Behavioral Control the Author of This Report

Behavioral Control The author of this report is asked to define the three levels of behavioral control and why it is important to strike the balance between them. Of course, those three levels, per chapter nine of the suggested text, are culture, rewards and boundaries. Stressing only one (or even just two) of those three dimensions can yield decent to good results.

However, pushing all three and in a complementary fashion is the best way to proceed and the suggested text make it very clear why this is the case (Dess, 2009). Three Levels of Behavioral Control The three dimensions introduced in the first section of this paper are complemented by four characteristics of any good control system. First, there should be a focus on constantly changing information that has a potential strategic performance.

Second, the information in play is important enough to demand frequent and regular attention from all levels of the organization. Third, the data and information generated are best interpreted and discussed in well-facilitated face-to-face meetings. Fourth, and finally, the control system is a key catalyst for an ongoing debate about underlying data, assumptions and action plans (Dess, 2009).

The aforementioned triad of behavioral control dimensions, those being boundaries, culture and rewards, can be thought of as a model that is in the shape of a triangle with all three parts of the model connected to each other by bi-directional arrows, just like is depicted on page 317 of the selected text. The first part of that triad is culture. Having a strong and defined organizational culture is important. This culture must be fostered and it must be effective.

A culture that is too pliable for that is shifted by unproductive and unhelpful opinions and shifts is only going to hurt a firm (Dess, 2009). A major way to keep people moving in the right direction is a second part of the model, and that is a reward system. In short, a proper reward system clearly defines who gets rewarded and for what.

The example firm noted in the selected text, that being Symantec, is a good one because it describes that rewards are based on financial contribution rather than vague standards and inconsistent contribution vs. reward structures. In short, the people and teams that are driving the corporate values and results of the firm are the ones that get the rewards and this is put on full display for others to see.

However, it is also quite possible that the individual motivations and actions of the collective will not help the overall group so there has to be precision and consistent measurement. Finally, there is the dimensions of constraints, and that is how to keep people focused on behaviors and activities that move towards a goal. The four main dimensions of constraints are focusing individual efforts on strategic priorities, providing short-term objectives and action plans to channel efforts, improving efficiency and effectiveness and minimizing improper and unethical conduct (Dess, 2009).

Conclusion In short, good behavior is discourage, bad behavior is discourage and the corporate culture should drive the motivations for everyone involved.