8

COMMUNICATION
AND CONTROL
 CONCEPT OF COMMUNICATION
Communication is the process of sharing information between two or more people. Communication involves the
transfer or exchange of information between individuals or groups. Essentially, it’s about sharing ideas or
information through speaking, writing, listening, or reading. This interaction, at its core, connects two or more
people in an exchange of thoughts or messages.

There is a sender, a message, and a receiver in the communication process. The sender is the individual or
organization that starts the conversation by encrypting a message and transmitting it to the recipient. The
information or concept being communicated is known as the message, which can be done either verbally or by
nonverbal clues. Nonverbal cues include facial expressions, body language, and tone of voice, while verbal clues
include spoken language.

The individual or group that gets the message, decodes it and interprets its meaning is the receiver. To confirm that
the communication has been received and understood, the recipient may also give feedback to the sender.
Feedback can come in the form of questions, remarks, or other cues and can be verbal or nonverbal.
Nature/Features of Communication
1. Minimum Two Persons

2. Two Way Process

3. Pervasive Function

4. Complete and Rational Process

5. Continuous Function

6. Oral or Written

7. Formal or Informal

8. Basis of Action & Coordination

Process of Communication
 The Communication Process
Introduction:
Communication is the process of exchanging information, ideas,
thoughts, or feelings between individuals or groups. It plays a vital role in
human interaction, enabling us to convey our messages and understand
each other. The communication process involves several elements and
stages, which collectively ensure effective transmission and reception of
information. Understanding this process is essential for enhancing
communication skills and fostering better relationships.
.
Step 1: Sender
The sender is one of the most important parties of communication. The sender is the
source of communication. He/she sends a message to the receiver. The sender might
be a person, group, or organization. A message may include verbal content (i.e.,
written or spoken words, sign language, e-mail, text messages, phone calls, snail mail,
sky-writing, etc.) and non-verbal content (meaningful behavior beyond words: e.g.,
body movement and gestures, eye contact, artifacts and clothing, vocal variety, touch,
timing, etc.). Message is the essence of communication. The sender, at first, should
ascertain the message to be sent. If it is a personal message, it gives information
about personal health, remembrance, etc. If it is a business message, it gives
information about implementation of order, direction or instruction, and about
reports or complaints.
Step 2: Encoding

Encoding is the act of converting or translating the idea into a perceivable form that can be
communicated to others. It is the process of putting a sequence of characters (letters, numbers,
punctuation, and certain symbols) into a specialized format for efficient transmission or storage.
Communication process cannot be successful unless the message is clearly as well as easily understood.
If it is wrongly understood, it affects the organization negatively. So, the message sender should be
careful in encoding the message.

Step 3: Channel

The sender transmits the message through the chosen medium or channel. The medium may be audio
(radio), audio-visual (television, cinema, etc.), printed form (newspaper, magazine, etc.), personal
(face-to-face), or mechanical (telephone, internet, e-mail, fax, etc.). Proper channel can be selected
according to the nature, importance, and size of the message. The channel plays an important role in the
quality and effectiveness of transmitting the message. So, the sender should be careful about the
message channel.
Step 4: Receiver

It simply involves the reception of the sender's message by the receiver. The receiver might
be a person, group, or organization. The receiver is an important side of the communication
process. The message can be received in the form of hearing, seeing, feeling, and so on. In
the absence of the receiver, the communication process cannot be complete. Therefore, an
effective message communication must be receiver oriented, not sender oriented.

