Q.Mr Shantanu is a chief manager of a reputed company that manufactures garments. He called the production manager and instructed him to keep a constant and continuous check on all the activities related to his department so that everything goes as per the set plan. He also suggested him to keep a track of the performance of all the employees in the organisation so that targets are achieved effectively and efficiently.

Let’s break this down step by step.

a. Two features of Controlling highlighted in the situation

• Continuous process – Mr Shantanu instructs the production manager to keep a constant and continuous check on all activities. This shows that controlling is not a one-time task; it is an ongoing function that runs parallel to the other managerial functions throughout the year.
• Pervasive function – The instruction to track the performance of all employees in the organisation indicates that controlling is needed at every level and in every department. It is not limited to the production manager’s own team but extends across the entire organisation.

b. Four points of importance of Controlling (as per NCERT)

• Achieving organisational goals – Controlling ensures that activities are directed towards the planned objectives. By comparing actual performance with standards, deviations are corrected, and the organisation stays on track to meet its targets.
• Judging accuracy of standards – A good control system helps managers review whether the standards they set are realistic and challenging. If deviations are frequent, it may indicate that the standards need revision. …

Let’s step into Mr Shantanu’s office for a moment. He is the chief manager of a garment manufacturing company, and he has just called the production manager with a clear instruction: keep a constant and continuous check on all departmental activities so that everything runs according to the set plan. He also wants a track of every employee’s performance so that targets are achieved effectively and efficiently. This is not micromanagement — this is the essence of controlling, the last of the five functions of management in the classical sequence (planning, organising, staffing, directing, controlling).

a. Two features of Controlling highlighted in the situation

The first feature is Controlling is a continuous process. Mr Shantanu does not say “check once a month” or “review at the end of the year.” He says “keep a constant and continuous check on all activities.” Controlling is not a one-time event; it is an ongoing, dynamic process that runs parallel to the actual operations. From the moment production begins until the final garment is dispatched, the manager must monitor, compare, and correct deviations as they happen. This is why controlling is a never-ending cycle — it does not stop until the goal is achieved.

The second feature is Controlling is pervasive. Notice that Mr Shantanu asks the production manager to keep a track of “all the activities related to his department” and “the performance of all the employees.” This means controlling applies to every level, every function, and every person in the organisation. It is not limited to the top brass or to financial matters alone. Whether it is the cutting section, the stitching unit, or the packaging team — controlling must be exercised everywhere. Controlling is a universal function; it is required in all types of organisations — a business, a school, a hospital, a military unit, a club — and at all levels of management.

b. Four points of importance of Controlling

Now, why is controlling so important that Mr Shantanu makes it a priority? Let us look at four key reasons.

1. Accomplishing organisational goals. The very purpose of controlling is to ensure that actual performance matches the planned targets. In the garment company, if the plan was to produce 1,000 shirts per week, controlling helps the production manager detect early if the output is only 800 shirts. Without this check, deviations would go unnoticed, and the company would miss its targets. Controlling acts like a compass — it keeps the organisation on the right path towards its objectives.

2. Judging accuracy of standards. An often-overlooked benefit of controlling is that it helps evaluate whether the standards set during planning were realistic. Suppose the production manager finds that workers are consistently falling short of the target. It could be due to inefficiency — or it could be that the target itself was too ambitious. Controlling provides the feedback that allows management to revise standards, making future planning more accurate and achievable. …