This concept originated with the principles of Total Quality Management (TQM). The notion that only managers play a role in controlling work activities is based on two false ideas. One is the antiquated notion of totalitarian management. Modern management does not follow this style, as it is often not consistent with organizational objectives. The second false idea is that the manager can control the employee at all times. In practice, managers merely provide instruction and guidance with respect to work activities. Employees often devise their own ways of performing different tasks, and it would be near impossible for management to control this. Thus, employees do exert some control over work activities.

Q3. Operations management can be applied to any managerial function.

Operations management techniques are based around analysis of processes. Control is merely one aspect of the role, even within the operations setting. In fact, operations management also consists of process...

The fundamental principles that guide operations managers in their roles are easily transferred to any aspect of the company where a process can be designed, or where outputs can be measured. Human resources managers, for example, use processes flow principles to outline job descriptions in all settings, not just production. The cost controlling aspect of operations management applies to all areas of the organization, from sales to the accounting department. Indeed, we have seen that TQM principles, which extend operations management far beyond mere control, can be applied outside of the factory into the service sector, such as at Disney World.
Operations management is about more than just control. The principles are the same in any area of the company - there is work that must be done; there are finite resources; and there are production specs. Any organization can and should apply operations management beyond control.