Is Controlling a Part of Planning Process True or False?

In the realm of business, planning is a crucial element for success. It involves setting goals, devising strategies, and allocating resources to ensure smooth operations and achieve desired outcomes.

However, an often debated question arises – is controlling a part of the planning process? Some argue that controlling is an integral component that ensures plans are implemented effectively and deviations are managed, while others believe that controlling and planning are separate functions with distinct objectives. This intriguing debate has sparked curiosity among professionals in various industries, as the implications of this question can greatly impact organizational performance.

In this article, we will delve into the intricacies of the planning process and explore whether controlling is indeed an inherent part of it, or if it stands as a separate entity altogether. By examining different perspectives and analyzing real-life scenarios, we aim to shed light on this contentious topic and provide valuable insights for businesses seeking to optimize their planning endeavors.

💡 Features of a Good Control System:

 Suitable: A good control system should be suitable for the needs and nature of the organisation.

 Simple: A good controlling system should be easy to operate and understand.

 Economical: The cost of setting, implementing, and maintaining a control system should not be more than the benefits gained from it.

 Flexible: A good control system should have the ability to adjust according to the changing business environment and internal conditions. 

Forward Looking: A good control system should move in a forward direction so that the managers can easily determine the deviations before they actually happen in the organisation.

 Objective: The standards of the organisation, its measurement of performance, and corrective actions should be impersonal and objective. 

 Management by exception: A good control system should focus its attention on the significant deviations which are crucial for the organisation, instead of looking for the deviation which does not have much impact on the business.

What is controlling in the context of planning?

To understand the relationship between controlling and planning, it is important to first define what controlling means in the context of business. Controlling refers to the process of monitoring, evaluating, and adjusting activities to ensure that they align with the established plans and objectives. It involves measuring performance, comparing it to predetermined standards, identifying deviations, and taking corrective actions when necessary. In essence, controlling acts as a feedback mechanism that allows organizations to stay on track and make necessary adjustments to achieve their goals.

The relationship between planning and controlling

While planning and controlling are often discussed as separate functions, they are intrinsically linked and mutually dependent on each other. Planning sets the foundation by defining goals, developing strategies, and outlining the steps required to achieve desired outcomes. Controlling, on the other hand, ensures that the plans are implemented effectively and that any deviations are identified and managed. In this sense, controlling acts as a support system for planning, providing feedback and insights that enable organizations to make informed decisions and maintain progress towards their objectives.

The role of controlling in the planning process

Controlling plays a crucial role in the planning process by providing a mechanism for organizations to assess the effectiveness of their plans and make necessary adjustments. It helps identify potential obstacles and allows for timely interventions to mitigate risks and maximize opportunities. By monitoring performance and comparing it to predetermined standards, controlling enables organizations to measure progress, identify gaps, and take corrective actions when necessary. This ensures that the planning process remains dynamic and adaptive, allowing organizations to stay agile in an ever-changing business landscape.

Examples of how controlling is integrated into the planning process

To illustrate how controlling is integrated into the planning process, let’s consider a hypothetical scenario. Imagine a retail company that wants to expand its operations by opening new stores in different locations. The planning process would involve conducting market research, identifying potential locations, estimating costs and revenues, and developing a timeline for implementation. However, without controlling, the company would have no way of ensuring that the new stores are performing as expected.

By implementing controlling measures such as regular financial performance assessments, customer satisfaction surveys, and operational audits, the company can monitor the progress of each new store and identify any deviations from the initial plans. For example, if a new store is not meeting revenue targets, controlling measures would allow the company to identify the underlying issues and take corrective actions such as adjusting marketing strategies or improving customer service. This integration of controlling into the planning process ensures that the company can adapt and optimize its operations to achieve the desired outcomes.

Benefits of incorporating controlling into the planning process

Incorporating controlling into the planning process offers several benefits for organizations. Firstly, it provides a mechanism for continuous improvement by allowing organizations to assess the effectiveness of their plans and make necessary adjustments. This ensures that the plans remain relevant and aligned with the changing business environment. Secondly, controlling helps identify potential risks and enables organizations to take timely actions to mitigate them. By monitoring performance and identifying deviations, organizations can proactively address issues before they escalate and impact the overall success of the plans. Lastly, controlling increases accountability by providing a framework for measuring performance and holding individuals and teams responsible for their actions and outcomes.

Common misconceptions about controlling and planning

Despite the interconnectedness of controlling and planning, there are common misconceptions that can lead to misunderstandings and ineffective implementation. One misconception is that controlling is solely focused on identifying and punishing deviations from plans. In reality, controlling should be seen as a constructive tool that enables organizations to learn from deviations, make necessary adjustments, and improve future planning. Another misconception is that controlling is a rigid and inflexible process that stifles creativity and innovation. On the contrary, effective controlling should be flexible and adaptive, allowing for agility and responsiveness in the face of changing circumstances.

The importance of flexibility in the planning and controlling process

Flexibility is a key factor in ensuring the success of both the planning and controlling processes. In today’s fast-paced and unpredictable business environment, rigid and inflexible plans can quickly become obsolete. Therefore, organizations need to embrace a flexible approach that allows for adjustments and adaptations as new information becomes available. Similarly, controlling measures should be designed to accommodate unforeseen circumstances and provide room for corrective actions. By incorporating flexibility into the planning and controlling processes, organizations can enhance their ability to navigate uncertainties and maximize their chances of achieving desired outcomes.

How to effectively integrate controlling into your planning process

To effectively integrate controlling into the planning process, organizations can follow several best practices. Firstly, it is important to establish clear and measurable objectives that can serve as benchmarks for monitoring performance. This allows organizations to track progress and identify any deviations from the initial plans. Secondly, organizations should implement regular monitoring and reporting mechanisms to gather relevant data and insights. This can include financial reports, customer feedback surveys, and operational audits. By collecting and analyzing this data, organizations can identify trends, patterns, and potential issues that require attention. Lastly, organizations should foster a culture of accountability and continuous improvement. This involves establishing clear roles and responsibilities, promoting open communication, and encouraging individuals and teams to take ownership of their actions and outcomes.


The debate on whether controlling is a part of the planning process continues to spark curiosity and discussions among professionals in various industries. While some argue that controlling and planning are separate functions, it is clear that they are interconnected and mutually dependent. Controlling serves as a feedback mechanism that enables organizations to monitor performance, identify deviations, and make necessary adjustments to ensure the successful implementation of plans. By incorporating controlling into the planning process, organizations can enhance their ability to achieve desired outcomes, navigate uncertainties, and optimize their operations. Ultimately, the integration of controlling into the planning process is essential for organizations seeking to stay competitive and thrive in today’s dynamic business landscape.