Control as a Management Tool

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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 OrganiseDirectControlGoal

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 should be able to devise corrective measures that are consistent with the designed objectives. Standards furthermore should be realizable and given the resource capacity attainable.

(ii) Animosity to Control
It is imperative to ensure that the standards are made not only by management but also the subordinates. Standards that are only imposed on employees by management are usually not effectively met because most people do not like to be forced to comply to things they are dictated to do henceforth it is important that managers reduce animosity by ensuring that standards are made in full satisfaction of both management and employees. (iii) Reviewing Standards

According to Drucker, P (1969) Management having set standards in accordance with the articulated guidelines should not leave it there but should take a dynamic approach in constantly reviewing the standards and analyse the effectiveness of the standards set to increasing the advantages of achieving the goals.

(iv) Measuring Performance
Management has to select key points at which measurement will take place. In every organization there are sensitive areas. In most firms the level of revenue, or cash flowing into the organization and the level of expenses or cash flowing out of the firm, are two such important areas. Expenditures for inputs and revenues from outputs will determine whether the firm is growing or otherwise. To facilitate the process of expansion managers should be able to keep their eyes on the business by making sure that accurate performance checks are followed and periodically make checks and balances on each and every individual worker. (v) Collective Action

When management discovers that there is a deviation from the standards set, management can exercise control in devising a corrective action that will bring together the standard and performance in harmony. This action or process of aligning standard set and the performance is referred to as corrective...
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