

The idea behind this technique is to divide enterprise programs into “packages”
composed of goals, activities & needed resources & then to calculate costs for each
package from the ground up.

By starting the budget of each package from base zero, costs are calculated afresh
for each budget period, thus avoiding the common tendency in budgeting of looking only
at changes from the previous period.
33
 2. NON-BUDGETARY CONTROL DEVICES

There are many traditional control strategies that

are not connected with budgets.

i Statistical data
ii Special reports and analysis
iii Operational audit
iv Personal observation
34
 2. NON-BUDGETARY CONTROL DEVICES

i STATISTICAL DATA
Most managers understand statistical data the best when the
data is presented in chart or graphic form, since trends and
relationships are then easier to see.

Moreover if data are to be meaningful, even when presented

on charts, they should be formulated in such a way that
comparisons to some standard can be made.

Since no manager can do anything to history, it is essential that statistical reports show
trends so that the viewer can extrapolate where things are going. Hence, most data when
presented on charts, should be made available as averages to rule out variations due to
accounting periods, seasonal factors, and the periodic variations.
35
 2. NON-BUDGETARY CONTROL DEVICES

ii SPECIAL REPORTS AND ANALYSIS

In control, special reports & analysis help in particular

problem areas.

Routine accounting & statistical reports furnish a good

share of necessary information, there are often areas in
which they are inadequate.

It may be that some of the funds spent for elaborate information

programs could be more profitably spent for special analysis.
36
 2. NON-BUDGETARY CONTROL DEVICES

iii OPERATIONAL AUDIT

It is the regular and independent appraisal by a staff of
internal auditors, of the accounting, financial & other
operations of an enterprise.

Although often limited to the auditing of accounts, in its most

useful form operational auditing includes appraisal of
operations in general, weighing actual results against planned
ones.

iv PERSONAL OBSERVATION
It is also called as “Managing by Walking Around” by some organizations.
37
 3. TIME-EVENT NETWORK ANALYSIS

PERT – Program Evaluation & Review Technique.

CPM – Critical Path Method.
Both are meant for planning and control of projects.

PERT is a probabilistic model CPM is a deterministic model

i.e. It takes into account uncertainties i.e. it does not take into account the
involved in the estimation of time of a job uncertainties involved in the estimation of time
or an activity. for execution of a job or an activity.

It uses three estimates of the activity time

– optimistic, pessimistic and most likely.
38
 3. TIME-EVENT NETWORK ANALYSIS

GANTT Charts – show the time relationships between “events” of a

production system.

Gantt chart, commonly used in project

management, is one of the most popular and
useful ways of showing activities (tasks or events)
displayed against time.

On the left of the chart is a list of the activities and

along the top is a suitable time scale. Each activity is
represented by a bar; the position and length of the bar
reflects the start date, duration and end date of the
activity.
This allows you to see at a glance: 39
 OVERALL CONTROL
Controls are designed for specific things:
policies, employee selection, training, etc.
where we wish the performance
to conform the plans.

Such controls apply to a PART OF ENTERPRISE

and do not measure TOTAL ACCOMPLISHMENTS
against total odds.
40
 OVERALL CONTROL
OVERALL CONTROLS ARE GENERALLY FINANCIAL IN NATURE.

1
There are three major reasons for control of overall performance.

3
just as overall planning must apply
to enterprise or major division overall controls permit
goals, so must overall controls be measure of integrated area
applied. manager’s total effort,

2
rather than parts of it.

decentralization of authority – especially in product or

territorial division creates semi-independent units,
and these must be subjected to overall controls to
avoid the chaos of complete independence. 41
 OVERALL CONTROL DEVICES

I BUDGET SUMMARIES & REPORTS

II PROFIT AND LOSS CONTROL
III RETURN ON INVESTMENT

42
03/06/2024 43
1 OVERALL CONTROL DEVICES

BUDGET SUMMARIES & REPORTS

44
 OVERALL CONTROL DEVICES

BUDGET SUMMARIES & REPORTS

i
A budget summary is
a resume of all the individual budgets,
reflects company plans so that
sales volume, costs, profits, utilization of capital,
and
return on investment may be seen
in a proper relationship.

