Management Function Controlling

The control structure is the means used to ensure that organization members are doing what they are supposed to do; it describes the nature of and methods for communication in an organization. Due to lack of a structural job design and absence of coordination within departments and lack of autonomy employees are irresponsible and do not perform the task to

The second aspect of management used to investigate the issue is Controlling. Control is a concern that is facing every manager in every organisation today. Many businesses continually look to improve relationships between all levels of staff in order for a healthy working environment. To effectively control a business the organisation requires information about

Overall Strength: in general, the article provides structure to a concept that is very intangible by: (a) describing the nature and the functions of control; (b) segregating the MCS into categories: core control system, organizational structure, and organizational culture; (c) illustrating how to apply the control model (satisfied my approach) (d) provides a basis for designing and evaluating the system. The manner, in which the model is presented, with its use of figures, further emphasizes the structure of the model. See below on further emphasis on parts (a) -(c).

Carlson Rezidor Hotel Group, like most large organizations, uses all four forms of control identified by Knights and Willmott (2012); Direct control of behaviour, control through

This lack of control directly applies to Capitalism as it is the solution to the issue. In this situation, the control is needed in the area of delegating

Ahrens and Chapman go on to introduce their article by giving a background knowledge of modern perceptions of management control systems through their mention of related literature. Some key points discuss pertain to the author’s

Controlling “is the management function that involves monitoring activities to ensure that they’re being accomplished as planned and correcting any significant deviations”. (Robbins 423) This is something that must be done to maintain order and control of an organization. Checks and balances you put in place guide you into paths you should go into. Managers should be very careful in how this is done.

My example of a company that utilizes most, if not all the controls listed in chapter 5 is Pep Boys Automotive Retail. The Pep Boys business is one of the premier automotive retailers with stores located throughout the United States. Given their volume, I believe Pep Boys execs strictly enforces the company’s policies with their management staff to ensure an internally structured environment. One of the most important control methods that Pep Boys should use is to hold their managers accountable for financial profitability,

Is the last process of management operations, which depends on the imposition of control and control of the workflow through control and ensure its implementation.

Controlling is monitoring the performance of the organization, identifying deviations between planned and actual results, and taking corrective action when necessary. With all these four functions that are involved in the process of management, if all are followed correctly the organization will be properly ran and will have few complications.

“The control environment sets the tone of an organization, influencing the control consciousness of its people. It is the foundation for all other components of internal control, providing discipline and structure.” The Committee of Sponsoring Organizations of the Treadway Commission (COSO) published the Internal Control–Integrated Framework in 1992. As summarized above one can see the importance of the implementation of an effective control environment, as it sets the foundation for the other 4 components of internal control. The control environment is made up fundamental smaller components. The ones that were particularly relevant to BMIS are the use of board of directors and audit committee, management philosophy and operating style, and human resource policies and practices. If management doesn’t prioritize control, then the rest of the organization will not put precedence on following policies and procedures either. This was clearly evident at Bernard L. Madoff Investment Securities LLC (BMIS), and ultimately led to their downfall.

The span of control within an organization can be small, with few subordinate for manager and it can be large with big reporting groups and few supervisors.

According to modern concepts, control is a foreseeing action whereas earlier concept of control was used only when errors were detected. Control in management means setting standards, measuring actual performance and taking corrective action.

1. Coordination. The size of modern organisations is quite large. A large amount of capital and large number of people are employed in them. This complicates the problem of control as there are many units producing and distributing different products. In order to coordinate their activities, an efficient system of control is necessary.

This management control system is actually aimed at efficiency and problem solving where the organisations are given the power and responsibility to solve problems effectively in time. It includes demand for less control and uniformity that subsequently reduce the size and cost associated with maintaining a large central bureaucracy.