Step 5: Decoding

Decoding is the receiver's interpretation of the sender's message. The receiver converts the
message into thoughts and tries to analyze and understand it. Effective communication can
occur only when both the sender and the receiver assign the similar meanings to the
message. The meaning should not be twisted while decoding the message.
Step 6: Feedback
Feedback is the receiver's response to the sender’s message. It increases the effectiveness of
communication. It ensures that the receiver has correctly understood the message. Feedback is the
essence of two-way communication. Feedback mechanisms ensure corrective action in time.
Step 7: Noise
Peaceful environment is essential for effective communication. External elements may put obstacles
to communication. Noise brings a reduction in the effectiveness of communication. Thus, both the
message sender and the receiver should be careful about it.
Conclusion:
Mastering the communication process is vital for establishing meaningful connections, resolving
conflicts, and fostering cooperation in personal and professional settings. By understanding the role of
each element in the communication process, individuals can improve their communication skills and
create more effective and impactful interactions.
PARTIES INVOLVED IN COMMUNICATION
Types of Communication

Formal Communication

Informal Communication
Types of
Communication
Interpersonal Communication

Non-Verbal Communication
1. Formal Communication:

Formal communication is the term used to describe official communication that occurs within an
organization. It has to do with the position or status of both the sender and the recipient. It typically
occurs at the same level, as between two managers from separate divisions, or between employees of
different levels, as in the case of superior-subordinate. Official information, including directives,
instructions, and other organizational details, are communicated through it. Although it can be written or
spoken, it is usually documented and saved for later use. On the basis of direction, formal
communication can be of four types:

• Downward Communication

• Upward Communication

• Horizontal Communication

• Network Communication
1. Downwards Communication

The flow of information from a higher level (superior) to a

lower level (subordinate) in an organization is known as
downwards communication.

Communication of policies, procedures, orders, instructions,

notices for meetings, circulars, manuals, etc., is the main
objective of downwards communication. The speed of
downward communication is very fast.

Orders, directions, circulars, notice, etc. are the examples of

downward communications.
2. Upward Communication

The flow of information from a lower level

(subordinates) to a higher level (superior) of an
organizational hierarchy is known as upward
communication.

The main objective is to communicate reports,

suggestions, complaints, grievances, progress reports,
applications for grant of leave, etc., to the superior. The
speed of upward communication is comparatively less
than downward communication.
3. Horizontal Communication

The flow of information between people of different departments working at the same level in an organisation is
known as Horizontal Communication.

The main aim of Horizontal Communication is to coordinate different activities of two or more departments. It
also aims to resolve the interrelated problems between the departments. For example, a finance manager may
discuss the promotional cost of new products with the marketing manager.

This type of communication can adversely affect the productivity and efficiency of the organization if there is a
difference in the approach and vision of people of different departments. Differences in approach can lead to
conflicts between the departments. .
4. Network Communication

• Wheel Network is a centralized communication. A leader is very clear and controls line of
communication in wheel structure. Member’s accept leader’s authority and commands.
• Chain Network is the flow of message straight up or down in the line of the organization. The
message flows step-by-step in chain until it reaches its final destination.
• Circle Network is a decentralize communication. It is more democratic. No single employee is key to
the communication process. It has fewer organizational roadblocks and is better employee access to
each other.
• All channel network is an elaboration of circle network. It is found in teams. Each member of team
communicates with every other team members. It is more effective. Information flows in all directions
in all channel communication structure.
Informal Communication

Unofficial communication that arises from social interaction of people is known as Informal
Communication. It takes without following the formal lines of communication. Informal
communication is also known as grapevine communication as it does not follow any hierarchical order
and spreads throughout the organization. Employees want to exchange their ideas, viewers, etc., apart
from work, which cannot be done through formal channels, this can be done through informal
communication. Workers discussing about new teammates, policies, etc., with each other, discussing
about a movie, etc. are a few examples of informal communication.

The origin and direction of information cannot be easily known and communication flows in a very
vague manner. It generates rumors, which affect people’s behavior and hampers the work and
organizational environment.

As grapevine communication transmits information rapidly, it is often used by managers to spread

information. A manager should positively use informal communication and should minimize its
negative aspect.
Types of Informal Communication
Depending on how information travels across the organization, there are four main types of
informal communication, collectively referred to as “the grapevine”.

