CONTROLLING- Concept, FEATURES, NEEDS OF CONTROL SYSTEM and IMPORTANCE OR SIGNIFICANCE OF CONTROL

CONTROLLING

Concept

“Controlling is the process of evaluating actual performance and, if necessary, taking corrective actions so that the performance is in accordance with planned performance’’

It means to know that all work is performed according to the Predetermine planning, objectives and principles or not, what are the reasons, who is responsible and what are the methods of improving it.

FEATURES

·         Controlling is both backward and forward looking function.

·         It is relevant at all management level.

·         It is continuous process.

·         Controlling system is action-oriented.

NEEDS OF CONTROL SYSTEM:

To run an enterprise smoothly and perfectly in accordance with the set goals, a healthy and effective control system is a must. But, it is a well known fact healthy and effective control depends solely upon:

         i. The effective plans.

        ii. The good and continuous system to develop progress report in the enterprises.

      iii. The system for corrective steps if there is some difference between the set plans and the progress report.

       iv.The system to analyses the whole work at a glance.

 

IMPORTANCE OR SIGNIFICANCE OF CONTROL

Control is the most important aspect of a manger’s function .the significance of control in an organization can be judged from the following:

Ø  INSURANCE VALUE OF CONTROL: control eliminates the risk of non-conformity of actual performance with the main goal of the organization.

Ø  BASIS FOR FUTURE ACTION: Control provides the information and facts to the management for planning and organizing when the work in complete and the result is evaluated.

Ø  SIMPLIFIES SUPERVISION: The systematic control helps in finding out the deviation existing in the organization which simplifies the subordinates.

Ø  FACILITY OF COORDINATION: Control plays a very important role in coordinating the business activities and worker it binds all the workers and other activities and motivates them to move towards the common objectives through coordination.

Ø  EXTENSION OF DECENTRALIZATION: Control system helps the top management to extend the decentralization without the loss of control.

Ø  HELPS IN IMPROVING EFFICIENCY: the control system helps in improving organizational efficiency. Various control devices act as motivators to manager.

Ø  PSYCHOLOGICAL PRESSURE ON EMPLOYEES: Control put psychological pressure on employees in the organization to work and to act collectively as and when required.

Ø  REDUCES UNCERTAINTIES: control minimizes variability and predictability in the use of means and attainment of end. 

Techniques of motivation, Significance of Motivation

 

Techniques of motivation

1. Financial incentives:  First techniques of motivation are financial incentives as money is indicator of success. Therefore, it fulfills psychological safety and status need as people satisfy their needs by money. Wages, salary motivates employees to perform better.

2. Job enlargement: Under this technique, task assigned to do job are increased by adding simile task.   So the scope of job enlargement is high for the motivation of subordinates. It is also known as horizontally leading of job.

3. Job enrichment: Under this technique jobs are made challenging and meaningful by increasing responsibility and growth opportunities. In such technique of motivation, planning and control responsibility are added to the job usually with less supervision and more self evaluation. It is also called vertical leading.

4. Job rotation:  it refers to shifting an employee from one job to another. Such job rotation doesn’t mean hanging of their job but only the employees are rotated. By this it helps to develop the competency in several jobs which helps in development of employees.

5. Participation : Participation refers to involvement of employee in planning and decision-making .it helps the employees feel that they are an asset of the organization which helps in developing ideas to solve the problems.

6. Delegation of authority:Delegation of authority is concerned with the granting of authority to the subordinates which helps in developing a feeling of dedication to work in an organization because it provides the employees high morale to perform any task.

7. Quality of work life:It is the relationship between employees’ and the total working environment of organization. It integrates employee needs and well-being with improves productivity, higher job satisfaction and great employee involvement. It ensures higher level of satisfaction.

8. Management by Objectives: It is used as a motivation and technique for self-control of performance. By this technique supervisor and subordinates set individual and organizational goals. Each individual’s responsibilities are clearly defined which would help identify the skill sets one has to make the best use of the same to meet organizational mission and vision. This also helps the organization function effectively.

9. Behavior modification:The last technique of motivation is behavior modification. It develops positive motivation to the workers to do the work in desired behavior in order to modify behavior.

