Importance of control can be enumerated by listing the following benefits of controlling:
1. Insurance Value of Control:
The risk of nonconformity of the actual performance with intended goals is largely estimated by controlling. The basic function of control lies in regulating operations in such a way as to insure the achievement of predetermined objectives.
Continuous review of work progress for making necessary adjustments in operations brings the performance back into line or holds it in line with the intended goals.
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2. Basis for Future Action:
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Evaluation of final results on the completion of work makes facts and information available for future planning and organizing. Such evaluation helps in re-planning for repetitive operations, in planning for the next step in non-repetitive operations, in introducing organizational changes, as well as, in rewarding, punishing or disciplining subordinates. As a matter of fact, a long-range planning becomes impossible unless control information flows continuously between work projects.
3. Indication of Managerial Weakness:
Control keeps a check on other functions for ensuring successful management. The problems of control stem mainly from deficiencies in other management functions. Before accomplishing the work, there may appear too many unknown and unforeseen situations which cannot be covered by initial planning, organizing and directing efforts. It is the control function of management that reveals and feeds back necessary information for indicating managerial weaknesses and for removing them by remedial actions.
4. Facility of Coordination:
Coordination is facilitated by the control function of management. In the context of predetermined goals, control keeps all activities and efforts within their fixed boundaries and makes them to move towards common goals through coordinated directives. Determining who needs what information, control becomes instrumental to provide for horizontal communication between chains of command through direct cross contacts. Wastes of time, money and efforts can be successfully avoided through the control function of management.
5. Extension of Decentralization:
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Despite decentralization, a consistent pattern of executive behaviour and action can be maintained by controlling the use and application of standing plans throughout the organization. By requiring subordinates to exercise self-control for regulating their own performance and to refer only exceptional problems to the superior for information, the top management can concentrate on overall planning and control without being buried in minor details.