Control in management

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The meaning of the control

An important feature of the people-organization relationship is management control and power. Control systems exist in all spheres of the operations of the organization and are necessary part of the process of management. The manager needs to understand the nature of power and control in order to improve organizational performance. Control is n integral part of the process of management.

Management control is primarily process fr motivating and inspiring people to perform organization activities that will further the organizations goals. It is also process for detecting and correcting unintentional performance errors and intentional irregularities, such as theft or misuse f resources.

Control is also often associated with the act of delegation. However, this does not imply that control is undertaken only b the manager. The person to whom the task is delegated n also often effectively identify and operate day-to-day ntrols.

The process of control is at the centre of the exchange between the benefits that the individual derives from membership of n organisation and the costs of such benefits.

Unfortunately, 'control' often has n emotive connotation and is interpreted in negative manner to suggest direction or command b the giving of orders. Control systems are concerned with the regulation of behaviors. People m b suspicious of control systems and see them as emphasizing punishment, n indication of authoritarian management, and means of exerting pressure and maintaining discipline.

This is too narrow n interpretation. There is far more to control than simply means of restricting behavior or the exercise of authority over others. Control is not only function of the formal organisation and hierarchical structure of authority. It is also feature of organizational behavior and function of interpersonal influence.

Control is general concept which is app1ied to both individual behavior and organizational performance.

Behavioral aspects of the control.

People are the integral element of the control and all other stages of management. Therefore developing the process of the control the manager should consider behavior of people.

Individual behavior. Control n stand for reliabi1ity, order and stability. Whenever person inquires 'I would like to know how well I m doing', this in effect n b seen as asking for ntrol. Members of staff want to know what is expected of them and how well they are performing. This places emphasis n the exchange of information, and feedback and comparison of actual resu1ts against planned targets. Control is basis for training needs, the motivation to achieve standards and for the development of individuals.

Organizational performance. At the organizational level, management need to exercise 'control' over the behavior and actions of staff in order to ensure satisfactory level of performance. Managerial control systems are means of checking progress to determine whether the objectives of the organisation are being achieved.

Control completes the cycle of managerial activities. It involves the planning and organisation of work functions, and guiding and regulating the activities of staff. Control provides check n the execution of work and n the success or failure of the operations of the organisation.

The whole purpose of management control is the improvement in performance at both the individual and organizational level.

Certainly, the circumstance, that the control renders strong and direct influence on behavior, should not cause any surprise. Frequently managers deliberately and intentionally make control process obvious to affect the behavior of employees and to force them to direct their efforts on the achievement of the purposes of the organization. Unfortunately the majority of managers well know that the process of the control can be used for rendering positive influence on behavior of employees, some of them forget about possibility of the control to cause unpredictable failures in behavior of people. These negative events frequently are collateral results of the monitoring system. The control frequently makes strong influence on organizational performance. Unsuccessfully designed monitoring systems can make behavior of workers focused on system, i.e. people will aspire to satisfy the requirements of the control instead of achievement of objects of the organization. Such influences can lead also to deliver the incorrect information. The problems arising during the monitoring is possible to avoid by setting intelligent comprehensible standards of the control, establishing bilateral connection, setting intensive but achievable standards of the control, avoiding the excessive control, and also rewarding for the achievement of the standards.

: 3/06/2006