Controlling Functions in Management

Controlling Functions in Management

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Management is a series of activities (including planning, organizing, leadership, and control) aimed at the use of organizational resources to achieve the stated objectives effectively and efficiently.

Management functions are 4 (four) namely the functions of planning, organizing, leadership, and control. Here will be discussed more about the function of controlling (controlling).


Control, often called Control, or, often called control is one of several management functions in the form of assessment, if necessary make a correction so that what the subordinates can be directed to the right path with the goals that have been outlined. When viewed from the process, then the process is a process undertaken to ensure the whole series of activities that have been planned and implemented can run according to the expected target.

Supervision is the action of a manager to assess and control the path of an activity that leads to the achievement of a predetermined goal

There are many definitions of controlling functions according to some experts, among them:

In 1916, Henri Fayol formulated one of the first definitions of control as it relates to management. It is the control of a business comprising seeing that everything that is being done is in accordance with the plan that has been adopted, the order given, and the established principles. Controlling is very important to know the error so that they can be fixed and prevented from repeating.

According to George R. Terry, supervision (controlling) is to monitor whether the movement of this organization is in accordance with the plan or not. And oversee the use of resources in the organization to be used effectively and efficiently without any deviation from the plan.

According to Harold Koontz, control is the measurement and correction of performance in order to ensure that the company's goals and plans designed to achieve them are achieved.

From the above understanding can be stated there is a relationship between controlling and planning. Planning (planning) is as a rationale of the objectives and preparation of steps that will be used to achieve goals.

Four basic elements in the control system:Characteristics or conditions to be controlled




These four basic elements occur in the same order and maintain a consistent relationship with each other within each system.

1. Characteristics or conditions of the operating system to be measured. Characteristics can be either the output of the system in the processing stage or perhaps a condition that is the result of the system. For example in the elementary school system the work hours of the teacher or the superiority of knowledge shown by the students on the national exam are examples of characteristics that can be selected for measurement or control.

2.Sensor, is a means to measure the characteristics or conditions. For example in quality control measurement systems can be assumed by the visual inspection of the product.

3. Comparator, determines the need for correction by comparing what happens with what has been planned. Some deviations from the plan are common and expected, but when outside acceptable variations corrective action is required. This involves some kind of precaution that shows that good control is being achieved.

4.Activator, is the corrective action taken to restore the system to the expected output. An example is an employee redirected to passages that fail to pass a quality inspection or principal who decides to purchase additional books to improve the quality of students. As long as the plan is carried out within the limits permitted corrective action is not required.

Activities in the Control and Control Function:

Evaluate success in achieving business goals and targets according to predetermined indicatorsTake steps of clarification and correction of possible deviations

Carry out various alternative solutions to various issues related to achieving business goals and targets

There are three types of controlling:

1. Preliminary supervision

Designed to anticipate deviations from standards or objectives
and allows the correction to be made before a certain stage of activity

2. Supervision conducted in conjunction with the implementation of activities.

It is a process in which certain aspects of a procedure must be approved
first or certain conditions must be met first before the activities can
continued, to become a kind of "double check" equipment that has been
ensure the accuracy of the implementation of activities.

3. Feedback supervision

Measure the results of an completed activity.


Henri Fayol (1949). General and Industrial Management. New York: Pitman Publishing. pp. 107109. From

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