Gossip chain

In a gossip chain, one person shares a piece of information

with a group. For instance, an employee can use the online
team chat to announce that they just got engaged. In such
cases, there tends to be an already established group that
certain members can access. On top of digital channels,
groups can also meet and talk informally at team meals,
company parties, and other spaces.
Cluster chain

In a cluster chain, one person shares something with a

group, then the group members pass it on to other
groups. An example is a committee chair asking
committee members to send an update across to their
respective teams. Cluster chain communications work
particularly well with a hierarchical structure, where
information flows between supervisors and their teams.
Single-strand chain

In a single-strand chain, information is transmitted from one person to another in the company,
on a one-to-one basis. For example, if a coworker’s birthday is coming up, colleague A may
ask colleague B to sign a birthday card, then colleague B may ask colleague C, and so on. This
type of communication is particularly common among remote employees working in shifts
with one or two other people, like drivers and field workers..
Barriers to Effective Communication

Semantic Psychological
Barriers Barriers

Communication
Barriers

Physical Organizational
barriers Barriers
1. Semantic Barriers
The branch of science that deals with the meaning of words and sentences is known as Semantic. The problems and
obstructions in the process of encoding and decoding message into words or impressions is known as Semantic
barriers. This barrier arises because different words mean different things to different people. A breakdown in
communication can occur when two individuals attach different meanings to a word. For example, for organizations,
‘Profit’ may mean growth and efficiency, but for employees, it may mean excess funds generated by paying
inadequate wages and benefits.

Some of the common forms of Semantic Barriers are as follows:

• Badly Expressed Message: When a message lacks clarity and precision, it is said to be a badly expressed
message. Communication becomes ineffective when the language of the message is vague, imprecise, or there is
the use of wrong words or omission of needed words.

• Symbols with Different Meanings: The same words may carry different meanings to different people, and can
convey different meanings under different situations. For example, words like effect and affect, ideal and idle,
advice and advice, bear and bare, etc., sounds similar, but they have different meanings.
• Faulty Translations: Sometimes, people do not understand the language in which a message is given by the sender.
In such cases, it becomes necessary to translate the message into a language, which is understandable by the
receiver. The translator should be proficient enough to translate the language, otherwise, this can also be a barrier to
communication.

• Unclarified Assumptions: The receiver may have different assumptions if the sender does not clarify the
assumptions about the message. For example, a boss may say, ‘Complete the work’. Here, the boss has not
mentioned the day and date when the work has to be completed. He may mean to complete the work by tomorrow,
but subordinates may understand it as a week’s target.

• Technical Jargon: Technical Jargon or terminology are used by many experts and specialists to communicate
messages. Such jargon is not understood by the common people, which leads to poor communication.

• Body Language and Gesture Decoding: Non-verbal or gestural communication is also an effective means of
communication. Facial expressions, gestures, body language, etc., should correspond to the language. The receiver
may get confused and can misunderstand the message if verbal language does not match the body language.
2. Psychological Barriers
Barriers which arise on the account of emotional and psychological status of the sender and receiver of
the message are known as Psychological Barriers. For example, a person who is under stress cannot
communicate properly.

Some of the common forms of Psychological Barriers are as follows:

• Premature Evaluation: The tendency of forming a judgement before listening to the entire message is
known as premature evaluation. This distorts understanding and acts as a barrier to effective
communication. This can also lead to prejudices against communication.

• Lack of Attention: Communication can be less effective, and the message can be misunderstood if
proper attention is not given to it. This inattention may arise due to the preoccupied mind of the
receiver. For example, a superior gave instructions to operate a new software, however, the subordinate
was preoccupied with other personal issues. Such lack of attention makes the communication process
one-way and ineffective.
• Loss by Transmission and Poor Retention: There is loss of or transmission of inaccurate
information when communication passes through various levels or channels in the
organization. It is more common in the case of oral communication. Poor retention also acts as
a barrier when people are unable to retain the information for a long time.