45
 OVERALL CONTROL DEVICES

BUDGET SUMMARIES & REPORTS

i
In these terms it shows, top management how well the company as a whole
is succeeding in meeting its objectives.

For the best control through budget summary, a manager must first be
satisfied that total budgets are an accurate and reasonably complete
portrayal of the company’s plans.

Minor discrepancies should receive appropriately little attention. The purpose

of a control system is to draw attention to important variations, and both
the budget reports & the attention paid to them should reflect this. 46
 OVERALL CONTROL DEVICES

BUDGET SUMMARIES & REPORTS

i
Managers should not under-estimate the value of the budget summaries in
providing an effective means for overall control in situations of
decentralized authority.

Budget summaries furnish a means whereby enterprise objectives can be

clearly & specifically defined & departmental plans can be made to contribute
toward such objectives.

The summaries hence, furnish a useful guide for Corrective action.

47
2
OVERALL CONTROL DEVICES

PROFIT AND LOSS CONTROL

48
 OVERALL CONTROL DEVICES

PROFIT AND LOSS CONTROL

ii
Since the survival of a business usually
depends upon profits & since profits are a
definite standard against which to measure
success, many company’s use the income
statement for divisional & departmental
control.
Since income statement is a statement of all
revenues and expenditures for a given time,
it is a true summary of the results of business
operations. 49
 OVERALL CONTROL DEVICES

PROFIT AND LOSS CONTROL

ii
P & L control, when applied to divisions/departments, is based on the
premise that if it is the purpose of the entire business to make a profit, each
part of the enterprise should contribute to this purpose.

Hence, ability of a part to make an expected profit becomes

standard for measuring its performance.

50
 OVERALL CONTROL DEVICES

PROFIT AND LOSS CONTROL

ii
In P & L control, each major department/division details its revenue &
expenses – normally including a proportionate share of company overhead –
and calculates periodically its profit/loss. Some units have their own
accounting groups , in others, the statement is prepared by the central
accounting department.

P & L control usually is practicable only for major segments of a company,

since the paperwork involved in building up P & L statements for smaller
departments tend to be too heavy.
51
 OVERALL CONTROL DEVICES

PROFIT AND LOSS CONTROL

ii
Also P & L control usually implies that the managers of a division/department
have fairly wide authority to run their part of the business as they see fit, with
profit the primary standard of success.

The more integrated & complete the organizational unit, the more accurate
a measuring stick of P & L control can be. Hence it works best in product &
territorial divisions.

Companies organized on a functional basis do occasionally employ P & L control. In most

instances, P & L control is not applied to central staff & service departments. 52
PROFIT AND LOSS CONTROL : LIMITATIONS

1 3
High cost of accounting & P&L control may be
paper transactions involving inadequate for overall
intra-company transfer of costs performance.
& revenues.

2 4
Duplication of accounting If it is carried very far in the
records in several places. organization, is that departments
may come to compete with an
aggressive detachment not
helpful to enterprise
coordination.
53
3 OVERALL CONTROL DEVICES

RETURN ON INVESTMENT

54
 OVERALL CONTROL DEVICES

RETURN ON INVESTMENT
iii
ROI technique is used to measure both absolute and
relative success of a company or a company unit by
determining the ratio of earnings to investment of capital.

This tool regards profit not as a absolute but as a return

(generally %) on capital employed in the business.

The goal of a business is seen, accordingly not necessarily as

optimizing profits but as optimizing returns from capital
devoted to business purposes. 55
 OVERALL CONTROL DEVICES

RETURN ON INVESTMENT
iii
The ROI control is best summarized in the chart form shown in the next slide.
Hence analysis of variations in rate of return leads to every financial aspect of
the business.

In any control through ROI, the number of ratios and comparisons behind the
yardstick figure can not be overlooked. Although, improvement of rate of
return can come from higher % of profit to sales, improvement may also come
from increasing the rate of turnover by lower price & reducing return on sales.

56
 OVERALL CONTROL DEVICES
iii
RETURN ON INVESTMENT : FACTORS INFLUENCING ROI CONTROL

57
RETURN ON INVESTMENT : ADVANTAGES

1
Like P & L control, it focuses managerial attention on the
central/core objective of the business – making the best
possible profit on the capital available.