 

 

Significance of Motivation

Motivation is one of the important parts of managerial functions. A manager becomes unsuccessful if he fails to motivate his subordinates. It refers to a willingness to do something in order to achieve organizational objectives and goals. It is the reason for people’s actions, desires, and needs. The reasons behind its significance are as follows:

1.     Effective Utilization of Human Resources

Manpower is the main active factor of production and is responsible for the best utilization of organizational resources. Motivation helps to utilize the human resources effectively and efficiently towards the attainment of organizational goals and objectives. Motivation is the main instrument which creates the willingness among workers to do their work in the best possible way. Because motivated people show a greater degree of job performance ability and skills.

2.                 Effective Utilization of Other Resources

Along with human resources, motivation promotes the effective mobilization of other non-human resources. The development of self-responsibility among the workers contributes to the best utilization of available resources like materials, money, machines, and others. Motivated people can find better ways to do the jobs thereby reducing the wastage and damages of resources. Hence, motivated employees can utilize organizational resources effectively.

3.                 Willingness to Work

Motivation is a willingness to do a particular task in order to achieve organization’s goals and objectives. This inspires, induces, and stimulates individual for a higher level of performance. Through intrinsic and extrinsic factors people will be motivated towards better performance. Hence, such motivational factor increases willingness for work in them.

4.                 Acceptance of Change

Motivation makes employees ready for accepting change in organizational environment. It means, motivation can be found in the present and future technology required for production. Hence, it prepares people for adoring such change. On the other hand, demotivated employees try to resist change.

5.                 Public Image

Motivated employee performs the task with utmost care and with a positive comment about their organization; thereby resulting from less wastage and damages; as a result of which they can build a strong public image in the society. If employees are motivated, they work for the organization, which enhances the quality output and productivity. This ultimately enhances a good public image.

6.                 Co-operation between Employees

Motivated employees are working friendly; so they coordinate with each other while performing the tasks. They share their ideas, feelings, attitudes, and experiences with each other. Hence, this brings the feeling of co-operation.

7.                 Better Supervision

Motivated employees are self-controlled and self-managed. They perform the tasks without any reluctance; hence, the work performed by such motivated and committed employee requires no supervision at all.

8.                 Organizational Effectiveness

When the employees are motivated, they perform organizational activities with an utmost care. They introduce creative and innovative ideas in the workplace and accept organizational challenges easily. Hence, the organizational effectiveness can be maintained.

Theories of motivation - 1-Maslow theory 2-Herz berg theory 3- MC Greger theory 4- Alderfer theory

 

Theories of motivation

NEED THEORY

1-Maslow theory                 2-Herz berg theory

3-MC Greger theory            4-Alderfer theory

1-Maslow theory (Need Hierarchy Theory) - Specifying that there are five human needs (physiological, safety, social, esteem and self-actualization) that are arranged in such a way that lower, more basic needs must be satisfied before higher-level need become activated.

§  Physiological Needs- Include hunger, thirst, shelter, sex and other bodily needs. Untill these needs are satisfied to the degree needed for the efficient operation of the body, the majority of the activities will probably be at this level and other level will provide him with little motivation.

§  Security and safety Needs- Need for being free of physical danger or self-prevention. It includes security and protection from physical as emotional harm. It can be satisfies through pension plan, insurance plan, job security etc,

§  Social Needs – Since man is a social being, he has a need to belong and to be accepted by various groups existing inside and outside the organization. It includes Affection, belongingness, acceptance and friendship.

§  ESTEEM NEEDS-  They are concerned with self-respect, self-confidence, a feeling of personal worth, feeling of being unique and recognition, status, attention, autonomy and achievement. Satisfaction of these needs provides feeling of self-confidence, prestige, power and control.

§  Self – actualization – This is related with the development of  intrinsic capabilities. It is the desire to became more and more, what one is capable of becoming. It includes growth, achieving ones potential and self-fulfillment.

Lower Order Needs- Needs that are satisfied externally such as Physiological and safety needs.

Higher Order Needs- Needs that are satisfied Internally such as social, esteem and Self-actualization needs.

