Active learning ideas
Controlling is the process of monitoring organizational performance and taking corrective action to ensure that goals are met. It is the 'circular' link in management, as it looks back at the planning stage to see if the standards were achieved. For Class 12 students, this topic emphasizes that management is a continuous loop.
Activity 01
Students 'produce' paper planes with specific wingspan standards. A 'Controller' measures the output, identifies deviations, and suggests whether the error is 'Critical' or should be ignored under 'Management by Exception'.
What is the relationship between planning and controlling?
Activity 02
Students discuss the statement 'Planning is looking ahead and Controlling is looking back.' They must find examples to prove that both are actually both forward-looking and backward-looking.
How do managers establish standards for controlling?
Activity 03
Provide a case study of a declining retail store. Students must identify the 'Key Result Areas' (KRAs) and suggest corrective actions for major deviations in sales and customer service.
What are the steps involved in the controlling process?
A few notes on teaching this unit
Watch Out for These Misconceptions
Controlling is a negative process used to punish employees.
Controlling is a positive, goal-oriented process meant to improve future performance. Active discussion of 'Corrective Action' helps students see it as a way to help employees succeed.
Managers should control every single activity in the office.
Trying to control everything leads to controlling nothing. Peer exercises on 'Management by Exception' help students understand that only significant deviations need attention.
Methods used in this brief
Staffing
Explore the staffing process including recruitment, selection, training, and development. Understand staffing as a critical component of human resource management.
8 methodologies
Directing
Examine the elements of directing: supervision, motivation, leadership, and communication. Analyze various financial and non-financial incentives.
8 methodologies