And since management involves directing the activities of others, a major part of the control function is making sure other people do what should be done.The management literature is filled with advice on how to achieve better control.This advice usually includes a description of some type of measurement and feedback process: This focus on measurement and feedback, however, can be seriously misleading.
If nothing is done to protect the organization against the possible occurrence of undesirable behavior or the omission of desirable behavior caused by these personal limitations and motivational problems, severe repercussions may result.
At a minimum, inadequate control can result in lower performance or higher risk of poor performance.
In other words, there is a lack of goal congruence.
Steps must often be taken either to increase goal congruence or to prevent employees from acting in their own interest where goal incongruence exists.
An informed expert might judge that the control system in place is adequate because no major bad surprises are likely, but this judgment is subject to error because adequacy must be measured against a future that can be very difficult to assess.
Fourth, better control is not always economically desirable.
At the extreme, if performance is not controlled on one or more critical performance dimensions, the outcome could be organizational failure.
Perfect control, meaning complete assurance that actual accomplishment will proceed according to plan, is never possible because of the likely occurrence of unforeseen events.
and plans are made, management's primary task is to take steps to ensure that these plans are carried out, or, if conditions warrant, that the plans are modified.
This is the critical control function of management.