When managers use metrics to assess performance and develop strategies for corrective action, which management function are they performing?

When managers utilize metrics to evaluate performance levels and formulate strategies to address any identified issues, they are engaging in the controlling function of management. This process involves monitoring actual performance against established standards or goals and making necessary adjustments to ensure that organizational objectives are met.

Control is a critical function as it allows managers to assess whether their plans are being executed effectively and to understand if there are any deviations from expected performance. If discrepancies arise, managers can determine the appropriate corrective actions needed to realign practices with strategic goals.

In contrast, planning focuses on setting objectives and determining the best courses of action to achieve them, while organizing refers to arranging resources and tasks to implement those plans. Leading involves motivating and guiding employees toward the organization’s goals but does not specifically address performance assessment or corrective strategies. Thus, the use of metrics to assess performance aligns clearly with the controlling function.