Tools and Technique of Control, Overcoming Resistance to Control

Control Tools and Techniques

In order to ensure standard performance, technical tools are required. To accomplish goals, it maintains proper control over each employee's activity and each organizational unit. Several of the methods include:

• Personal Control: Controlling the actions through oversight of deputies and close observation is important. Through this, supervisors may see firsthand how employees perform and behave. Technical managers are familiar with the status and issues relating to all organizational activities. These kinds of controls are appropriate for small organizations with few activities.

• Bureaucratic control: The Bureaucratic Theory of Management by Max Weber is the foundation of this strategy. "Management structure should be built in a hierarchical system and division on the basis of specialization," said Max Weber. To maintain control over the actions of subordinates, a formal system of written rules and procedures must be in place. This method is appropriate for a sizable company with a vertical organizational structure.

• Output control: Units of output produced by each person and department are specified for a set amount of time under this output control. The responsibilities and position they play inside an organization determine all of the organizational goals. By evaluating their real production, managers are able to keep a tight grip on their employees' actions.

• Culture control: Culture control systems lessen the need for bureaucratic and individual control. The department's whole workforce adheres to the organization's principles and standards and behaves consistently, which contributes to the environment of restraint that is maintained there.

• Central through incentives: Gifts or rewards given to employees as incentives to practice self-control in their work are known as incentives. Employee skill levels and the organization's business scope should be taken into consideration when awarding incentives. Employees are encouraged to carry out their tasks energetically and correctly as a result of these. It could be either financial or not. Non-financial incentives include a suitable working environment, transportation facilities, an appropriate division of labor, etc. Financial incentives include fair compensation, bonuses, shares of profit, allowances, etc.

• Market Controls: The goal of market control techniques is to manage individual organizational units' behavior. Such methods are used by businesses with diversified product lines. When the head office functions as an internal investment bank to boost the effectiveness of their units, divisional managers execute activities with the money they create as belonging to the office.

Overcoming Resistance To Control

Planning and the control system must be connected. Controlling won't be a difficulty if a plan is adaptable, precise, and transparent. The manager may employ a variety of tactics to get through the resistance to control. The following are examples of typical resistance control methods:

• Initiative effective control: The needs of the control system are important in controlling. Employees should be granted authority based on their level of responsibility, and expectations for performance should be upheld. The need for effective control is centered on complex areas, the creation of a positive work environment, operational flexibility, etc.

• Appropriate focus: An organization has its own objectives. Therefore, when making a choice, management should consider every facet of the issue in order to accomplish that goal. To make decisions and build goodwill over time and sustain reputation, it is crucial to assess both quantitative and qualitative results.

• Reward for efficiency: Employees should receive rewards in order to motivate them and boost their effectiveness in their specific roles. Their expertise and workload should be taken into consideration when awarding them, as this fosters a sense of responsibility. Control management within the organization is beneficial.

• Parity in Authority and responsibility: Responsibility and power go hand in hand. While responsibility is the duty that must be carried out by subordinates, authority is the relation to power that is inherent in administrative positions. Employee finishes the assigned task and notifies the appropriate authority. If authority and responsibility are effectively balanced, it is considered that they have fulfilled their accountability. It fosters a sense of personal accountability that aids in management control.

• Participative Management: It is one of the crucial tools for controlling a company. Managers at all levels participate in the decision-making process. In accordance with their capacity to accomplish goals, they become more devoted in their service delivery, and subordinates gain knowledge of the plan execution procedure.

• Proper coordination: Depending on the type of work being done, a department is created in an organization. Each and every department inside a company operates independently. However, the activities of one department may be connected to those of another, and as a result of these connections, coordination is made simple. Control in the organization is maintained by the department's employees working well together.

• Effective communication: Smooth operation is made possible in an organization by good communication. To transfer information inside and outside of the company, a formal communication system must be established. Better coordination among the personnel is a result of effective communication. The impediments to communication should be managed by managers. Two-way communication, regular information and feedback, information use, and other factors that foster confidence and trust as well as lower psychological barriers should all be implemented.

Reference

Poudyal, Dr.Santosh Raj. Principles of management. Bhotahity,Kathmandu: Asmita Book publishers & Distributors(P)Ltd, 2011.