Development Company Limited
“Management control refers to the process by which an organization influences its subunits and members to behave in ways that lead to the attainment of organizational objectives (Arrow, 1974; Flamholtz, Das, & Tsui, 1985; ouchi, 1977).” Regarding control strategies child stated, “While there are numerous ways to do this, the system must be flexible and provide accurate information in a short time frame so that managers can respond. The controls set forth determine the rules everyone within the organisation must follow and help to govern the essential activities of employees.”
“According to Child (2005), “There are six main strategies of control that can exist within organizations: 1) personal centralised control, 2) bureaucratic control, 3) output control, 4) control through electronic surveillance, 5) HRM control and 6) cultural control. Each strategy has its advantages and disadvantages.” (Child, 2005, Ch. 5, p. 118-131).
To analyze the strategies of control, I can give example of Infrastructure Development Company Limited (IDCOL), where I am working right now.
Organization overview
After its establishment in 14th May, 1997, Infrastructure Development Company Limited (IDCOL) emerged as the market leader in private sector energy and infrastructure financing in Bangladesh. The company was established by the Government of Bangladesh (GOB) and acting as missing link of financing for medium and large-scale infrastructure as well as renewable energy projects in Bangladesh.
Management structure and controlling style of IDCOL
A body of eight-member independent Board of Directors managed IDCOL. They are always four senior government officials, three prominent entrepreneurs from the private sector ...
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...very unit heads are its members. The cross functional team shared the unit goals as well as common goals and breaks the communication barriers and departments boundary to respond any circumstances quickly. We held a formal meeting in every 15 days and we feel that we are no longer isolated rather we are working together to achieve a common goal.
Blending all the control strategies and developed a optimum one and bring it in practice is not a easy task. Only a good leader can make a right mixture. Again, How optimum is optimum will bring another burning questions.
References:
1. Child, J., 2005. Organization- Contemporary Principles and Practice. Malden (MA): Blackwell Publishing Ltd.
2. Barnat, Ryszard. Strategic Management: Formulation and Implementation Available from: http://www.strategic-control.24xls.com/en314 (Accessed: 10 January 2014).
This work structure and physical design helped shape each team into one integrated and supportive unit.
George, Jennifer M. "Chapter 12." Contemporary Management. By Gareth R. Jones 8e ed.N.p.: n.p., n.d. 366-400. Print.
According to the text, “Control is defined as any process that directs the activities of individuals toward achievement of organizational goals. It is how effective managers make sure things are going as planned (Bateman, pp 520, 2007).” The combination of these two concepts, leadership and control help formulate an ideology that becomes an integral part of the success or failure of any business entity. This paper will give Team D an opportunity to delve into Sears Holdings’ leadership and control mechanisms. The focal point of this paper will be to identify the current CEO of Sears Holdings, and gain insight on his background, i.e., training, education, and previous employment. To identify his style of leadership, evaluate the effectiveness of this leadership style based on Sears Holdings’ performance, and to explain the various control mechanisms used in the organization to determine the effectiveness.
Management control strategy is not a one dimensional formulae of labour controlling, other than controlling employees, it is also about exploiting employees' discretionary effort and creativity as a prime interest. In the Webboys article, Barrett (2004: 787) demonstrated how different strategies have been manipulated separately and simultaneously to control the labour process of developing primary software. This essay is going to investigate various directions of management strategies, which incorporate with radical approaches of control in response to the dilemma between offset the notions between "direct control" and "responsible autonomy dichotomy" (Friedman in Barrett 2004: 38). Based on the argument that there is "no best way" (Hyman in Barrett 2004: 38) of management strategies, which Barret contend in the Webboyz case study. This essay is concerned that autonomy can never be fully implemented without direct control. Furthermore, we can never separate the various management strategies fads with their perpetual aim- controlling employees to achieve the best result. I will examine the particular approaches of classical scientific management has been applied to the fast food industry, in terms of controlling by financial incentives, rigid task design. Therefore, team is sought to be a "substitute for a more indirect forms of integration and supervision."(Fulop and Linstead1999:220)
In controlling, organization has lots of risk factors .Manager take some employee who is able to control and handling risk factors.
“Contingency theory is a class of behavioral theory claiming that there is no best way to organize a corporation, lead a company, or make decisions” (Pfeffer, 1997). There is no simple or one right way to run things. In the 1950’s and 1960’s, two men named Henri Fayrol and Frederick Taylor continued the study of contingency theory. Research in the 1970’s dealt with the organizational structures and leadership styles for different situations (Thompson, 2005). Contingency theory was started by Joan Woodward, whose company research found that different types of processes were linked to different structures and amounts of control. She said that certain organizational forms are appropriate for certain forms of work. Woodward was a pioneer for the theory. Woodward composed several studies using differential variables such as management levels of a company, industry compressions, and management styles in her measurement (Thompson, 2005).--. From those tests, she has identified that there are three influential aspects to contingency theory: environmental, organizational, and leadership. These factors are the key components that influence the success of a business.
Retrieved from http://www.leadersdirect.com/leadership-defined Schmidt, K. D., Wilkinson, S. (1990). Intraorganizational influence tactics:exploration in getting one’s way. Journal of Applied Psychology 58(4):440-452. Stewart, T.(1997). The 'Secondary'.
“The control process gives managers the tools needed to effectively monitor progress towards an objective” (Satterlee 2013. p.74). There are basically two types of controls utilized by management: internal and external controls. “Internal controls generally can be classified into two categories: preventive or detective” (Satterlee, 2013. p75). As the names depict, preventive is used to ensure things do not happen unless desired and detective is described as determining what happened after it already occurred. Preventive is generally the best choice. Merchant states, “The need for controls over any particular behavior or operation within an organization depends very simply on the impact of that area on overall organizational performance” (Merchant, 1982, p. 48). External control is on the outside of the organization which may deal with polices, auditing and procedures to name a few. The organization has little-to-no control over many of external controls; however, managers must remain cognizant of their affect on the organization and plan for any
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Similarly in Weber’s bureaucratic approach, organizations are divided into different echelons with each varying in its degrees of influence. Each unit being commanded by the one above it, a system that promotes stability and has a predictable line of communication. Both approaches of management rely heavily on regulated control. Whether governing task scientifically of people authoritatively. A solid form of control is mus...
Management can be simply defined as ¡§getting things accomplished through other people¡¨. Management is then the term describe the work done by the manager, which are planning, organizing, leading and controlling the use of human and other resources, in order to help the organization to achieve a higher organization performance. Planning is to define to goals or targets of the organization and devising action plans to meet organization goals. Organizing is to determine what tasks should be done, arrange jobs to subordinates, controlling the budgeting and divided tasks to individuals or teams. Leading is to motivate staffs to work, maintaining the progress of activities and good relationship and to ensure to work done effective and efficient. Controlling is to measure work performance, assess whether goals have been met, compare the set targets, and make corrections when it is needed
C-Control: Controlling all possible aspects of the business to ensure everything is running according to the plan.
There are three categories of control: policies, programs and technical control. Controls can be classified as :
By not understanding what the controlling activities will include, the planning process is incomplete. In today’s environment, the relationship between project planning and project control are critical. When a project has an unforeseen event occur, it can be contributed to a planning failure. This is where control comes in to implement the corrective action. This unforeseen event is now a lesson learned and is considered in the planning of future projects. Therefore, project planning and effective project control is an iterative process as depicted below (PMBOK ,
Control and system design to ensure that the activities and processes of the organization are conducted in accordance with the corporate rules and objectives