Control as a Management Tool
A manager has several functions in any given establishment or enterprise. These functions of a manager define the manager’s responsibilities and duties in the running of a company. The main function that is of critical importance is one of control. Control is important because it is the only way managers know whether organisational goals are being met and if not, the reasons why.
Control entails setting standards of quality, comparing actual performance with required performance standards and also taking corrective measures to align what is actual and supposed to be in existence.
According to Cole, G. A. (2007) control is essentially a question of developing feedback systems throughout the organization and may be implemented both quantitatively and qualitatively.
Control furthermore is concerned with how the manager can exercise their powers to ensure that employees are working towards achieving goals and objectives of the company.
In making it possible that Dynamic Investments Limited to increase its income to forty percent (40%) in the next one year the following is a schematic plan that it can follow to achieve its target.
Plan Organise Direct Control Goal
The above illustration is referred to as the management loop. It explains the relationship between inputs and output. Management has to devise ways through this loop to attain the required forty percent in twelve months.
In exercising control generally a manager may use different approaches in order to effectively carry out the operations of the company, in accordance with the plans this would be possible when a manager looks into factors such as the behaviour of employees that can be changed or modified to achieve the required objectives.
In order to make control work, managers can realise that subordinates need to account for the following aspects:
(i) Appropriate and Realistic Standards
Standards of control should bear the components of being realistic and flexible. The manager
Control entails setting standards of quality, comparing actual performance with required performance standards and also taking corrective measures to align what is actual and supposed to be in existence.
According to Cole, G. A. (2007) control is essentially a question of developing feedback systems throughout the organization and may be implemented both quantitatively and qualitatively.
Control furthermore is concerned with how the manager can exercise their powers to ensure that employees are working towards achieving goals and objectives of the company.
In making it possible that Dynamic Investments Limited to increase its income to forty percent (40%) in the next one year the following is a schematic plan that it can follow to achieve its target.
Plan Organise Direct Control Goal
The above illustration is referred to as the management loop. It explains the relationship between inputs and output. Management has to devise ways through this loop to attain the required forty percent in twelve months.
In exercising control generally a manager may use different approaches in order to effectively carry out the operations of the company, in accordance with the plans this would be possible when a manager looks into factors such as the behaviour of employees that can be changed or modified to achieve the required objectives.
In order to make control work, managers can realise that subordinates need to account for the following aspects:
(i) Appropriate and Realistic Standards
Standards of control should bear the components of being realistic and flexible. The manager