Organizational control is without a doubt one of the most significant components within managerial function. Driving an organization’s operations, output and performance, managerial control ensures that the strategic goals of an organization are realized such that any deviations from the standards receive appropriate correction for the realization of better performance outcomes. Actually, Griffin (2011) describes management control as the systematic effort for setting the performance standards with the planning objectives and designing feedback systems. As highlighted by Griffin (2011), management control determines if there exists any deviation while also comparing the actual performance/output with predetermined standards and taking appropriate actions.
Regardless of the fact that an organization has option to focus the control on the inputs, its production, or the outputs, it is compelled to decide on a suitable control-implementation approach between market control, clan control and the currently transforming bureaucratic control. To managers, however, control and the associated approaches are often a tough balancing act. On one hand a close monitoring is required to ensure minimum levels of ineffective processes, on the other hand some level/degree of autonomy is needed for positive response (Boucher, 2013). Due to this, the latter management approach has of recent been questioned widely regarding its effectiveness in managing modern organizations where contemporary management techniques have taken root. To a greater extent this management approach has received significant changes and a consequent new outlook. So as to fully examine bureaucratic control in light of the various changes experienced, it is imperative to conduc...
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...ons regarding the techniques used in the management of organizations. Bureaucratic controls have been widely discussed in terms of their relevance in the modern era. Actually, the fact that the traditional policies have been questioned has only served to create a significant dissatisfaction with the bureaucratic controls. As highlighted, the only choice that has seemed to offer the modern management teams what they desire is more of a combination of bureaucratic control and other preferred alternatives to some of its questioned principles with regards to this, the emergence of post bureaucratic control, otherwise commonly termed as high commitment management, was in evitable. With the unveiling trends of management in the modern times, it is without a doubt that bureaucratic controls will soon loose a larger part of their share in the management of organizations.
Top-level managers in bureaucratic organizational structures exercise a great deal of control over organizational strategy decisions, which is ideal for business owners with a command and control style. As for the disadvantages, bureaucratic structures can discourage creativity and innovation throughout the organization. No matter how ingenious a business owner is, it is virtually impossible for a single individual to generate the range of strategic ideas possible in a large, interdisciplinary
Sears Holdings is a company in transition. Now, faced with adversity and the threat of bankruptcy looming its leadership has come under scrutiny. “Great leaders not only have drive; they want to lead. Also important is a high need for power, a preference to be in leadership rather than follower positions. A high power need induces people to attempt to influence others, and sustains interest and satisfaction in the process of leadership. When the power need is exercised in moral and socially constructive ways, rather than to the detriment of others, leaders inspire more trust, respect, and commitment to their vision (Bateman, pp 399, 2007).”
Bureaucracy has been the main form of organisation for over a century and can be characterised by the following: functional specialisation, employees carrying out one function of activity as their primary role; hierarchy of authority, those in superior positions having authority based solely on the virtue of the position itself; a system of rules, the tasks of the organisation following a formal set of procedures and practices; and impersonality, individuals being treated on the basis of the rules rather than emotions and personality (Knights & Willmott, 2012). The mainstream perspective states that a bureaucratic organisation’s central aim is to maximise efficiency, objectivity and fairness and can be thought of as a ‘machine’ with the people making up the components (Knights & Willmott, 2012). This view attributes three problems to this rule-centred organisation: poor motivation, poor customer service and a resistance to innovation and change (Knights & Willmott, 2012). Employees in bureaucratic organisations tend not to be committed to their
The twentieth century has brought in a number of management theories which have helped shaped our view of management in the present business environment. These emerging theories have enabled managers to appreciate new patterns of thinking, new ways of organising and new ways of managing organisations and people. Over the years these different theories have enabled the study of trends that have taken place in the management field. The major management viewpoints- which include the classical, behavioural and contingency approaches- have assisted in the formation of the contemporary twenty-first century management theory and techniques (S. C. Certo & S. T. Certo, 2006). Although, there are significant differences among all these approaches they seem to be unified by the efforts of improving an organisation’s efficiency in terms of proper human resources management. Furthermore, the dissimilarities seen in these approaches are due to the always changing organisations and environments which demand new management practices and techniques be applied to maintain the efficiency of an organisation.
