3 Major Types of Managerial Control (Explained)

Controlling is the process that checks performance against standards it makes sure that organizational goals and objectives are being met.

The control process is the necessary function to make all other managerial functions effective and such that the corporate goals are achieved effectively and efficiently.

types of managerial control
types of managerial control

Controlling is the process by which management regulates work activities according to designed plans, policies, procedures, and programs so as to answer the accomplishment of organizational goals.

What is Managerial Control?

Control guides organizational resources and people in directing readings to organizational goals.

Management control is the process by which managers a sure that resources are obtained and used effectively and efficiently in the accomplishment of an organization’s objectives.

Types of Managerial Control

Show the time of controlling the events is an important element in the control system.

The managerial control process may be divided into three types as follow:

1. Feedback Control or Historical

This is also known as after the ‘fact control’ over the ‘post action control’. Hear the control is looked upon as a feedback system.

In this, the control measures the results after the occurrence of the fact, actively, or performance actual results are determined, measured compared with standards, divisions identified, and such corrective actions are taken as will rectify or adjust the operations in the future.

Thus, Historical controls tell the manager to what extent the goals were achieved, and this is done after some time lag.

This type of managerial control is seen as a post-mortem of events. The purpose of this is to improve future activities.

The Example of feedback control Are:

  • Financial Ratios.
  • Disciplinary action.
  • Performance appraisal interviews.
  • Quality inspection.
  • School report cards.

Thus, Such control provides data to plan future behavior in light of past achievements or failures.

These may also be used as a basis for training rewarding and disciplining employees.

2. Concurrent or Real-Time Control

Newman and warrant have called it ‘Yes-No-Controls’ this is also known as “steering controls”.

This is also known as the time when they are occurring and measures them. It means it occurs when they are occurring and measures them.

Thus, it means it occurs when an activity is taking place. Concurrent control techniques immediately consider any problem occurring in the operational process and analyze it to take necessary corrective steps before any major damage is done.

This type of control is most satisfactory for maintaining dynamic equilibrium in an organization.

However, this control is not practicable in all kinds of production processes or in all conditions.

I suggest that immediate feedback is necessary for the process.

This immediateness or immediacy is it’s equal and this is called ‘Real-time’.

Thus, does a continuous ‘real-time’ computation is maintained?

Example of this type of Managerial/Business control is:

  • The construction of incentive schemes.
  • Use of control charts in production activities.
  • Specifying the production schedule.
  • Computerized information system.
  • Test flight of airplanes.
  • Fund flow analysis.
  • Network planning navigators adjustments in the movements of an aircraft.
  • Driver’s adjustments in steering the car.

3. Feedforward or Predictive Control

This is also known as ‘future-directed’ or ‘Pre-control’.

Ideally, the controls should be such as can identify the problems before they actually occur.

Thus, they should attempt to anticipate deviations in advance of the problem.

It is in the nature of an ‘aggregate or offensive’ control because corrections can be made before the output or outcome of the system is negatively affected.

To do so is usually not possible, but even then certain controls can indicate the problems before they occur.

Examples of this type of managerial control:

  • The market research report with regard to introducing a new product cash budget buying Expectations of introducing a new product.
  • Buying the expectation of customers.
  • Preparing standing pains with the provisions of law rules.
  • Procedures, and policies.
  • Developing uniform value systems among organization members.
  • Preventive maintenance programs.
  • Cash budgets.

Feedforward control prevents major deviations to occur in the whole system by means of predetermined norms of various kinds.

To keep the systems within proper limits, only feedback control is not sufficient.

Hence, feedforward control should also be developed.

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