What is the relationship between Planning and Control?

It is often asserted that planning and control are two sides of the same coin, meaning thereby that they cannot be separated. One does not make sense without the other. They are elements of one integral function.

The function of planning provides the philosophy and guide posts within which management activity is regulated. Performance standards are established by reference to plans and budgets. Long range plans are reduced to short-range plans for purposes of implementation and control. Implementation of plans is monitored through plans. The purpose of control is to ensure that events conform to plans. Control is meant to keep the plans on the right track and to keep away the forces of disruption and distortion. The lessons of control are fed-back to modify and reform future plans.

Similarities and differences between planning and control are as follows :

(a)  Planning is an intellectual, thinking exercise which, by itself does not help the organisation to achieve its goals. Control is action and results-oriented. It is an administrative function to some extent and can even be routinised.

(b)  Planning is a bulwark against making impulsive, snap decisions by managers on organisational matters. Control is a bulwark against organisational drift into inaction and malfunctioning. Planning is necessary to contain and gain command over the forces of uncertainty and complexity. Control is necessary to ward off disruptive and perversive forces. Planning enhances the capability of the organisation to tackle the future with a sense of confidence. Control strengthens the organisation’s will to preserve its integrity and identity.

(c)  Planning and control are the twin processes which mark out organisations as rational systems of order. They enable the individual organisation to cope with complexity, to strive for achievement of goals, to maintain its internal functioning and to adapt with the changing environment.

(d)  Often, planning is viewed as a forward-looking activity while control is viewed as a backward- looking activity. In other words, planning is future oriented and control past oriented. Since control involves measurement of progress of activities and correction of deviations, it is often viewed as a post-mortem exercise. Such a view holds good with respect to ‘post control’ activity. However, when controls are of real time or feed forward type, the notion that control is a backward-looking activity does not hold good.