Organisational Control

Overall Strength: in general, the article provides structure to a concept that is very intangible by: (a) describing the nature and the functions of control; (b) segregating the MCS into categories: core control system, organizational structure, and organizational culture; (c) illustrating how to apply the control model (satisfied my approach) (d) provides a basis for designing and evaluating the system. The manner, in which the model is presented, with its use of figures, further emphasizes the structure of the model. See below on further emphasis on parts (a) -(c).

Managers need to ensure that targets are met and improvements if necessary are made. They need to plan ahead to ensure that their targets are achievable and control the workload to ensure all activities are carried out effectively.

A concept we learned about in Business Leadership that relates to the main point in this book is control systems. We looked at the importance of control in management and learned about various different systems. In this book, systems are shown to greatly help customer service. Systems are predetermined ways to get a specific result and still ensure consistency. Andrew, the plant manager said “Systems give you a floor, not a ceiling”. Thus, a system is the sort of thing you build on, a starting point. An external control measure, for example, involves

Control Control is about monitoring the company marketing objective. Control help a company know if the marketing plan is working. Control should monitor at every step of the plan just in case the marketing plan need to be adjusted. The company should not wait until the end of the year to check on the marketing plan. 2.

Managers are tasked with the responsibility of supervising the work done by employees under them. Some are engaged in policy

The concept of control involves monitoring, assessment, feedback, and regulation, and infers that there are standards, ideals, or objectives to which the organization is compared (Fleming, 2015). Inputs, processes, and outputs are standards to

Design challenging jobs Tie some rewards to group accomplishments to build teamwork and encourage cooperation Reward mangers for creating, monitoring, and maintaining expectancies and outcomes that lead to high effort and goal attainment Monitor employee motivation through interviews or anonymous questionnaires Accommodate individual differences by building flexibility into the motivation program

Control mechanisms are necessary in order for any business to run smoothly and ensure that things are going as planned. These controls help the business determine the activity and direction of its employees in a manner that helps the company meet its goals (Bateman & Snell, 2007). There are three basic types of controls: bureaucratic, market, and clan. Bureaucratic control basically consists of the formal rules and regulations that establish authority, set standards, and regulate behaviors (Bateman & Snell). Market control regulates activities by examining the competition, analyzing profit and loss, and utilizing economic information (Bateman & Snell). Clan control differs from the previous two controls in that

The controlling function of management is one of “monitoring performance and implementing the necessary changes” as stated by Bateman-Snell (2009).

This restricts personal feelings and behaviors on the basis of written rules so as to achieve the

Organizational control is the systematic process through which managers regulate organizational activities to make them consistent with expectations established in plans, targets and standards of performance (Kuratko, 2001). These organizational expectations are a collection of goals and accountabilities represented in the budget, which help establish performance metrics, document actual performances, allow comparison between the estimated and actual performance, and allow for corrective actions (Jones-George-Hill, 2003).

Management Control Systems are systems that are put into place within organisations to help ensure that managers within organisation’s act

According to Robbins & Coulter, “control refers to the process of monitoring, comparing and correcting work performances.”

A good control system provides timely information to the manager which is very much useful for taking various decisions. Control simplifies supervision by pointing out the significant deviations from the standards of performance. It keeps the subordinates under check and brings discipline among them.

Control mechanisms indeed give organizations measures of positive control over processes, employees, and, hopefully, outcome. On the other hand, control mechanisms also have affects on