Use Of Control Systems As Mechanisms For Managing Organizational Changes

And the manager can provide an appropriate position to every staffs; moreover, they can communicate to each other, also they can give some rectify and feedback to each other. Establishing standards of performance, so the staffs can know how well they done, and have some positive competition with other staffs. Make sure every staffs have equally treatment and chance. Periodic review is necessary for improve the control system. Not every person wants to be control or control others, people prefer freedom. In future, the definition of control may keep change in management field. Control system may be flexible and people-oriented.

Ahrens and Chapman go on to introduce their article by giving a background knowledge of modern perceptions of management control systems through their mention of related literature. Some key points discuss pertain to the author’s

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

Highlights key and recurrent principles: the benefits of an integrated organizational approach, the right climate for creativity, appropriate incentives for innovators, a structured means of search and a systematic way to convert an opportunity into an innovation. It implies a broad range of skills development including: team working, communications, coaching, project management, learning to learn, visioning, change management and leadership. Even though techniques for the development of innovation and enhancing creativity in individuals are well founded, there are relatively few reports on the practice of mainstreaming creativity in an organizational setting. Likewise, although the transition from idea to innovation can be systematized, problems arise from customized applications that involve the management of the change

Is the last process of management operations, which depends on the imposition of control and control of the workflow through control and ensure its implementation.

How to achieve effective internal control? It is the million dollars question that every organization wants to ask and knows the answer. Control environment is the first criteria for achieving effective internal control. It is one of the five components of internal control. The other four components of internal control are risk assessment, control activities, information and communication, and monitoring. The control environment of an organization is the attitude/tone set by the management toward internal control and control consciousness maintained by the management and the employee of an organization. Collectively, it is the first building block for the implementation of internal control. Control environment mainly includes the

Creative Management gives creative ideas of how a manger should present himself and how to approach different situations. Creative Management written by Shiegru Kobanashi, focuses mainly on the importance of teamwork, and on group management. How can we transform our present methods of production, under which we become slaves to machines, and regulations for the temporary increase in productivity, into one in which we are the masters of our work? How can we establish a system, which will make people work voluntarily and feel good about doing it.

Business practices are always changing along with the frequent changes of technology. These changes require imagination and invention in business. Managers/leaders need to realize the importance of keeping themselves up to date. Creativity and innovation are significantly imperative to being competitive in today’s business world. Our HR department to strive to be more and more creative and innovative regarding making new ideas and implementing productive processes into practice. For example, in places like Asia and China where populations are very crowded the creativity and innovation of the mopeds in now a revolution. Mopeds sales are leading automobile sales in some parts of the world because someone had an idea and brought it to fruition implemented into practice. When the leaders in an organization have this ability to conceive something original or unusual then implementing something new success isn’t far off. The people in the world today wants something new, better, and cost-effective. Creativity and innovation involve finding a new way of doing things be it a product, process or design. Our HR department could be more creative and innovated by doing three things. Provide training, go global and create a diverse culture in the workforce.

Creativity and design are important features of a well-developed knowledge economy, not only for having a favorable impact on people's well-being and business performance, but also on innovation (Hollanders & Cruysen, 2009). Creating an innovative organization requires more than understanding the design of an efficient development process (Stamm, 2003). Innovation deals more with and organizations or individuals ability to of creating and implementing a successful idea. This idea does not necessarily need to be creative. Sometimes a common sense solution, when implemented properly, can be the most efficient and effective organizational innovation. However, when

It is visible in M&S’s operational process that understanding the creative processes along with fostering those involving the employees, often results in leaders find them selves at the top not only within the organisation , but also within the industries as well ( Purvanova et al., 2006 ). By such processes , the leaders make them selves enable to know how to adapt the creativity along with developing their own workforce by which development of new services or products can be implemented successfully . In such cases , creativity often considered by the leaders as a form of technique as well as intelligences (Davidson et.al. , 2004 ).

Employees who are given space to engage their creative locus and to become self-efficient are found to influence innovative behaviour Appendix 1. This is because they are less fearful of the administration, which for most cases control their behaviour, performance, and level of participation. This study intends to show that highly controlled employees rarely apply their innovative sides because of the restrictions that is placed on them. However, organisations that allow high level of participation among its employees benefit from their individual creativity.

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).

Tight or rigid control systems may be detrimental to performance if the technology requires fast responses or new innovative solutions. In contrast a control system that is loose and open to encourage innovation and communication may work against the organisation if the use of technology requires standard responses and is used in a rigid fashion. The way that technology is used must be considered when regarding the management control system within the organisation.

Control is the final stage of management design, making sure the specific goals and objectives of the team is met by all those who are placed within the organization to complete specific task. It is at this stage that all members must perform the work that is within the organizations scope of business. Controls can be strong and visible, such as are needed in a maximum security prison, or they can be more relaxed and invisible, such as are needed in a group of volunteers working at the local food bank. The four steps in the process of control in the Mainstream and Multistream managerial processes according to Nuebert & Dyck 2010 are “Establishing Performance Standards, Monitoring Performance, Evaluating Performance, and Responding

According to modern concepts, control is a foreseeing action whereas earlier concept of control was used only when errors were detected. Control in management means setting standards, measuring actual performance and taking corrective action.