Controlling Process in Management Essay

As a Naval Officer I had the opportunity to experience both leadership and management. Today's Navy operates with fewer people and resources than before. Therefore, leadership and management are more important than ever. Very early in my career I was taught leadership and as I advanced through the ranks I experienced management.

Within this assignment I will describe my understanding of the links between management and leadership, the skills and styles of management and leadership, the application of management and leadership theories in an organisational context and planning for the development of management and leadership skills.

Our recommendation for Zenith would be to adopt a High-Involvement Managerial strategy. Moving from the classical managerial strategy to a high involvement strategy will motivate employees by a need for interesting work, challenge, autonomy, personal growth, and professional development, and that employees can exercise self-control if the organization provides these conditions while treating employees fairly and equitably. The strategy is better aligned for Zenith because it will motivate employees to be more cooperative in all departments, and enables its management to confront increasing global competition whilst providing opportunities to workers for greater rewards and security. More specifically it will focus on intrinsic satisfaction for employees. Overall, workers will be trained towards more cooperative work, functional flexibility, idea generation, and information sharing, predominantly on the technology and market of the business to speed up work assignments and still deliver a more variety than their competitors when it comes to shaping the system to their clients specific needs. In order to achieve this transition a strong transformational leadership is required.

To exercise control, managers must decide which goals to measure and must design control systems that will provide the information necessary to assess performance, that is, to determine to what degree goals have been met. It also allows managers to evaluate themselves on how well they are performing the other three tasks of management and to take corrective action.

Control is typically last in the list of management functions and follows planmng, organi7ing, staffing, and directing. In many ways, controlling is the most important, but it cannot occur until the results of the first four have been implemented. Managers control to ensure that the expected results actually occur after a structure or task is integrated with technology or people. Control depends on information conveyed to managers who continuously monitor sensors to ensure that ind1\ 1dual work results are effective and desirable and that organization objective are accomplished within resource con traints. The management model in Figure 5.8 reflects these relationships. Control allows managers

Micromanaging and the decline of employee loyalty can lead to a decline in employee retention. These practices can be a blocker for high performance. Some employees are not trusted nor are they encourage to think. Leaders undermine their potential for success by micromanaging, hoarding information, and putting personal interest first. (Annunzio, 2004, pg. 147). In her book, Contagious Success, she gives a contrast from companies’ practices in the past to those of today. She states that destructive behaviors, like undermining, micromanaging, hoarding information have much more of a significant consequence now as it did in the past. Micromanaging is the most efficient way to block high performance. When a leader micromanages, he/she demonstrates that he/she doesn’t respect their subordinates, it stifles original thinking, and discourages members/employees to think and speak

Controlling is a part of management that is not considered to be as important. Like planning, it is a continual process; like organizing, it involves translation like leading, it involves diplomacy. Controlling is monitoring work progress to the company goals, and taking corrective action when required. (University of Wisconsin Whitewater, July 5, 2006, chap. 1)

Formal control systems consist of input control, process controls and output controls. According to ICFAI University (2006), input controls are measures that guide the organization on the right path in order to achieve organizational goals. The process controls takes place when the organization wants to guide an ongoing activity to achieve desired organizational goals (ICFAI University, 2006). While according to Armesh et al (2010), output control focus on actual results of the organization, where results are measured, monitored and compared (against expectations), afterwards improvements will be made when needed. A formal management control system will have the benefits when used in a centralized organization; the decision-makers will

Monitoring and controlling is the process group that starts at the start and ends at the end as it performs integrated change control to manage and control changes to the cost baseline, scope and schedule. Further, it helps in analyzing and measuring the performance of the project and finding the variation of the project from the project management plan and provides asolutions to those problems.

Organizations should prepare budgets with budget control systems in place. The financial planning of the organizations targeted operation is considered budgeting. There are processes that are essential to protecting the financial well-being of the organization. There are challenges that may arise within the organization when implementing a budget and budgetary controls.

The last stage of function of management, controlling. This includes setting and establishing values to be maintained within the company. It also involves evaluation of results in comparison with the set standards and incase of any variations, it helps management to come up with the appropriate measures. Controlling, commonly thought of in terms of financial standards, managers also control production and operations processes, as well as procedures for delivery of services all within compliance of company policies, and other activities in the organization. Delta management apply several strategies for controlling and they are implemented in three steps:

Abrams’ top management is satisfied with their management systems and performance measurement scheme but they notice three areas of concern.

Each of the five components of an internal control system is important. Let us focus on the control activities. These activities are the backbone of the company’s efforts to address the risks it faces, such as fraud. The specific control activities used by a company will vary depending on management’s assessments of the risks faced. The six principles of control activities are as follows:

Prince Electronics, a manufacturer of consumer electronic goods, has five distribution centers in different regions of the country. For one of its products, a high-speed modem priced at $350 per unit, the average weekly demand at each distribution center is 75 units. Average shipment size to each distribution

In the last 20 years, the business environment has changed dramatically with the widespread adoption of the internet and other massive technological advances, it has been argued that with this new and volatile environment that management accounting and control systems are more important than ever to deal with the changing times. In this essay we will discuss whether management accounting and control systems are important in the new business environment, major changes to the business environment and how they have changed the role of management accounting and control systems, and finally we will study an organisation and recent changes that have affected its business environment.