1. Introduction

The control process is a critical managerial mechanism ensuring that organisational activities align with planned objectives. Acting as a feedback loop, controlling helps organisations stay on course by measuring performance, identifying deviations, and implementing corrective actions.

Based on BYJU’S framework and reinforced by modern management literature, this article walks you through the core steps in control process, their significance, applications, and best practices for 2025.

2. What Is the Control Process?

Controlling is a dynamic management function that ensures organisational activities progress according to plan. Its objectives include optimal resource use, organisational coordination, motivation, discipline, and performance improvement.

The widely accepted control process includes four to five stages, depending on the interpretation—either the BYJU’S four-step model or a more detailed five-step system from management theory.

3. Four vs Five Steps: What’s the Difference?

BYJU’S four-step model (via BYJU’S Commerce):

1. Establish standards and measurement methods

2. Measure actual performance

3. Compare performance with standards

4. Take corrective action and possibly re-evaluate standards

Five-step model (widely used in modern management theory):

1. Setting performance standards

2. Measuring actual performance

3. Comparing actual performance with standards

4. Analysing deviations (root cause analysis)

5. Taking corrective action if needed

The five-step model offers deeper insight by explicitly recognising deviation analysis as its own crucial phase.

4. Deep Dive into Each Step

✅ Step 1: Setting Performance Standards

Performance standards are quantitative or qualitative benchmarks aligned with organisational goals—such as revenue targets, defect rates, or customer satisfaction levels. Effective standards are measurable, clear, realistic, and adaptable to change.

✅ Step 2: Measuring Actual Performance

Actual performance must be measured in reliable and consistent ways—through financial reports, sales data, customer surveys, or direct observation—to facilitate meaningful comparison with standards.

✅ Step 3: Comparing Performance to Standards

Compare actual results with the benchmarks. If performance meets expectations, the control cycle ends positively. Deviations—whether positive (over-achievement) or negative (under-performance)—should be identified.

✅ Step 4: Analysing Deviations

Examine significant variances to determine their cause—lack of resources, flawed planning, insufficient skills, or external disruptions? Techniques like root cause analysis help managers focus on critical deviation areas through management by exception and critical point control.

✅ Step 5: Taking Corrective Action

Based on insights from deviation analysis, implement solutions: adjust processes, resource allocation, training, or even revise standards and planning assumptions. Follow-up monitoring ensures corrective actions are effective and feed into future planning cycles.

5. Why the Control Process Matters

6. Integrating PDCA & Continuous Improvement

The control process aligns with the PDCA cycle—Plan, Do, Check, Act—making it inherently iterative and geared toward continuous improvement. The “Check” stage mirrors performance measurement and comparison, while “Act” corresponds to corrective actions and standard revisions.

7. Real-world Applications & Examples

• Sales Performance Review: Quarterly sales revenue is compared to targets. If actuals fall short, the deviation is analysed and actions like retraining or promotions may be launched.

• Manufacturing Quality Control: Defect rates are benchmarked. Control charts may detect drift and trigger quality improvement efforts.

• Service Industry Metrics: Customer satisfaction scores below target prompt root cause analysis and operational change