 

2       2. HERZBERG THEORY- It is a two factor theory:-

(i)                10 Maintenance/Hygiene factors-

1.     Company policy and administration.

2.     Technical supervision.

3.     Interpersonal relationship with supervisor.

4.     Interpersonal relationship with pears.

5.     Interpersonal relationship with subordinates.

6.     Salary.

7.     Job security.

8.     Personal life.

9.     Working condition.

10. Status.

These Factors are necessary to maintain at a reasonable level of satisfaction in employees. Any increase beyond this level will not provide any satisfaction to the employee’s. However, any cut below this level will-dissatisfy them and these are called as dissatisfiers.

Since, any Increase in these factors will not affect employees level of satisfaction, these are of no use for motivating them.

(ii)             MOTIVATION FACTORS (SIX – FACTORS)-

1.     Achievement

2.     Advancement

3.     Possibility of growth

4.     Recognition

5.     Work itself

6.     Responsibility

These factors are capable of having positive effect on job satisfaction and results in an increase in ones total output.

Any increase in these factors will satisfy the employee however, any decreases will not affect their level of satisfaction.

Since; these increase level of satisfaction in the employees these can be used in motivating them for the higher output.

 

3-MC.GREGOR THEORY-  (Theory X and Theory Y)

Douglas MC Gregor proposed 2 distinct view of human being.

1.  THEORY X-one basically negative labeled theory X.

 

·        Managers believe that employees inherently dislike work and must therefore be directed /even forced into performing it.

·        Here, workers has to be forced, supervised, control and directed.

·        They think workers are motivated by only lower level.

·        Workers don’t like to do work. They have to punished.

·        They work as little as possible, lack ambition, dislike responsibility, prefers to be led.

·        They are inherently self-centered, resistant to change.

 

2-Theory Y- And another basically positive labeled theory y.

·        Managers assume that employees can view work as being as natural as rest or play and therefore, the average person can learn to accept and even seek responsibility.

·        Managers think workers work as natural as play means they enjoy their work.

·        No one can supervise/control them.

·        They are governed by high level.

 

4-ALDERFER THEORY (ERG THEORY)-

Clayton Alderfer attempted to rework Maslow’s need hierarchy theory. He has categorized the various needs into 3 categories:

       I.            Existence Needs- Includes all needs related to Physiological and Safety aspect of an individual. Thus it group Physiological and Safety needs of Maslow into one category as these have similar impact on the behavior of the individual.

    II.            RELATEDNESS- includes all those needs that involve relationship with other people whom the individual cares it covers Maslow’s Social needs and part of esteem needs which is derived from relationship with other people.

 III.            GROWTH- involve the individual making creative efforts to achieve full potential in the existing environment. It includes Maslow’s self-actualization need as well as that part of the esteem needs which is internal to the individual like feeling of being unique, feeling of personal growth etc.

Meaning of Motivation, Definitions of motivation, Nature of motivation, Types of motivation

 

MOTIVATION

Motivation is the set of processes that arouse, direct and maintains human behavior toward attaining some goal.

Motive means an inner edge; which directs a person’s behavior. Inner edge can also be quarreled by another people.

 

What is the meaning of motivation?

Motivation is a reason for actions, willingness, and goals. Motivation is derived from the word ‘motive’, or a need that requires satisfaction. These needs, wants or desires may be acquired through influence of culture, society, lifestyle, or may be generally innate.

Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. Motivation is an important factor that encourages individuals to give their best performance and help them reach enterprise goals. A strong positive motivation will enable increased production of employees but a negative motivation will reduce their performance. A key element in personnel management is motivation.

Definitions of motivation

1.     Berelson and Steiner: – “A motive is an inner state that energizes, activates, or moves and directs or channels behaviour goals.”

2.     Lillis: – “It is the stimulation of any emotion or desire operating upon one’s will and promoting or driving it to action.”

3.     The Encyclopedia of Management: – “Motivation refers to degree of readiness of an organism to pursue some designated goal and implies the determination of the nature and locus of the forces, including the degree of readiness.”

