There are many different types of control that can be established in an organization depending its goals and objectives. There are many different approaches to the management controlling function. Some of these control systems are bureaucratic control, market control and clan control. All of these control systems focuses on a different part of the business depend ending the necessities of the organization in that moment. All of the control systems have their advantages and disadvantages.
The controlling function is defined as any process that directs the activities of individuals toward the achievement of organizational goals*. The controlling function is the one that set the game rules. This function set the organizational standards rules and norms. The controlling function works hand to hand with the planning function because the controls are the ones that ensure that the plans are fulfilled. The established controls must go in coherence with the plans because the success of each will depend on the other. The control function not only control the personnel it also control things as , budget, organizational resources, machinery, materials or components, physical structure and more. The control process must set performance standards, measure performance, compare performance with the standards; and take corrective action if needed in order to be effective
One of the most used control systems is the bureaucratic control system. The bureaucratic control system Bureaucratic control is defined as the use of rules, regulations, and formal authority to guide performance*. The bureaucratic control system is a very rigid and formal one. This system establishes a well defined set of rules and procedures in order to achieve the organizational goals and objectives. This system is based on hierarchy were roles and authority has been well defined. This control system involves personnel close monitoring, supervision and direction of subordinates by...
References: * Bateman-Snell: Management: The NewCompetitive Landscape,Sixth Edition chapter 16
James Higgins, The Management Challenge, Second Edition, Macmillan, 1994
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