organizational control

Examples of organizational control in the following topics:

• The Control Process

  • The control process is the direction for organizational control that derives from the goals and strategic plans of the organization.
  • The direction for organizational control comes from the goals and strategic plans of the organization.
  • The process of organizational control is to review and evaluate the performance of the system against these established metrics.
  • In order to create an effective control process, the company needs to determine what it is and where it is going.
  • Define control processes in the context of the business organizational environemnt

• Strategic, Tactical, and Operational Control

  • Organizational control involves using strategy, tactics, and operational oversight to monitor and improve company processes.
  • The organizational control approach incorporates goals and the strategy used to reach them.
  • As a result, organizational control consists primarily of reviewing and evaluating overall performance against the strategies, tactics, and operations used to define the organization itself.
  • Tactics for organizational control are developed based on existing goals and strategies to establish specific objectives in the context of an overall strategic plan.
  • Organizational control is essentially a benchmark, moving the company toward optimal levels of operation.

• Maintaining Control

  • According to modern concepts, control is a foreseeing action; an earlier concept of control identified it as chiefly detecting errors.
  • Control is inherently cyclical.
  • The direction of organizational control derives from the strategic plan of the organization.
  • This is where control comes into play.
  • Managers are tasked with ensuring that the organizational processes reflect the mission statement and vision as closely as possible, controlling aspects of the operations in pursuit of this goal.

• Characteristics of Organizational Structures

  • Important characteristics of an organization's structure include span of control, departmentalization, centralization, and decentralization.
  • Organizational structures provide basic frameworks to help operations proceed smoothly and functionally.
  • Each of these structures provides different degrees of four common organizational elements: span of control, departmentalization, centralization, and decentralization.
  • Span of control—or the number of subordinates a supervisor has—is used as a means of ensuring proper coordination and a sense of accountability among employees.
  • Centralization occurs when decision-making authority is located in the upper organizational levels.

• What is Organizational Behavior?

  • Organizational behavior is the field of study that investigates how organizational structures affect behavior within organizations.
  • Organizational behavior complements organizational theory, which focuses on organizational and intra-organizational topics, and complements human-resource studies, which is more focused on everyday business practices.
  • Organizational studies seek to control, predict, and explain.
  • Organizational behavior can play a major role in organizational development, enhancing overall organizational performance, as well as also enhancing individual and group performance, satisfaction, and commitment.
  • Organizational behavior also deals heavily in culture.

• Building Organizational Culture

  • Managers are tasked with both creating and communicating a consistent organizational culture.
  • Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders.
  • Control systems: An example of this may be an employee handbook where behavioral expectations are laid out explicitly (where possible) for employees to read and understand.
  • Organizational structures: The choice of an organizational structure has enormous cultural implications for openness of communication, organization of resources, and flow of information.
  • Describe strategies used by managers to create and maintain a consistent organizational culture.

• The Role of Management in an Organization

  • Management is tasked with generating an organizational system and integrating operations for high efficiency.
  • Organizational design is largely a function based on systems thinking.
  • Management operates through functions such as planning, organizing, staffing, leading/directing, controlling/monitoring, and motivation.
  • They focus on controlling and directing.
  • Management operates through four main functions: planning, organizing, directing (i.e., leading), and controlling (i.e., monitoring and assessing).

• Network Structure

  • In the network structure, managers coordinate and control relationships with the firm that are both internal and external.
  • In this structure, managers coordinate and control relations that are both internal and external to the firm.
  • At the organizational level, social networks can include intra-organizational or inter-organizational ties representing either formal or informal relationships.
  • Because the network structure is decentralized, it has fewer tiers in its organizational makeup, a wider span of control, and a bottom-up flow of decision making and ideas.
  • These potentially unpredictable variables essentially reduce the core company's control over its operational success.

• Feedback, Concurrent Control, and Feedforward

  • Organizations use these systems when their size and complexity make more informal practices based solely on interpersonal communication and relationships impractical, unreliable, and ineffective.
  • The biggest advantage of bureaucratic control is that it creates a command and control cycle for the business leadership.
  • This means that bureaucratic control can narrow the scope of possible ideas and plans.
  • Though bureaucratic organizational structures may seem less desirable than flatter structures, they are necessary at times.
  • While software development may benefit from a more autonomous structure, for example, other industries benefit from the tight controls and tall hierarchies of bureaucratic control.

• The Organizational Chart

  • An organization chart (sometimes called an organizational chart, an org chart, or an organogram) is a diagram that illustrates the structure of an organization, the relationships and relative ranks of its business units/divisions, and the positions or roles assigned to each unit/division.
  • The org chart can also provide insight into the broader strategy of the company—such as the degree of innovation versus process control being pursued, the flexibility of project management, the degree of autonomy, and the broader company culture.
  • A hierarchical organization is an organizational structure with several reporting layers.
  • A matrix organizational chart displays how people with similar skills are pooled together for work assignments.