2
It is very effective where the authority is decentralized.
It is not only an absolute guide to capital efficiency, but also
offers possibility of comparing efficiency in the use of
capital within the company and with other enterprises also.

3
If the ROI control is complete and shows all the factors
affecting the return, then it enables managers to
locate the weaknesses.
Ex: If inventories are rising, the rate of return will be affected.
RETURN ON INVESTMENT : LIMITATIONS

1 3
This method of control is not foolproof. Over emphasis on the rate of return may
lead to undesirable inflexibility (or rigidity)
Major difficulties involve availability of in investing capital for new ventures.
information on sales, costs and assets &
proper allocation of investments and
return for commonly sold or produced
items.

2 4
What constituents a reasonable return? Greater danger in ROI control, is that it can
lead to excessive pre-occupation with
Comparisons of rate of return are hardly financial factors within the firm or the
enough, because they do not tell the top industry.
managers, what the rate of return should
be? Undue attention on ratios and financial
factors may lead to overlooking
environmental factors such as social and
technical developments. 59
 DIRECT CONTROL &
PREVENTIVE CONTROL

60
 Direct Control and Preventive Control

Future actions can be taken broadly in 2 different ways.

One way is… to trace the cause of The other way is… to develop better
an unsatisfactory result back to the managers who will skillfully apply
persons responsible for it & get concepts, techniques, principles etc.
them to correct their practices & and who will look at managing from
ways of doing. a system point of view, thus
eliminating considerable results
This is referred to as caused by poor management.
DIRECT CONTROL.
This is referred to as
PREVENTIVE CONTROL.
61
 DIRECT CONTROL

In every enterprise, hundreds and even thousands of standards are built to

compare the actual performance, in terms of quantity, quality, time and cost
– with plans.

NEGATIVE DEVIATION INDICATES – in terms of goal achievement, cost, price,

personnel, labour hours, machine hours etc. – that performance is less than
good/ normal/ standard and the results are not confirming to plans &
require control.

This is the case of DIRECT CONTROL.

62
7 common causes of NEGATIVE DEVIATIONS
in terms of goal achievement, cost, price,
personnel, labour hours, machine hours etc.

1 4 7
Assumption that Assumption that the
Uncertainty personal responsibility person responsible
exists. will take corrective
action suitably at
right time.

2 5
Lack of knowledge, Assumption that time
experience or expenditure is
judgment. warranted.

3 6
Assumption that Assumption that
performance can be mistakes can be
measured. discovered in time.
63
 PREVENTIVE CONTROL

Principle of PREVENTIVE CONTROL states that:

“the higher the quality of managers and their subordinates,

the less will be the need for direct control”

For adapting preventive control in organizations, they must have wider

understanding of managerial principles, functions, techniques and
managerial philosophy.
64
 PREVENTIVE CONTROL

The desirability of PREVENTIVE CONTROL rests upon 3 assumptions :

1 Assumption that qualified, experienced

2
managers make a minimum errors.

Assumption that management fundamentals

can be used to measure performance.

3 Assumption that the application of management

fundamentals can be evaluated.
65
ADVANTAGES of
PREVENTIVE CONTROL

1 2
HIGHER ACCURACY LIGHTENS THE MANAGERIAL
is achieved in assigning personal
responsibility.
BURDEN caused by direct control.
Preventing problems from occurring often
requires less effort than correcting them after
deviations been detected.

3 4
ENCOURAGES CONTROL BY PSYCHOLOGICAL ADVANTAGE
Subordinate managers know what is expected
SELF CONTROL. of them, understand the nature of managing
Knowing that errors will be uncovered in an
and feel a close relationship between
evaluation; managers will themselves try to
performance and measurement.
determine their responsibility correctly & make
corrections voluntarily.
66
DEVELOPING EXCELLENT

MANAGERS

67
major 8 considerations in ensuring the
DEVELOPMENT OF EXCELLENT MANAGERS:

1. Instilling a Willingness to Learn

2. Accelerating Management Development
3. Planning for Innovation
4. Measuring & Rewarding Management Effectively
5. Tailoring Information
6. Expanding Research & Development in Tools & Techniques
7. Developing more Managerial Inventories
8. Creating Strong Intellectual Leadership