Introduction:
It is the methodology of observing, looking at and adjusting work execution. All managers ought to be included in the control capacity regardless of the possibility that their units are executing as arranged. Managers can’t generally know whether their units are performing appropriately until they have assessed what exercises have been carried out and have contrasted the genuine execution and the coveted standard. A powerful control framework guarantees that exercises are finished in ways that prompt the accomplishment of the association's objectives. The paradigm that decides the adequacy of a control framework, then, is the means by which well it helps workers and chiefs accomplish their objectives. An organizational structure might be made to encourage the effective accomplishment of objectives and workers could be roused through viable authority. Still there is no affirmation that exercises are going as arranged and that the goal managers are looking for are being accomplished.
Schermerhorn Control Process:
The Schermerhorn control process is a three-step process that involves measuring actual performance, comparing actual performance against a standard and taking managerial action to correct deviations or inadequate standards.
1. Measuring:
i. How we measure:
Four methodologies utilized by managers to measure and report genuine execution are close to personal observation, measurable reports, oral reports and composed reports. Most administrators utilize a blending of these methodologies in light of the fact that it builds both the amount of info sources and the likelihood of getting dependable data. ii. What we measure:
What we measure is most likely more discriminating to the control process than how we measu...
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...rganization and how they can monitor and influence employees through the extensive use of rules, policies and other formal mechanisms.
Conclusion:
All the control process models which are described above have their certain importance. The model given Schermerhorn is quite simple as compared to other two. But I think the Samson model is more comprehensive because on one hand it has all the properties of the Schermerhorn and Robinson's model and on the other hand it has given the techniques how to control the employee behavior. Especially, the Bureaucratic and Decentralized steps can be implemented according to nature and a specific organization.
References:
Schermerhorn, ‘Management, Foundations and Applications’ (2nd Asia-Pacific ed.) John Wiley and Sons, 2013, PP 279 - 280
Robbins 1943, PP 652-664
Fundamentals of Management by Danny Samson 2009, PP 596 - 611
2. Thompson and Strickland (2002), Strategic Management: Concepts and Cases, 13th Edition, Chicago Irwin Publications.
In the analytic dimension we are responsible for achieving control over a behavior. As said in the article it is the ability to turn the behavior on or off, or up and down, at will. The two techniques used to demonstrate consistent control are the “reversal” technique, and the “multiple baseline” technique. The reversal technique is when the experimenter applies a certain...
Princeton, 1963. Hailstone, Thomas and Rothwell, John. Managerial Economics, pp. 93-95. Prentice Hall, 1993.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
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.
Wren. (2005). The History of Management Thought (5th ed.). Danvers, MA: Wiley & Sons. (Original work published 1976)
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,
In controlling, organization has lots of risk factors .Manager take some employee who is able to control and handling risk factors.
Each supervisory answers to only one boss. This ensures that everyone is answerable to the Fire Chief and establishes a direct route of responsibility from the Chief to the Firefighter. This also works in conjunction with Fayol’s span of control principle and is expanded on by Luther Gulick. The number of persons under control must be limited, and that limit, according to Gulick, “varies with the unique abilities of the superior, the nature of the work, size of the organization, and the level of authority (Tomkins, 2005).
Kinicki, A., & Williams, B. K. (2011). Management: A practical introduction (5th ed.). New York, NY: McGraw-Hill Irwin.
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
There are several theories that examine an organization and it’s approach to managing work in an effort to develop efficiency and increase production. Two classical approaches to management are Taylor’s scientific management theory and Weber's bureaucratic management theory. Both men are considered pioneers of in the study of management.
Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
Control and system design to ensure that the activities and processes of the organization are conducted in accordance with the corporate rules and objectives
Management plays a significant role in how business operates. The diversity of approaches to the theoretical and practical background of management has come up with several versions of what is meant by such key words as management and organization. The academia views expressed in relation to management theories take a different role than that prescribed to managers. There has not been any concrete definition of management even though the classic definition of Henri fayol still remains in contention to be the preferred choice after eighty years. In the context of what is required I would like to elaborate on the following journals.