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www.gyaniversity.com157MMPC001: Management Functions and Organisational ProcessesDescribe the basic elements of the control process with examples.Exam Prediction: 52%Source: IGNOU TextbookThe control process is a systematic sequence of steps that help managers ensure that actual performance conforms to the planned objectives. There are six basic elements in the control process, each of which plays a crucial role in identifying deviations from the plan and taking necessary corrective actions.1. Establishment of Standards: At the beginning of the control process, managers set clear and measurable standards that act as benchmarks for performance. These standards can be tangible, such as production output, sales targets, or service response times, or intangible, such as customer satisfaction levels or employee morale. For example, a manufacturing firm may establish a standard production quota of 1,000 units per day, while a sales team mighthave a target of achieving sales worth INR 10 lakhs each month. The key is that these standards must be realistic, well-defined, and aligned with the organization%u2019s goals so that they provide a useful basis for comparison with actual performance.2. Measurement of Actual Performance: Once standards are set, the next step is to measure what is occurringin the operation. This involves collecting data on various performance metrics through reports, observation, or automated systems. For instance, if the standard is to manufacture 1,000 units daily, managers need to record the actual number of units produced each day. The measurement process must be objective, accurate, and carried out at appropriate intervals so that any discrepancies can be identified promptly. Maintaining regular records and using modern tools like software applications can help in accurately tracking the performance of different departments or processes.3. Comparison of Actual Performance with Standards: After measuring performance, the next step is to compare the actual results with the predefined standards. This comparison is critical as it highlights whether the performance is on track or deviating from the plan. For example, if a restaurant has set a standard of serving 100 meals per hour but finds that only 80 meals are served, this gap signals a problem that needs to be addressed. Alternatively, if an officebased service shows that response time to customer inquiries has increased from an expected 2 hours to 4 hours, it is an indication that the system may be operating inefficiently. This step helps in identifyingareas where performancedoes not meet expectations, which is essential for further investigation.4. Analysis of Deviations: Once differences between the actual performance and the standards are noticed, managers must analyze these deviations to understand their causes. It is important to determine whether these deviations are due to unrealistic