Reference no: EM131871497
The Control Function
In week 6, the lessons explored directing or leading as it applies to managers.
It must be understood that in definition, although directing and leading may be slightly different, the application references the same process and result via instructing, guiding, and overseeing of workers' performances to achieve specific goals and objectives.
It would be accurate to see this function as the fulcrum that holds all the functions and processes together because of the propensity of characteristics such as communication, decision making, etc., to cut across the reach of all management paradigms.
This week we will move onto the next function, Control, and its role in the management process. Control focuses on three major elements; namely, setting the standards (present state), measuring the actual/resultant performance (current/end state), and corrective/counter measures/actions.
It is very relevant for those that have spent much time in the military to be conversant with adage "we set the standard", for which this lesson could be appreciated in the light of the fact that there may be inference to the idea of being inherently the best and in the lead/control.
While you explore this topic through the supplied links and readings do try to envision your daily interactions with everyday task and try to identify the different attributes, and how they influenced the outcome both in positive and negative experiences.
Be ready to be able to share your identified experience and lessons learned.
Theme 1: How does a manager measure the success of a plan: the relationship between planning and controlling?
Read/View:
Control: read all sections for Control Process, Scorecard Management, and Managing Control
Human Resource Management: Core Functions of Human Resource Management - read section Human Resource Development
Balanced Scorecard Basics
Controlling as a Function of Management Free Principles of Management (video - 6:28 minutes) (video)
Developing a capacity for organizational resilience through strategic human resource management
Relationship Between Planning and Controlling
3 Major Relationships Between Planning and Controlling Functions of Management
Theme 2: Traditionally, theorists suggest that the managerial function of controlling should not be confused with control in the behavioral or manipulative sense.
This function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their employees.
Instead, this function of management concerns the manager's role in taking the necessary actions to ensure that work-related activities of employees are consistent with and contributing toward the accomplishment of the organizational and departmental objectives.
Note: This theme is one to challenge the 21st century manager. How can managers be assured that work is performed when the employee may be 5,000 miles away?
Read/View:
The New Boundaries of the "Boundaryless" Company
How to Manage a Virtual Work Environment
Managing a Virtual Workplace
Five things every virtual manager should do
Learning Activities
Learning Activity #1 - Theme 1
The article, The Balanced Scorecard, as well as this week's readings discusses the balanced scorecard.
Artemus Gordon is mentoring a new management trainee. The new trainee is unfamiliar with the balance scorecard and its use in the production department. Artemus says,
"The best tool a manager has is a balanced scorecard because...".
Finish the statement by explaining the purpose of a balance scorecard and how it functions.
Then, compare the value of the SWOT tool to the value of the Balance Scorecard. Do you agree with Artemus that the Balance Scorecard has more value or are we comparing apples and oranges?
Learning Activity #2 - Theme 2
Traditionally, the managerial function of controlling is not to be confused with control in the behavior or in the manipulative sense
The control function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of his or her employees.
Instead, this function of management concerns the manager's role in taking necessary actions to ensure that the work-related activities of employees are consistent with, and contribute toward the accomplishment of organizational and departmental objectives.
Research the concept of the virtual organization. Then, explain how a manager can measure work that is performed when the employee may be 5,000 miles away?
Be sure to consider the virtual and global organizations and how a manager would control and measure work from afar.