Control and Motivation in Organizational Managment

Topics: Control system, Management, Control theory Pages: 5 (1624 words) Published: February 4, 2010
SOC 402: Contemporary Social Problems and the Workplace
Control and Motivation

The dictionary defines control as a verb which means “to exercise restraint or direction over, to dominate or command.” Control in an organization is very important. An organization that doesn’t have control over its workers or its products will soon find that their profit margin is not growing into what they planned. Like wise an organization that demonstrates too much control over its employees will soon find that their dominating presence stifles the creative nature of its workers and results in an unhappy workforce. Finding a medium in the amount of control instated is a major concern for many organizations. Before an organization can become available to the market it has many different decisions and stages of planning to develop and determine, one of these stages is to decide what type of control system to adopt. The control system that is chosen must help to motivate everyone involved. In this paper I will discuss the different types of control systems and how the fundamentals of each determine affects managers and the motivational factor of its employees. The first form of control that will be discussed it the idea of an authoritarian organization. “In authoritarian organizations it is orders which are passed down from above and the manager's role is to pass orders down the 'chain of command'. He is usually not expected to make decisions and so carries little responsibility. He does order and may compel the worker to carry out the tasks demanded from him, to produce.” (Davidmann, 2006) Authoritarian organizations are very strict. There is little freedom involved when receiving orders. In this type of organization a decision is made at the top of an organization and then sent down through the ranks until it is received by a manager who then tells the employees or workers the new decision or policy. There are a few problems with this form of control, the first being distortion of the original order. This distortion can occur due to an individual’s interpretation. If an order is made and has to pass through so many different people, then when it finally does arrive to the managers who are to enforce the new order, the original intent of the order could be confused or misinterpreted. The second problem that an authoritarian organization is that there is little freedom for creativity on the part of its employees. A person is accountable to following the rules or programs to the guidelines that it was intended for. With such little freedom motivation could be lacking within the organization. With such little freedom sometimes timeframes become a factor as well. In an authoritarian organization there are rules and regulations that need to be followed, there is ‘red tape’ that must be obeyed. Due to this, it is sometimes difficult to complete even the smallest task in a timely fashion. Other than authoritarian organizations there are also participative organizations. “Employees participate when they agree to allow themselves to be organized by an employer, and organization which is based on consent of those being organized is participative. In a participative organization people accept responsibility for work to be done, accept that it is their job to carry out a part of the company's activities and that they will be held accountable for the quality of their work. The manager's job is to back his subordinate by removing obstacles from the subordinate's path, the subordinate asking for such assistance as the need arises. The manager co-ordinates the work of the group which he manages with that of the higher group in which he is a subordinate. As work may be a source of satisfaction or of frustration, dependent on controllable conditions, the extent to which subordinates derive satisfaction from their work also depends on their own manager's and on the organization’s general style of management. People...
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