he control function of management is to ensure that the performance of the company approximates the estimates and budgets as closely as possible. Management control can be seen as a way to safeguard the safety of investor funds. It can also be seen as a continuous system of monitoring performance of assets, irrespective of what those assets may be. Controlling individual performance is no less important than ensuring an adequate return on Investment.

Managements controlling functions are not seen as positive influences or traits by those employees who are affected by these control measures, because they see the measures as limiting and perhaps robbing them of individuality. These control measures, often prompt from the employees some kind of backlash against the system, for eroding their personal liberties. Reactions like this, seen in a systemic context, should be indicative of poorly integrated employees, as employees that have been properly trained and inducted, should have been adequately prepared to face the conditions of their employment, by adequate preparation for their selected functions. In theory an employee with properly defined KRA’s and KPI’s should be able to through achievement, be self-motivated to meet or exceed them. Managements function in this would have to go beyond, mere monitoring, and extend to encouragement, motivation and reward.

Wherever management control is seen as a negative influence, management should make efforts to establish the reasons for this and address the causes of the dissatisfaction to minimise their impact on profitability. I believe that employees who are dissatisfied in this manner will subconsciously work against the company, because of their resentment, which has not been addressed.

Managements control function has to evolve to keep pace with the trends in communication and management science, control functions in the 1980’s must have been markedly different to the present day, to use a radical example, before the internet and e-mail, there was need to control those resources, today we see a markedly different landscape, with ever increasing diversity of communication, both corporate and private. Management of companies has to take multiple precautions to safeguard information and maintain data security and integrity. Every communication innovation which appears has to be evaluated and a policy developed to safeguard the company from possible breach of security.

Productivity can be severely affected by employees spending business time on trivial pursuits not directly related to their functions. By the same token, any company may wish to exploit new and innovative networking trends to generate new business, this in itself can be the catalyst which encourages those employees tasked with this to engage in social network interaction under the guise of work. Management control functions have to evolve together with the ever changing technological landscape, in order for companies to remain competitive. Management must be savvy enough to be on the forefront of any and all developments in this area, not only to be able to derive some source of competitiveness from it, but to able to adequately control the use of such media.

Many managers may be under the impression that they have adequate knowledge of the many different types of social media, and in many instances their knowledge may be dated and requiring urgent updating. In keeping with the trend of the modern knowledge economy, managers should ensure that they update their personal knowledge stores, as frequently as possible to keep abreast of trends and to determine how the business can best profit from those trends.

Failure to recognise and identify trends which could benefit the business may cost businesses, in an ever more competitive environment; opportunities which may lead to their failure. The function of any consultancy which operates in this type of environment would to inform and advise managers on how best to empower themselves and their companies to remain relevant and competitive in their chosen markets

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