What is organizational behavior? Prior to this course, I had never known that much of what is organizational behavior and in which ways it can impact the organization. Initially, over the course my knowledge about OB was expanded.
In their 2005 book, Understanding and Managing: Organizational Behavior, Jennifer George and Gareth Jones define organizational structure as "the formal system of task and reporting relationships that controls, coordinates, and motivates employees so that they cooperate and work together to achieve an organization's goals." A logical consequence to an organization's structure is the resulting culture, which George and Jones further define as "the set of shared values, beliefs, and norms that influences the way employees think, feel, and behave toward each other and toward people outside the organization." Finding the right structure for one's organization is vital to its strength and longevity. Appropriate structures are commonly found by trial and error; most continue to evolve as the organization enters different stages of its existence. Structures are defined and redefined in accordance with the organization's strengths and weaknesses, maximizing one while attempting to decrease the other. Over the course of change of structural eras', so too will the culture change.
Controlling in management is a function of management that is concerned with making sure that all other functions of the management are put in place and operated effectively. Controlling ensures that it has taken into consideration the monitoring of the output of the employees as well as the establishing standards of performance that will guarantee that the performance of the will always meets the set standards (Spellman,
Contemporary management of the business. 7 ed. of the book. New York, NY: McGraw-Hill. McComb, S., Schroeder, A., Kennedy, D., & Vozdolska, R. (2012).
“Controlling: monitors progress and implements necessary changes where needed. Monitoring is an essential aspect of control” (Bateman & Snell, 2004, p. 18).
This research has asked us to look into three different styles of management and find real life examples of companies or individuals who have or are currently using such styles of management. To begin we will take a look into the use of an autocratic style of management versus a participative. In this portion we will look into Leona Helmsley and her chain of hotels. Once this potion is completed, our next section will be looking into a centralized style of management versus a decentralized style. In this section of the research, we will be looking into Apple Inc and how they have built an empire with a centralized style of managing philosophy. Finally, in the final section of the research we will be taking a look at how Google has created an informal environment in which employees have direct access to executives and have the ability to share thoughts and ideas that are taken serious and to the heart.
She conveys that business administration should avoid troublesome internalization by using an integrative technique. Unfortunately, Follett does not elaborate further on the context of what might this integration method appear to be. She changes the direction of her focus back onto the preparation of giving orders. Now, giving orders is a significant component to management but Follett should have provided additional information revolving the integration of management and the giving of orders. Fairholm suggests, “they misunderstand the evolving nature of authority derived from changing social structures, and because they have missed opportunities to tie in research procedures and focuses from intellectual interests such as psychology, sociology, history, and political science, not just scientific management, Weberian bureaucracy, and the like.” (Fairholm. 2004). Follett provides psychological perspectives, however maybe she misunderstands other perspectives, why further development is needed for her to examine. Follett later admits there is additional psychological, learning about the development of habits and the preventative measures of giving orders greatly surpasses than what she can explain in this article. It would be interesting if, she has examined and considered other theories and philosophies surrounding giving orders and
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...
‘Weber emphasized on top-down control in the form of monocratic hierarchy that is a system of control in which policy is set at the top and carried out through a series of offices, whereby every manager and employee are to report to one person in top management and held accountable by that manager’ (Pfiffner, 2004, p. 1).
Organizational behavior is important to many organizations because it helps management understand their employees’ attitude as well as behavior while they interact with one and other at the work place. There are several aspects of organizational behavior and attitude is one that can hinder and help job performance. In the past, organizations were defined almost exclusively by the products produced or the services provided. This has changed a great deal over the years. They are now defined by the way they provide their products and services. Attitude plays a major role in and outside of the workplace as it does in most aspects in everyday life.
Management is vital for any organisations regardless of the size and the types of the organisations. In general, management is defined as “the application of planning, organizing, staffing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.” (John M. Ivancevish and Thomas N. Duening, 2007)