Management discussion board

Posted: October 24th, 2013









Management Discussion Board




Management Discussion Board

In management, planning and control are two inseparable concepts. In the administration of any situation, control ensures success of the plan. Likewise, controlling a situation is only reasonable when a strategic plan is in place (Berry, 2002). However, despite their close relation, the two aspects of management are somewhat different. For example, planning involves placing certain strategies to achieve the set objectives. On the other hand, controlling entails analysis of past events to determine the success of the pre-set strategies (Berry, 2002). Nevertheless, controlling incorporates the future while planning integrates the past hence confirming the interconnectivity of the two managerial aspects. Controlling of past events is in respect to the future while planning entails formulation of strategies based on past occurrences. Moreover, planning is usually the first action in management while controlling occurs towards the end of the management process. Planning involves implementation of a strategy while controlling entails evaluation of the same (Berry, 2002).

The relevant managerial planning process substantiates the aspect of controlling. Consequently, controlling dictates the planning process in terms of its course of action. Furthermore, the interconnectivity of the controlling and planning processes is evident in the benefits of one process to the other. Planning dictates strategies to help meet the intended goals while controlling provides relevant information on the appropriate course of actions that will assist the company in attaining these objectives (Berry, 2002). In general, controlling is the practical version of the planning process.

The relationship between planning and controlling is present in any event. For example, a simple smoldering cigarette piece could cause a fire in a building. According to this example illustrated in Management Diagnosis, such a fire is a result of human negligence. The fire would not happen if the smoker threw away the cigarette piece in a proper manner (Berry, 2002). This action by the smoker not only shows negligence but also depicts poor managerial planning. The individual could avoid the mishap by putting off the cigarette before disposing. Moreover, he could have avoided smoking inside the building in order to prevent such disasters from taking place. As such, the incidence is an evidence of poor managerial skills of the individual. The individual did not plan efficiently while he was smoking. Proper planning would ensure a safe future contrary to the events in the narrative.

Upon the occurrence of the disaster, the priority changed from planning to controlling the situation. At that point, the most crucial thing was putting out the fire. The cause of the fire was irrelevant until it is extinguished (Berry, 2002). This indicates the occurrence of the controlling process of management. As expected, the controlling process comes later in management while planning is the first in this process. In this scenario, the controlling process takes place in respect to the past upon failure of planning. Since controlling is dictated by planning, the lack of the latter process leads to the urgency of the first one. After putting out the fire, plans to prevent similar incidences in the future needed considering. This is because the controlling process directs plans towards a certain path in terms of the most appropriate course of action. This supports the notion that the controlling process is the practical form of managerial planning (Berry, 2002). In conclusion, both planning and controlling processes of management are vital in attaining the pre-set objectives.






Berry, J. R. (2002). Management: A general theory. Epsom: Discoverer.

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