Running Header: DIRECTING AND CONTROLLING

Directing and Controlling

Directing and Controlling

Introduction

The four fundamental functions of management are: planning, organizing, leading, or directing, and controlling. Controlling is the fourth and final managerial function, in which managers are monitoring performances and implementing changes. The purpose of controlling is to make sure that performance meets, or even surpasses the company goals. Controlling is a managerial function in which manager is evaluating an organization's performance to determine if is accomplishing its goals. Controlling is an important function because it is providing feedback for future planning. Controlling is the way a company ensures that its strategic goals are being met. It involves setting standards against which employee and company performance are measured. It involves continuous measurement and monitoring, taking corrective action when necessary, and revising standards and plans as needed.

Discussion

The control has been defined under two broad perspectives, a narrow and a broad perspective. From the limited perspective, control is conceived as the subsequent verification of the results achieved in the monitoring of objectives and cost control invested in the process performed by management levels where standardization in quantitative terms, a central part of the control action.

Under the broad perspective, control is conceived as an activity not only at management level but at all levels and members of the organization, guiding the organization toward meeting the goals set under mechanisms qualitative and quantitative measurement. This approach emphasizes the social and cultural factors present in the institutional context as part of the principle that it is the individual behavior who ultimately defines the effectiveness of control methods chosen in the dynamics of management.

All this suggests that the control is a mechanism to correct deviations through qualitative and quantitative indicators within a broader social context, in order to achieve compliance with the key objectives for organizational success, ie, control understood not as a purely technical process ...