An Effective Managerial Control –A Gift to Organisational Control

An Effective Managerial Control –A Gift to Organisational Control

Management is defined in various ways depending on the viewpoint beliefs and comprehension if the definer management is the performance of convening and achieving desired results by means of group efforts consisting of utilizing human talent and resources. an additional definition is management is the satisfaction of economic and social needs by being productive for the human being for economic and for society. However, for the of this research, the following definition is used. Management is a distinct process consisting of planning, organizing, actualizing and controlling performed to determine and accomplish state objectives by the use of human beings and other resources. in other words, there are distinguishing activities, which make up management process.

Furthermore, these activities are performed to accomplish stated objectives and they are performed by people with the help of other resources. the basic resources are subjected to the fundamental functions of management-planing organizing, actualizing and controlling in order that the state objectives are achieved.


It is also helpful to note the concept piro people, ideas, Resources and objectives). This basically are what a manger workers with, but not what one does which as stated are the fundamental functions of planning, organizing, actualizing and controlling. People are big far the most important resources for the manager. In the final analysis, management is big, through it is for people.

Its raison d’ etre is people. A manager knows to achieve a state objective, people need to be communicated with persuaded, inspired and they required leadership and the ability to perform work, tasks that are precious possessions of manager for they represent the fundamental notions and conceptual thinking required of a manager. Questions such as the objectives to seek what resources to allocate, what priorities, sequences and timing to follows and what problems to analyses are answered by the use of ideas and mental efforts of the manager. Resources other than people are essential to the manger success. The manager must define liaison lines of facilitate co-ordination of resources and establish proper and up to data relationship among them.

Objectives give purpose to the managers’ use of people, ideas and resources. there is a is goal to reach a mission to fulfil. A manager is good oriented.


Current managerial literature abounds in providing short lists of what it takes to succeed in management while such lists are necessary limited and frequently resemble platitudes, they nevertheless are of interest to the beginning student management. For such lists are included here in order to show the general nature of this material and hopefully to increase the students interest in studying management.

The first list gives four simple suggestions:

  1. Know the company’s goals
  2. Select effective subordinate
  3. Delegate buy letting subordinates decide issues with their results being obtained satisfactory
  4. Check up to ensure that results being obtained are satisfactory

Another includes:

  1. Select your members carefully
  2. Motivate them
  3. Develop good communication
  4. Strive to attain effective interpersonal relationships
  5. Minimize conflicts among the group members coming into more depth and probably greater assistance is the third list which includes:
  6. Strengthen human relations skill
  7. Learn to speak and to listen effectively
  8. Set high standard or proposed levels of achievement.
  9. See situations from the other person’s viewpoint.
  10. Become effective decision making
  11. Adopt a questioning attitude to discover and to use new ideas.
  12. Be a leader big getting involved in the action
  13. View management as the opportunity to influence other people favourably.
  14. Evaluate what is achieved carefully and if necessary, take remedial action.

Finally, list four points out that for most favourable results, the manager should:

  1. Spend time on matters that are really important
  2. Plan and follow through on programs
  3. Express personal feelings and understand that feelings of other
  4. Look for the best in others not the worst
  5. Make sure each group member is assigned the work best suited for that person.
  6. Encourage members to assure responsibility
  7. Appraise his or her own self and performance honestly
  8. Evaluate the group member consistently
  9. Keep cost expenditures at a minimum compatible with the service required and
  10. Increase personal overall knowledge.


Another basic concept in management is that there are principles of management. Some prefer to call propositions. A principle can be defined as a fundamental statement or truth proving a guide to action. The fundamental statement or truth is providing a guide to action. The fundamental statement signifies what results to expect when the principle is applied. Hence, big means of principles of management, a manager can avoid mistakes in his/her many efforts principles of management are to the management as a table to strengths of materials is to civil engineer. The table repressed as at based on years to experience and testing if the engineer can predetermine the state allowable load for a steel girder to building simply by using the table and analyzing the design drawing and specifications. From experiences and accomplishments come principles. Actually, the discovery and statements of principles are products of any well-developed science. In the student and comprehension of any body of knowledge are relatively nothing, they are rapidly aging facts. Principles are ending. In fact, every filed of earning has its principles which represent the destitution of basic truth in that areas as we know and understand them. There are basic principles of management that are reasonably well established, accepted and used.

These principles cover many facets of management .

It can be state that the principles of management represent the current development of management. As more and more reliable is gained about its new principles will emerge and at the end some discarded as not being truly representative of management knowledge.


Principles are basic, yet they are absolute. They are neither law, dogmas. They should not be considered too rigid principles are working hypothesis

Principles should be:

  1. practical, which means they can be put to use no matter how remote or distant the time the application.
  2. Relevant to a basic and broad precept, thus providing an inclusive perspective.
  3. Consistent in that for identical sets of circumstance similar to results, well occur.

The application of principles requires judgement and interpretation of the available facts in a given situation. This means that management principles have some flexibility in that their application should be conditioned. For example, consider the statement:

For maximum managerial efficiency total cost, but should it still be used as guide incase of emergency on in the efforts of depending our country against an invader. The use of management principles in is intruded to simplify management work. Keys to what actions should be taken are suggested by principles of management. They provide the basic bench marks from which a comprehensive mastery of a subject area may be stated and can be viewed as capsules of what is believed to be major considerations in effective current management.


Management is unique and review of the following listing will be beneficial to the beginning student of management. Although patrons of the following are implied in the above discussion, this orderly listing commonly proves helpful.

  1. Management deals with the achievement of something specific, expressed as an objective. Commonly, managerial success is measured by the extent to which the objectives are achieved. Management is an effective means of getting needed work accomplished. The fact that some executives have a number of subordinate reporting to them does not if so factor, make them managers.
  2. Management makes things happen management focuses their attention and efforts on bringing about successful action. They know where to start, what to do keep things moving and how to follow through successful managers urge for management.

Management is acceptable because by its means things are accomplished that people be done and that they want done, but they realize probably not be done if management whatever the person practicing management may he or she is not willing a popularity consent, but members of group respect the manager. The management member get along with people by not only liking them but also by being firm helpful;, and perfect and of the best. The people in turn are glad that they have the management member they do because they are getting somewhere.

  1. Management is an activity not a person or group of persons:

The word “managing” is a more precise and descriptive term than management.populac usage however, has made management the widely accepted term. Management is not people it is an activity like walking, reacting, swimming or running. People who perform management can be designated as management frequently the sales person promoted to district sales manager remains a sales person, because of failure to copperhead the managerial difference between getting   sales people to sell and knowing how to sell. Likewise, the employee training expect advance to assistant personnel manager may continue to be a training expect, this is not succeeding the new managerial post.

—This article is not complete———–This article is not complete————
This article was extracted from a Project Research Work/Material Topic



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