Controlling Function of Management (theory)

Questions: Choose a manager from any organisation, profit or non-profit. After carrying out secondary research on the four managerial functions, (planning, leading, organising and controlling) conduct an interview with a manager, examining these four areas and how management theory compares to management practice. An introduction to these areas should contain an overview of the role of the manager and their respective organisation/sector.1. PlanningWhat are the main sources of information that your manager uses in planning, do they use models to structure this information? 2. OrganisationGiven todays uncertain economic environment, how does your manager deal with structural change and development. 3. LeadingExamine the leadership style of your chosen manager and how they motivate their employees.4. ControllingMake recommendations as to how the control process can improve the overall effectiveness of the organisation.5. PresentationPrepare a presentation outlining the key findings of your repo rt. Presentations will be scheduled during class time in March/April Answers: Introduction: As stated by, Moutinho and Huarng (2013) controlling function of management can be discussed as a systemic process of monitoring the performance of the particular organization. This process also helps to check the performance in accordance with the plans or standards. Controlling function also helps to ensure the desired outcomes. Therefore, Teece (2010) stated that, controlling can ensure the effective utilization of various resources of organization in order to know that the achievement of the organization can achieve the proper goal and objective. Controlling function of management has two main purposes. Controlling helps to facilitate co-ordination within the organization. Process of controlling also helps to draw plan for the organization. 1. Characteristics of controlling function: Certain characteristics of controlling functions have been stated by, Jones (2013), those are as follows: Controlling function always comes at the very last of the process after the performances have been made by the organization. Controlling function has always been done by the managers of all levels of work within the organization. Controlling function always looks to the future concerns of the organization. Controlling function can be treated as a dynamic process of the organization. Controlling relates to the action of planning. These two are very important and essential elements of management. Planning and controlling is related to each other in the function of management. Process of controlling helps to make successful planning process within the organization. 2. Process of Controlling: Controlling function of management therefore involves some steps, those are as follows: First step involves establishment of standards within the organization. Standards can be also called as targets of a particular business organization during the time of business function. Standards or targets should be achieved during the time as well as course of the function of business (Daniel et al. 2013). On the other hand, Badenà ¢Ã¢â€š ¬Ã‚ Fuller andM.Morgan (2010) stated that, standards are two types, those are tangible or measurable standards and intangible or non-measurable standards. Controlling as a management function therefore helps to establish the standards or targets of the business function. By acquiring the standards or the targets an organization can achieve the desired goal of the particular organization. By applying standards the function of controlling can be practiced smoothly. On the other hand, ebestov and Nowkov (2013) stated about measurement of performance as a major step of controlling function of the organization. Process of controlling therefore helps to find out the drawbacks of the management of the particular organization. Therefore, the measurement of performance can be a very difficult task for the management. Tangible standards can be easy for measuring as because unit cost terms of money are the tangible resources. On the other part, measuring the performance of managers has often become difficult task. Performance of managers therefore should be measured by the qualitative analysis. Performance of managers therefore should be analyzed by the attitude of workers, morale and value of work, communication and the level of interaction with the superiors of the organization. Therefore, Zhou et al. (2012) stated that, controlling function also does the comparison of standard and actual performance of the entire organization. Deviation has to be identified by the managers of the organization. This is a necessary task of controlling function of the organization. On the other hand, Kinal (2013) stated that, taking many corrective action is also an important task of controlling process. Therefore, correct as well as accurate measure should be taken for the proper deviation. After acquiring the corrective measure for the deviation the manager also should revise the targets in order to ensure the proper plan for the organization. This is the last step of controlling function. Therefore, corrective measurement helps to exercise the controlling function of the management. 3. Effective process of control within the organization: Daniel et al. (2013) defined about the types of effective control within organization. Best control should be result oriented and strategic. Effective control of management should be understandable. This process should encourage the process of control within every individual of the organization. The nature of control within the specific organization should be finished within the stipulated time and positive in manner. The process of control should be objective and positive as well as clear and flexible. 4. Category of control: There are some types of control process, those are discussed as follows: Preliminary control: It can also be discussed as feed forward control process. This type of control process starts before the beginning of the activity of work. Preliminary control makes sure that all resources are set in the proper direction and the resources are also available for accomplishing the direction. Post action control: It can be called as a feedback control. This type of control process is done after the completion of an action. This process is focused upon the results by the end of the action. Concurrent control: This type of control focuses upon the happenings during the process of work. It can also be called as steering control. Internal control: Therefore, internal control of an organization helps to allow the process of self controlling in order to fulfill and enhance the expectations of the job. Objectives of performance and support of resources enhance the possibility of self control. External control: This control can be occurred through self supervision. External control therefore occurs by using the formal managerial systems. 5. System of organizational control: Objectives and strategy of an organization control the organization. Several policies, regulation helps to control the system of management. On the other hand, selection and training process of the organization also seeks to control the whole business function of the organization. On the other hand, Moutinho and Huarng (2013) stated that, providing benefits and compensation is also very helpful in order to control the whole function of management. Therefore, Teece (2010) stated that, understanding the proposition of financial measurement of the performance of organization can be very important control system of an organization. Activity based costing is also very effective system of organizational control of an organization. Conclusion: Therefore, management and control of operation within a system involves with purchasing, project management and statistical quality control of the organization. However, the process of control function should be done strategically in order to get desired result. Reference list Books Moutinho, L. and Huarng, K. (2013). Quantitative modelling in marketing and management. Singapore: World Scientific. Daniel, F., Wang, J. and Weber, B. (2013). Business process management. Berlin: Springer. Journals Badenà ¢Ã¢â€š ¬Ã‚ FullerC.andM.Morgan.(2010),BusinessModelsasModels,LongRangePlanning,43(2à ¢Ã¢â€š ¬Ã‚ 3):156à ¢Ã¢â€š ¬Ã‚ 171 ebestov, J., and Nowkov, K. (2013). Dynamic strategy for sustainable business development: mania or hazard? The Amfiteatru Economic Journal, 15(34), 442-454. Teece,D.(2010)BusinessModels,BusinessStrategyandInnovation,LongRangePlanning43:172à ¢Ã¢â€š ¬Ã‚ 194 Zhou, KZ and CB Li (2012), How Knowledge Affects Radical Innovation: Knowledge Base, Market Knowledge Acquisition, and Internal Knowledge Sharing, Strategic Management Journal, 33(9): 1090-1102 Jones, A. (2013). Conceptualising business mobilities: Towards an analytical framework. Research in Transportation Business Management, 9, pp.58-66. Kinal, T. (2013). A Recipe For Change: Management Unleashed. Business Strategy Review, 24(4), pp.68-71.