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Why Are Planning and Controlling Called Inseparable Twins of Management?

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Relationship Between Planning and Controlling in Management with Examples

Planning and controlling are called inseparable twins of management because both are essential for achieving organizational goals. This topic is important for students appearing for school or competitive exams and helps in understanding how businesses ensure effective goal achievement. Understanding this relationship is crucial for future managers and business professionals.


Aspect Planning Controlling
Definition Setting objectives and deciding in advance the actions to achieve them Monitoring performance and taking corrective actions to achieve objectives
Sequence Comes first; a forward-looking function Follows planning; a backward-looking function
Dependency Needs control to ensure plans are followed Needs plans as standards for measurement
Nature Proactive Reactive and corrective
Example Setting sales targets for the year Measuring actual sales against targets

Meaning of Planning

Planning is a core function of management. It means deciding in advance what actions need to be taken and how to take them. Through planning, organizations set objectives, foresee future trends, allocate resources, and develop policies for efficient functioning. For example, a business may plan to launch a new product after identifying market demand.


Meaning of Controlling

Controlling is the process of monitoring actual performance, comparing it with planned standards, identifying deviations, and taking corrective actions. Its main aim is to ensure that activities go as per the plan and resources are used effectively. For instance, if sales are lower than the target, managers take steps to improve results.


Why are Planning and Controlling Inseparable in Management?

Planning and controlling are inseparable twins of management because:

  • Planning sets goals; controlling ensures these goals are met.
  • Controlling compares actual performance with plans to find gaps.
  • Corrective actions help close gaps between planned and actual results.
  • Together, they create a feedback loop for continuous organizational improvement.

Relationship Between Planning and Controlling

The relationship between planning and controlling is strong and circular. Planning gives direction by setting clear goals and standards. Controlling keeps the organization on course by checking if these goals are met and initiating corrective actions when needed. This close connection is the reason they are called inseparable twins of management.


Key Points Showing Interdependence

  • Planning is forward-looking; controlling is backward-looking—yet both guide future plans.
  • Controlling is not possible without standards set by planning.
  • Planning without controlling is ineffective because there’s no follow-through.
  • Corrective actions in control are used as feedback for future planning.

Importance of Planning and Controlling

Both functions are crucial for organizational success. Planning sets the foundation for action, whereas controlling ensures proper implementation. This coordination ensures that objectives are met efficiently and deviations are corrected instantly. It leads to optimal use of resources, minimizes waste, and enhances competitiveness. Mastery of both helps students in exams and future business roles.


Steps in the Control Process

Controlling involves a logical sequence of steps that align with planning:

  1. Setting standards and targets (based on planning).
  2. Measuring actual performance.
  3. Comparing performance with standards.
  4. Identifying deviations, if any.
  5. Taking corrective actions to bring performance back on track.

Real-Life Example

Suppose a company plans an annual profit of ₹10 lakh. At the end of six months, if profits are only ₹3 lakh (as measured in the control process), management will analyze reasons for deviation and take corrective steps—such as cost reduction or sales promotion—to achieve the yearly target. This cycle repeats, improving accuracy in both planning and controlling.


Linking to Other Management Functions

To understand where planning and controlling fit in the management process, see their place alongside organizing, staffing, and leading. These functions work together to ensure sound business management.


Learn more about the details of Planning and the Features and Importance of Controlling. For exam-focused differences, refer directly to Difference Between Planning and Controlling and Principles of Control for deepening your understanding. At Vedantu, concepts are explained in a clear and structured way for better learning.


In summary, planning and controlling are truly inseparable twins of management. Planning sets the standards and targets; controlling ensures these are achieved through continuous monitoring and corrective actions. Mastering this cycle helps students succeed in exams and prepares them for solving real-world business problems.

FAQs on Why Are Planning and Controlling Called Inseparable Twins of Management?

1. Why are planning and controlling called inseparable twins of management?

Planning and controlling are inseparable because they are interdependent processes in management. Planning sets the organizational goals and strategies, while controlling monitors progress, measures performance against those plans, and takes corrective actions. They form a continuous feedback loop.

2. What is the main relationship between planning and controlling?

The core relationship between planning and controlling is one of interdependence. Planning provides the direction and objectives, while controlling provides the feedback mechanism to ensure that the plans are being implemented effectively and efficiently. Controlling measures performance against planned objectives, helping to modify plans as needed.

3. How is planning a forward-looking function and controlling a backward-looking function?

Planning is forward-looking as it focuses on setting future goals and determining the steps to achieve them. Controlling, in contrast, is backward-looking because it involves monitoring past performance, comparing it with planned targets, and taking corrective actions. However, the information gained from controlling informs future planning cycles.

4. Can controlling exist without planning? Explain with reasons.

No, effective controlling cannot exist without planning. Controlling requires pre-defined standards or benchmarks to measure performance against. These standards are established during the planning phase. Without a plan to compare against, controlling becomes arbitrary and meaningless. The process lacks a clear objective for measurement.

5. What are examples of planning and controlling in an organization?

Examples include: setting a sales target (planning) and then monitoring actual sales against the target (controlling); developing a new product launch plan (planning) and tracking the market response (controlling); creating a budget (planning) and monitoring expenses (controlling).

6. How planning and controlling are interrelated?

Planning and controlling are closely interrelated. Planning sets the goals and strategies, while controlling measures performance against these goals. The results of controlling provide feedback that informs future planning, creating a continuous cycle of improvement. They are thus inseparable twins of management.

7. What are the twin functions of management?

Planning and controlling are often referred to as the twin functions of management because they are vital, interdependent processes that work together to achieve organizational goals. Planning sets the course, while controlling keeps the organization on track. Effective management requires both.

8. Are planning and controlling two separable functions of management?

No, planning and controlling are not separable. They are highly integrated functions. Controlling is dependent on the goals and standards set during the planning stage. The results of controlling, in turn, inform adjustments to future plans. Their inseparability makes them core functions of effective management.

9. What is controlling explain the relationship between planning and controlling functions of management?

Controlling is a managerial function that involves monitoring performance, comparing it with planned targets, and taking corrective actions to ensure that organizational goals are achieved. It's intrinsically linked to planning; controlling measures progress against the plans laid out, establishing a feedback loop for improvement and adaptation.

10. In what scenarios does poor planning render controlling ineffective?

Poor planning, such as setting unrealistic targets or failing to consider relevant factors, makes controlling ineffective. If the initial plan is flawed, controlling efforts will only highlight the problems stemming from inadequate planning, rather than assisting in achieving goals. Effective controlling relies on a well-defined and realistic planning process.

11. How does a feedback loop strengthen the relationship between planning and controlling?

The feedback loop strengthens the planning-controlling relationship by enabling continuous improvement. Information gathered during the controlling process informs the revision and refinement of future plans. This iterative process ensures that plans adapt to changing circumstances and that organizational goals remain achievable. The feedback makes the management process more dynamic.