• MADE BY

Divya Vishwanadh-A01Sumedha Gupta-A02

Neha Rajwani-A03Taru Jain-A04

Mehar Grewal-A05

Controlling is one of the managerial functions like planning ,organising ,staffing and directing.it is help us in evaluating the performance & to take corrective measures to check the errors if any so that the performance occurs as per the plans and stated goals of the organisation in a desirable manner

Controlling functions leads to goal achievement ,an organisation without effective control is not likely to reach its goal

RICKY W.GRIFFINo controlling is not the last function of management

but it is the function which being back the management cycle to planning

Controls makes plans effective : managers need to measure progress offer feedback and direct their terms if they want to succeed

controls makes sure that organizational activities are consistent : policies and procedures help ensure that efforts are integreated

Controls make organizations effective: organizations need controls in place if they want to achieve and accomplish their objectives

Controls makes organizations efficient : efficiency probably depends more on controls than any other management function

controls provide feedback on project status : not only do they measure progress but controls also provide feedback to participants as well .feedback influences behavior and is essential ingredient in the control process

Controls aid in decision making : the ultimate purpose of controls is to help managers makes better decisions. Controls makes managers aware of problems and give their information that is necessary for decision making

Controlling is a continuous process It is a management process It is embedded in each level of

organizational hierarchy It is closely linked with planning it is a tool for achieving organizational

activities

Helps in achieving organisational goal :when the plans are made in the organisation these are directed towards achievement of organisational goal and the controlling functions ensures that all the activities takes place according to plan and if there is any deviation ,timely action is taken to bring back the activities on the path of planning. When all the activities are going according to plan then automatically these will direct towards achievement of organisation goal

Judging accuracy of standards: through strategic controlling we can easily judge whether the standards or target set are accurate or not .An accurate control system revises standards from time to time to match them with environmental changes .

Making efficient use of Resources : like traffic signal control guides the organisation and keeps it on the right track .Each activity is performed according to predetermined standards .As a result there is most and effective use of resources

Improvement employee motivation: An effective control system communicates the goals and standards of appraisal for employees for employees to subordinates well in advance.

Setting performance standards. Measurement of actual

performance. Comparing actual performance with

standards. Analysing deviations. Correcting deviations.

The four basic elements in a control system are:

the characteristic or condition to be controlled, the sensor, the comparator , the activator — occur in the same sequence and

maintain a consistent relationship to each other in every system

The first element is the characteristic or condition of the operating system which is to be measured. We select a specific characteristic because a correlation exists between it and how the system is performing. The characteristic may be the output of the system during any stage of processing or it may be a condition that has resulted from the output of the system

The second element of control, the sensor, is a means for measuring the characteristic or condition. The control subsystem must be designed to include a sensory device or method of measurement. In a home heating system this device would be the thermostat, and in a quality-control system this measurement might be performed by a visual inspection of the product.

The third element of control, the comparator, determines the need for correction by comparing what is occurring with what has been planned. Some deviation from plan is usual and expected, but when variations are beyond those considered acceptable, corrective action is required. It is often possible to identify trends in performance and to take action before an unacceptable variation from the norm occurs. This sort of preventative action indicates that good control is being achieved.

The fourth element of control, the activator, is the corrective action taken to return the system to expected output. The actual person, device, or method used to direct corrective inputs into the operating system may take a variety of forms. It may be a hydraulic controller positioned by a solenoid or electric motor in response to an electronic error signal, an employee directed to rework the parts that failed to pass quality inspection, or a school principal who decides to buy additional books to provide for an increased number of students. As long as a plan is performed within allowable limits, corrective action is not necessary; this seldom occurs in practice, however.

Control may be grouped according to three general classifications:

the nature of the information flow designed into the system (that is, open- or closed-loop control),

the kind of components included in the design (that is man or machine control systems), and

the relationship of control to the decision process (that is, organizational or operational control).

Like many other large global firms in traditional industries, Ford retained tight control on its digital and other marketing/ communication assets including images and videos, by allowing access to only a select few accredited automotive journalists and typically distributed those assets by request only, both out of habit or fear of unflattering mashups. Monty said, "Ford recognized that "control" of digital assets was an illusion. So they stopped pretending.“

In 2007, Ford Motor company recognized and accepted the changing dynamics of an environment where everyone was a publisher and this model no longer made sense because the bloggers were not interested in traversing the walled garden to get to the restricted content and on the flip side, there were dozens of organic digital content projects were popping up within Ford - from "semi official" YouTube channels to small-scale, one-off sharing of images and other content with enthusiast groups. Monty described it as, "A thousand points of light, not focused enough to truly illuminate or accomplish anything.“

Ford adopted an open and pragmatic approach to their content strategy where they started by helping online content producers to start conversations and tell richer, better informed stories by providing them with great content that even the "Citizen Journalists" could access easily and use to tell their own stories.

• Create rich content that's ready to share: Ford established its first Social Media Press Release (SMPR) filled with rich content ready for sharing. Ford also aggregated its digital content and made Creative-Commons licensed assets available for use by anyone who was interested in talking about the company or their brands - good or bad. Moreover, all Ford content is hosted with third-party plaforms, like Flickr and YouTube, to leverage their native sharing properties and popularity.

• Eliminate the need to pitch: Ford provides individual and global RSS feeds for their SMPRs, meaning subscribers are automatically notified of updates - and only get what they're interested in. They found many anticipated and unanticipated benefits, including an unsolicited placement in Wired magazine shortly after Chris Anderson's infamous "Blacklist" post. Giving traditional media and bloggers access to what they're most interested in, made pitching content irrelevant. Wired and other news media are subscribed to Ford's SMPR feeds and they regularly pick up stories without having to be pitched.

• Reduce fear of the unknown: Monty rightly pointed out that social media is scary mostly because people don't understand it. So they helped people understand it, epecially legal people. By sitting down with the legal folks and demonstrating value to the folks who are most interested in controlling the content, they were able to change the way content was treated at Ford. Another big issue, they ran into was digital rights management (DRM). For images it was simple - in most cases digital rights were already being obtained for the online editions of print publications.

Video is another issue, and Monty pointed out, "We're not the only ones wrestling with that challenge- if we put them online, it's usually only for a set period of time until the rights expire." Like many companies, however, Ford is working with its agencies are working together to get digital rights in place to manage their digital content.“

• Take a long-term approach to social media: Ford's approach was so successful because they didn't use this as a trendy one-time campaign but rather as a revolution in the way Ford, traditionally treated its digital assets and controlled access to them. Starting with Focus, Ford began making all of their content digitally available to

everyone under a license that would permit publication under almost any circumstances. All of the images, video and text on Ford's first and subsequent SMPRs are licensed under Creative Commons non-commercial.

When asked what's next for Ford, Monty said, "We are weaving digital influencers into every program we run for mainstream media. We're also establishing digital-only events and programs for online influencers. Integrating with MSM programs - digital should not exist in a vacuum, it goes farther when amplified and paired with traditional efforts, which it can assist and compliment.“

So, how successful has this new strategy been for Ford?

When asked about the ROI on social media, Monty quipped, "What's the ROI for putting on your pants every morning? But it's still important to your business." That was probably the most profound quote of the event and highlights how doing social media is no longer optional for large companies, but rather a necessity for every business.