Control as Function of the Management

Control Function of the Management The management of any organization has critical roles that they need to play in the smooth running of the organization. The daily function could be held as a function of the management or devolved to the junior levels of the organizational structure. One of the central roles that often remain in the hands of the top management is the function of control.

There are various reasons for this function of control remaining in the hands of the top management, some being that it is very vital in shaping the operational and strategic future of the organization, it also needs total neutrality and fairness to implement. It also anchors of the source of authority to ensure given control aspects as will be discussed herein are correctly implemented.

Control in management of organizations can be said to be the systematic effort by the leadership of any organization to give the directions on the plans, standards, objectives and to qualify if the operations are in line with the standards that are set by the organization as a guide. It is this particular control function that will also recommend the necessary remedial steps that ought to be taken in order to redeem or salvage a situation or process that is getting out of hand (Thorn R., 2012).

These are aspects that need to be implemented or undertaken by an authority that draws its authenticity form the leadership of the organization and not people whose decisions can be challenged. As the definition puts it, the aspect of control is predominantly responsible for the daily running of the business in relation to the human resources, as well as being responsible for the quality of the products that an organization could be manufacturing.

This is one function of management, unlike the planning, organizing and leading function, that does not come to an end as long as the organization still exists, this job of management is never complete.

The basic bureaucratic control system that can commonly apply to almost all organization often takes four major steps; setting the performance standards-this includes the consulted approach of the various management personnel and even external consultants in the process of formulating a performance standard or standards that will be used in running the daily operations of the organization.

It is important to ensure that the performance standards formulated are valid within the context of the prevailing laws of the region that the business will operate within, this will avoid conflict of interest in the future and streamlining the organizational operations too. Second step is to measure performance- this is the other significant step in ensuring the control process is implementable and practicable within the given complex work related environment.

The performance here needs to be compared to the standards that have been set and the exceptional cases must be prioritized as they arise by the human resources management and the top management within the organization. Comparing performance with standards- the validity of a standard lies in its ability to effectively cover issues to do with the set standards as far as the compensation, quality, quantity and time is concerned.

This will give the management an idea of how implementable these standards are hence how functional they are in ensuring the management runs the organization with less strain. If the performance and the standards are ever at cross roads, then there is need to have a review of the standards.

The fourth and last step is the elimination of unfavorable digressions -- the management will look at the rate of digression from the set standards and this will help them in making the necessary adjustments for the good of the organization and effective implementation of control as a function of management. One of the central aspects.