4.     Dubin: – “Motivation is the complex of forces starting and keeping a person at work in an organization.”

5.     Vance: – “Motivation implies any emotion or desire which so conditions one’s will that the individual is properly led into action.”

Nature of motivation

Motivation is a psychological phenomenon that occurs within a person. A person lacks some needs, which makes him satisfied that he works more. The need to satisfy the ego motivates a person to do better in general.

The following conclusions can be drawn from the definitions given earlier: –

• Motivation is an inner feeling that makes a person excited to do more work.
• A person’s feelings or desires motivate him to perform a particular task.
• A person has unsatisfying needs that impair his balance.
• A person proceeds to fulfill his dissatisfied needs by conditioning his energies.
• A person has passive energies that are activated by channeling in actions.

Types of motivation

When a manager wants to take more work from his subordinates, he has to be motivated to improve his performance. They will either be offered incentives for more work, or they may be in place of rewards, better reports, recognition, etc., or they may instill fear in them or use force to achieve the desired task.

The following are the types of motivation: –

1. Positive motivation: –

• Positive motivation is based on reward. Workers are offered incentives to achieve desired goals. Incentives may be in the form of higher salaries, promotions, recognition of work, etc. Employees are offered incentives and seek to improve their performance voluntarily.
• According to Peter Drucker, genuine and positive motivators are responsible for placement, high levels of performance, sufficient information for self-control, and worker involvement as a responsible citizen in the plant community. Positive motivation comes from the support of employees and they feel happy.

2. Negative motivation: –

• Negative or fear is based on motivation or fear. Fear causes employees to act a certain way. In case, they do not act accordingly then they can be punished with demotion or take-off. Fear acts as a pushing mechanism. Employees do not cooperate voluntarily; instead they want to avoid punishment.
• Although employees work to a level where punishment is avoided, this type of motivation leads to anger and frustration. This type of motivation usually becomes the cause of industrial unrest. Despite the drawbacks of negative motivation, this method is commonly used to achieve desired results. There can hardly be any management who has not used negative motivation at one time or another.

Techniques of Directing

 

Techniques of Directing

In performing directing function, manager use different techniques:-

1.     Giving orders and instructions

2.     Follow-up orders and instructions

3.     Standardized practice and procedure

4.     Behavioral pattern

 

1.     Giving orders and instructions-

A superior directs his subordinate by giving orders and instructions to them about what work they should do, how to do, and when to do. In order to make given orders effective, the superior should take into consideration the following factors:

·        General or specific

·        Written or oral

·        Formal or informal

·        Timing

 

2.     Follow-up orders and instructions-

Once orders and instructions are issued, it is not necessary that these are carried out instantly or fully to the satisfaction of the superior. There may be 3 types of problem:

·        Subordinate might not have understood the order.

·        They may not have adequate organizational resource to carry out orders.

·        There may be contradictory order and instruction creating confusion and conflict among subordinates.

 

In order to overcome these problems,  the superior has to monitor whether the subordinates have carried out order and instructions properly. There should be proper follow-up of order and instructions.

3.     Standardized practice and procedure-

Superior may rely on various standardized organizational practices and procedures for getting things done. This happens in case of routine work which is performed under set procedures and fresh instructions are required whenever there is any change in that. Organization establish certain practices and procedures for work performance which work as guidelines for people in the organization.

4.     Behavioral pattern-

Superior provide direction to his subordinate by adopting a particular behavioural pattern. He may adopt one of 3 behavioural pattern:

·        Autocratic Pattern- In this, the superior gives orders and instructions in detail as he does not involve his subordinate in decision-making process. Therefore, there is a gap between decision maker and decision implementer. In order to make a decision fully understandable, the superior is required to provide detailed instructions.

·        Participative Pattern- In this, decision-making is a joint process between the superior and his subordinates. Therefore, they understand the decision and how it can be implemented. In this detailed order or instruction is not required.

·        Free-rein Pattern- It is just opposite of autocratic pattern, Subordinates are given authority to make decisions within the broad guidelines provided by the superior. In this, the superior does not give orders and instructions for doing specific work except the broad guidelines for arriving at decisions.