• Distrust: Lack of mutual trust between the sender and the receiver also acts as a barrier to
communication. Parties involved in communication cannot understand the message in an
original sense when they do not believe each other.
3. Organizational Barriers

In an organization, communication has to pass through various levels and channels, hence it may not
reach the same place as it was sent by the sender. Organization structure, rules and regulations, authority
relationships, etc., act as a barrier to effective communication.

Some of the Organizational Barriers are as follows:

• Organizational Policy: Effectiveness of communication is affected by organizational policy. The

communication process is hampered if the policy is not supportive of the free flow of communication.
For example, in a centralized organization, free communication is not encouraged, and communication
has to follow through a proper channel only.

• Rules and Regulations: The process of communication is affected by rigid and cumbersome rules and
regulations. The channels and the subject matter are already prescribed through, which the messages
are to be communicated. These prescribed rules, regulations, and channels are rigid and can act as
barriers.
• Status: Psychological distance is created between superior and subordinate because of status.
Such statuses stand in the way of true and accurate communication. Subordinates are also not
allowed to express their feeling freely if the manager is status conscious.

• Complexity in Organization Structure: Organization structure can also act as a barrier to

communication. If there are many managerial levels in an organizational structure, then
communication gets delayed and distorted.

• Organizational Facilities: If facilities like frequent meetings, conferences, suggestion boxes,

complaint boxes, etc., are absent in an organization, then effective communication is
hampered.
4. Physical barriers

Noise, distance, and bad feedback mechanism are the physical barriers to communication.

• Noise: Noise is the main physical barrier to communication. Noise or sound affects
communication negatively. It hampers both sending and receiving communication.

• Distance: Geographical distance also might be a barrier to effective communication. Long

distance requires different kinds of communication devices, they cannot be always effective.
Although modern communication devices often serve to reduce the impact of physical
barriers but there may remain some disadvantages of such devices.

• Bad feedback mechanism: Bad feedback mechanism is also a barrier of effective

communication. If feedback mechanism is not good, communication in an organization
cannot be effective.
TECHNIQUES FOR IMPROVING COMMUNICATION
1. Improvement in listening skill

2. Development of writing skill

3. Creation of trust ad confidence

4. Avoiding a noise

5. Avoiding overload

6. Encouraging two-way communication

1. Improving in Listening Skill
Listening is one of the important parts of communication. It is an art. It has an important role in
communication process. Good listening habit helps to understand better and to establish good
relationship with others. Once should carefully listen to others, focus attention to sound,
language, stress, emotion, etc. of the speaker. If anything is unclear or cannot be understood, the
listener should be clear by asking the questions to the speaker prevent any physical obstruction
ad should not draw any conclusion without being clear about what the speaker meant. The
following point should be kept in mind to improve in listening skill.

Less Effective Listening More Effective Listening

Passive, laid back Active, focused
Easily distracted Pay attention
Ask no questions Ask questions
Has preconceptions Keep open mind
Disregards information Assimilates information
2. Development of writing skill

Good writing skill averts linguistic obstructions. A well-written message makes the receiver understand it
and there does not remain any possibility of wrong meaning. It ends the wrong explanation of the
message. So, writing skill should be developed to enhance effective communication. The following
aspects should be paid special attention to developing writing skill:

• Simple and easy words should be used; difficult or complex words should be avoided.

• Messages should not be made unnecessarily long. It should be complete in short language. The main
message should not be missed. It should be spontaneous and sweet.

• All the things intended to communicate should be orderly and sweetly written so that the receiver can
easily understand. Messages should not be written in a jumbled manner. It should be written in
paragraphs.

