Question

which of the following is not a part of controlling​

Answer 1

Answer:

Controlling consists of five steps: (1) set standards, (2) measure performance, (3) compare performance to standards, (4) determine the reasons for deviations and then (5) take corrective action as needed (see Figure 1, below). Corrective action can include changes made to the performance standards—setting them higher or lower or identifying new or additional standards. Performance standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.

Answer 2

Your question is incomplete. Please check below the full content.

Which one of the following is not a feature of controlling?

(a) Continuous process

(b) Action-oriented

(c) Keeping employees busy

(d) Pervasive function

Answer:

The correct answer is option (c) Keeping employees Busy

Explanation:

Controlling-

• Controlling checks to see if the employees are doing their assigned jobs on schedule. Additionally, it makes sure that the plans and strategies are followed in carrying out the activities.
• Controlling circles back around to the initial role of the management cycle, which is planning, reviewing, and taking appropriate action when things go wrong. It is carried out throughout the entire organisation.

Features of controlling -

Control is a Management Function:

• There are several different management tasks, including staffing, organising, planning, and controlling.
• One of the fundamental skills without which all other skills are useless is controlling.

Control is Embedded at each level of the Hierarchy:

• To complete their jobs and keep an eye on their reporters to ensure that objectives are met, all managers adhere to control management procedures.
• Despite the fact that control exists at every level, it takes different forms at each.
• For instance, top management is involved in strategic control, middle management is involved in tactical control, and lower management is involved in operational control.

Control is a Continuous Ongoing Activity:

• Controlling is a continual process that incorporates a timely examination of performances and produces corrective action rather than a one-time event.

Control is both Backward and Forward-Looking:

• We assess performance against benchmarks established during planning and processing.
• Control is backward-looking since it analyses deviations using prior data or activity.
• Control also pertains to the future because it is impossible to exert control over the past. Using the data analysis, future corrective actions are made.

Control is Closely Linked with Planning:

• Controlling and planning go hand in hand and are intricately connected. While regulating keeps track of the action, planning determines its direction.
• Controlling aids in identifying faults and developing fresh plans to correct deviations from the course. The results of the controlling process are used as input in the planning process.

Hence, we can conclude that keeping employees busy is not a task of controlling.

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