Organisational Control and Power
An underlying feature of organisational behaviour is the concept of control and power. Control systems exist in all spheres of the operations of the organisation and are a necessary part of the process of management. Work organisations are complex systems of social relationships, status and power, and attention should be given to the manager–subordinate relationships. The manager needs to understand the nature of power and control in order to improve work behaviour and organisational performance.
Learning outcomes
After completing this chapter you should be able to:
■ explain the nature and importance of control in work organisations, and the essential elements in a management control system;
■ detail different forms of control and characteristics of an effective control system; ■ explain the nature of power and management control, and review perspectives of organisational power;
■ assess the nature and impact of financial and accounting systems of control; ■ explore the concept of empowerment and the manager–subordinate relationship; ■ examine the process of delegation, and the benefits and art of delegation;
■ recognise the human and social factors that influence people’s patterns of behaviour. ORGANISATIONAL CONTROL AND
POWER
Critical reflection
17
‘The controversial nature of control means that some writers prefer to use alternative terms such as monitoring or evaluating. But whatever term is used, the process of maintaining order is an integral part of the individual and organisational relationship, and a necessary feature of regulating work behaviour and effective management.’
Do you agree? What term would you favour for this process, and why?
CHAPTER 17 ORGANISATIONAL CONTROL AND POWER
665
THE CONTROVERSIAL NATURE OF CONTROL
In the discussion on the role of the manager (Chapter 11) attention was drawn to the motivation of staff and the importance of direction and control over the performance of other people’s work. By
Learning outcomes
After completing this chapter you should be able to:
■ explain the nature and importance of control in work organisations, and the essential elements in a management control system;
■ detail different forms of control and characteristics of an effective control system; ■ explain the nature of power and management control, and review perspectives of organisational power;
■ assess the nature and impact of financial and accounting systems of control; ■ explore the concept of empowerment and the manager–subordinate relationship; ■ examine the process of delegation, and the benefits and art of delegation;
■ recognise the human and social factors that influence people’s patterns of behaviour. ORGANISATIONAL CONTROL AND
POWER
Critical reflection
17
‘The controversial nature of control means that some writers prefer to use alternative terms such as monitoring or evaluating. But whatever term is used, the process of maintaining order is an integral part of the individual and organisational relationship, and a necessary feature of regulating work behaviour and effective management.’
Do you agree? What term would you favour for this process, and why?
CHAPTER 17 ORGANISATIONAL CONTROL AND POWER
665
THE CONTROVERSIAL NATURE OF CONTROL
In the discussion on the role of the manager (Chapter 11) attention was drawn to the motivation of staff and the importance of direction and control over the performance of other people’s work. By