• Messages should be clear, understandable, sweet, easy and short and should contain a single meaning.
It should not be satirical.
3. Creation of trust and confidence
The psychological elements such as fear, terror, threats, anger, hatred, jealousy, etc. create
obstruction in communication. So, such psychological obstructions should be avoided through
the creation of trust and confidence. For this, there should be a mutual relationship and trust
between the sender and the receiver of the message. If trust and confidence are created,
positive thinking takes place in both the sender and the receiver of the communication. As a
result, effectiveness increases in communication.
4. Avoiding noise
Both internal and external elements obstruct effective communication. So, such elements
should be clearly identified and mitigated. Messages should be given at the proper time,
otherwise, noise disturbs communication. So, messages should be sent neither in haste nor fast.
If the channel of communication is not appropriate, noise obstructs communication. So,
appropriate communication channels should be used according to the importance and urgency
of the message. Organizational structure should also be made appropriate to overcome the
noise. Effectiveness in communication can be promoted by restructuring the organization.
5. Avoiding overload

If the message is long and tedious to understand with large volume, it becomes
overload for the receiver. The receiver's interest is killed by the overload of the
message. As a result, effectiveness of communication declines. So, overload should
be avoided to make the message interesting and short.

6. Encouraging two-way communication

Both sides—the sender and the receiver—should actively involve in the

communication process. Communication systems should be improved through
counseling, meetings, use of e-mail, participation, open-door policy, feedback, etc.
Such improvement brings effectiveness in communication.
MEANING OF CONTROLLING
Every organization aims at achieving some goals from its business activities and it is
essential to ensure whether or not the firm is performing activities according to the
pre-determined goals. The controlling function of management helps an organization in
ensuring the same.

Hence, Controlling means comparing the actual performance of an organization with

the planned performance and taking corrective actions if the actual performance does
not match the planned performance. Controlling cannot prevent the deviation in actual
and planned performance; however, it can minimize the deviations by taking corrective
actions and decisions that can reduce their recurrence.
NATURE/CHARACTERISTICS OF CONTROL
1. Management Function

2. Pervasive Function

3. Continuous Process

4. Forward Looking and backward looking

5. Corrective Action
1. Management Function

Controlling is a crucial function of management that ensures organizational activities align with planned
objectives. It involves measuring actual performance against set standards and identifying deviations.
This function helps managers monitor and regulate processes to maintain efficiency and achieve goals.
Without effective controlling, other management functions like planning, organizing, and leading may not
deliver the desired outcomes. It ensures that resources are used optimally and that the organization stays
on track toward its mission.

2. Pervasive Function

Controlling is a universal function that applies to all levels of management and every department within
an organization. Whether it is a small business or a multinational corporation, controlling is necessary to
track performance and maintain standards. From top executives to frontline supervisors, everyone
engages in some form of control to ensure that their respective areas meet organizational goals. This
function is not limited to a particular industry or business type, making it an essential part of all
managerial activities.
3. Continuous Process

Controlling is not a one-time task but a continuous and ongoing process. It starts when activities are planned and
continues through the execution stage, ensuring that work aligns with desired outcomes. Managers regularly review
performance, compare it with standards, and make adjustments as needed. This cycle of setting standards,
monitoring performance, and taking corrective actions repeats continuously to maintain consistency and improve
organizational efficiency.

4. Forward-Looking and Backward-Looking

Controlling has both forward-looking and backward-looking aspects. It is backward-looking because it evaluates
past performance to identify deviations and understand causes of inefficiency. This retrospective analysis helps
managers learn from mistakes and refine processes. At the same time, controlling is forward-looking as it focuses on
future improvements and preventive measures. By addressing current issues and anticipating future challenges, it
helps organizations stay prepared and adaptive to changes.
5. Corrective Action

A vital component of the controlling process is taking corrective action when performance

deviates from established standards. If discrepancies are found, managers must identify the root

causes and implement solutions to address them. Corrective action may involve revising

procedures, providing additional training, or reallocating resources. This step ensures that errors

are corrected promptly and prevents them from recurring, thus maintaining the effectiveness and

efficiency of organizational operations.

1. Setting Performance Standard
The first step in the controlling process is to establish performance standards against which actual
performance is measured. Organizations should clearly define attainable, understandable, and realistic
standards for employees. These standards can be set in both quantitative and qualitative terms.
Quantitative standards include measurable aspects like production units, revenue, or costs, which should
be precise for easy comparison. Qualitative standards focus on factors like customer service time or
employee motivation and should also allow for easy measurement. Given the dynamic business
environment, standards should be flexible to adapt to changes and ensure effective performance
evaluation and improvement.
2. Measurement of Actual Performance
The second step in the controlling process is measuring actual performance accurately and
objectively. This can be done using techniques like sample checking or personal observation.
Performance should be measured in the same units as the standards for easy comparison.
While performance is usually measured at the end, some organizations assess it throughout the
process to prevent defects. Both quantitative and qualitative aspects must be considered to
maintain balance. For instance, reducing costs by lowering product quality may harm customer
satisfaction. Different departments measure performance in various ways, such as production
output, sales figures, or customer feedback.
3. Comparison of Actual Performance with Standards

The third step in the controlling process is comparing the actual performance of the
organization with the established standards. This comparison helps identify deviations between
expected and actual outcomes. When standards are expressed in quantitative terms, such as
units sold or revenue earned, the comparison is easier and more precise due to the absence of
subjective evaluation. For instance, an organization can quickly assess whether monthly sales
targets were met. However, comparing qualitative aspects, like employee motivation or service
quality, is more challenging due to their subjective nature and the difficulty in quantifying these
factors.
4. Analyzing Deviations
The fourth step in the controlling process is analyzing deviations between actual performance and set
standards. Since actual performance rarely matches expectations perfectly, organizations must identify
and evaluate these differences. To manage deviations effectively, organizations should establish an
acceptable range of variation and prioritize significant deviations over minor ones. Two key
approaches to analyzing deviations are Critical Point Control (CPC) and Management by Exception
(MBE).
A) Critical Point Control (CPC)
This approach emphasizes focusing on Key Result Areas (KRAs) that are vital to an organization's
success. Since monitoring every activity equally is impractical and costly, more attention should be given
to areas that significantly impact the organization’s performance. For example, a 2% deviation in
production costs is more crucial than a 15% deviation in stationery expenses because production costs
directly affect profitability.
B) Management by Exception (MBE)
MBE follows the principle: “If you try to control everything, you may end up controlling nothing.”
Managers should focus on deviations that exceed the acceptable range. Minor deviations within the set
limit can be ignored, while significant ones require immediate attention. For instance, if a manager sets a
5% acceptable deviation in production costs, a 2% deviation can be overlooked, but a 10% deviation
demands corrective action. This method helps managers save time and resources by addressing only the
most critical issues.
5. Taking Corrective Action

The final step in the controlling process is taking corrective action when deviations exceed the
acceptable limits set by managers. If the deviations fall within the defined range, no action is
required. However, when significant deviations occur in key areas, immediate and appropriate
managerial action is necessary to align actual performance with set standards.

Corrective actions address the root causes of deviations. For instance, if performance falls short
due to a lack of resources, managers should procure the necessary materials. If the deviation is
due to employee skill gaps, managers may provide training to improve their competencies.

Not all deviations require the same solution—corrective measures vary based on the nature and
cause of the deviation. This flexible approach ensures that each issue is resolved effectively,
helping the organization maintain consistent performance and achieve its objectives.
Types of Control

Pre-Control / Feed-Forward Control

Anticipate and prevent future issues

Concurrent Control
Implement changes based on insights

Post-Control
Identify areas for improvement
1. Feed Forward Control

Feed forward control, also known as preliminary control, focuses on anticipating potential problems and taking
corrective actions before issues arise or activities begin. It is future-oriented and aims to prevent deviations rather
than correcting them after they occur. This type of control is widely used in industries where prevention is crucial,
such as airlines, where preventive maintenance helps detect and prevent structural damage to avoid disasters. It also
applies to processes like employee selection and hiring, ensuring that the right candidates are chosen to avoid
future performance issues.

In contrast, feedback control relies on historical data collected after activities are completed. This means that any
errors or deviations cannot be undone, and corrective actions only apply to future operations. While feed forward
control is more proactive, it is less commonly practiced because many managers rely heavily on accounting and
statistical data for decision-making.

Despite this, feed forward control is implemented through careful forecasting and continuous monitoring of
expected outcomes. Managers use the latest information to compare actual progress with desired goals and adjust
their strategies to ensure better future performance. This proactive approach helps organizations prevent problems
rather than just reacting to them.
2. Concurrent Control

Concurrent control refers to monitoring and regulating ongoing activities to ensure they align with organizational
standards. This type of control occurs in real-time, during the execution of tasks, allowing immediate identification
and correction of errors before they become serious or costly. It is particularly useful in environments where
precision and quality are crucial.

A common form of concurrent control is direct supervision, where managers oversee employees' work and provide
immediate feedback. For example, in computer typing, software alerts users about spelling errors or incorrect
formatting instantly. Similarly, in manufacturing, automated systems monitor product quality to ensure each item
meets established standards.

Since concurrent control focuses on real-time adjustments, it requires a thorough understanding of the tasks being
performed and their connection to the desired outcomes. This ensures that processes run smoothly and deviations
are promptly addressed.

It is also known as steering, screening, or yes-no control because it often involves checkpoints where decisions are
made to continue, correct, or stop a process. This proactive approach helps organizations maintain efficiency and
quality throughout their operations.
3. Feedback Control

Feedback control, also known as post-action control, occurs after a task or activity is completed. It involves analyzing
variances between actual performance and planned standards and taking corrective actions if deviations are found. This
type of control is useful when feed forward or concurrent control is not feasible or is too costly, or when the exact
processes cannot be clearly defined in advance.

One major advantage of feedback control is that it provides valuable insights for improving future planning and
decision-making. Additionally, it helps to motivate employees by offering clear performance evaluations and allowing
recognition for successful outcomes.

Effective control systems often combine feed forward, concurrent, and feedback controls to meet different
organizational needs. These systems can be classified in three ways:

• Nature of Information Flow – Open-loop or closed-loop control systems.

• Type of Components – Human or machine-based control systems.

• Decision Process Relationship – Organizational or operational control systems.

By integrating different control methods, organizations can enhance efficiency, minimize errors, and improve
performance across all levels.
ESSENTIALS OF EFFECTIVE CONTROL SYSTEM
Suitability 1
2 Simplicity
Objective 3
4 Economical
Comprehensive 5
6 Capable to communicate
Suggestive 7
8 Flexibility
Responsibility-based 9
1
1 0 Strategic and Exceptional
Forward looking 1
 CONTROL TOOLS AND TECHNIQUES (METHODS)
1. Personal Control

2. Bureaucratic Control

3. Output Control

4. Cultural Control

5. Control through Incentives

6. Market Controls
 TOTAL QUALITY MANAGEMENT (TQM)
Total quality management is a management strategy that is designed to bring awareness of quality in all
organizational processes.
It is commonly used in manufacturing, education, government and service organizations.
It provides an umbrella under which everyone in the organization can strive and create customer satisfaction.
"TOM is a management approach for an organization, centered on quality, based on the participation of all its
members and aiming at long term success through customers satisfaction, and benefits to all members of the
organization and to society."
 International Organization for Standardization (ISO)
"A strategic commitment by top management to change its whole approach to business to make quality a guiding
factor in everything it does.“
 Ricky W. Griffin
"Total quality management (TQM) is defined as creating an organizational culture committed to the continuous
improvement of skills, teamwork, processes, product and service quality and customer satisfaction."
 Robert Kreitner
"Total quality management is a philosophy of management that is driven by customer needs and expectations
and focuses on continual improvement in the work process."
 Robbins and Coulter
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