Control systems in an organization

Control systems in an organization

Control systems in an organization are procedures put in place and enforced to correct course if an organization's performance falls below acceptable parameters. It encompasses all procedures for evaluating, guiding, compensating, and monitoring personnel, as well as monitoring behaviors to ensure that they have the greatest impact on the employees and the organization as a whole. Control systems establish standards on which an organization can rely. Output, input, and behavior controls enable management to prevent unpleasant behaviors in the workplace and to foster a consistent environment in which everyone understands their tasks (McGee 87).

Output controls

Output controls describe the desired result of production achieved through behaviors. These controls place emphasis on identified targets and enable the management to use the available processes to attain the targets. It encourages creativity and allows for flexibility within an organization. Descriptors in output controls are in terms of targets or objectives that are to be attained through the job process. Some of the output controls include sales quotas, the level of satisfaction of customers and the profit goals. Others include the project objectives, budget, testing, functional requirements and contractual agreements. The effect of output controls can only be measured after the implementation but not during the implementation.

Behavior controls

Behavior controls are essential to ensure that there is proper behavior among the employees. It encourages behavior that will ensure the set goals are met. Behavior controls allow the management to shape as well as motivate the behavior of employees. It encourages and fosters conformity and can be modified, improved and controlled progressively. Examples of behavioral controls include work assignments, project plans, post implementation reviews, regular meetings standard operating procedures and reporting of project status report among others. Behavioral controls depend on the type of job for instance; behavioral controls for a receptionist would include how to answer a call, how long to put a call on hold and what calls to send to which departments among other things (Sawyer 121).

Input controls

On the other hand, input controls regulate the use of the various resources needed for the fulfillment of the job requirements and includes the level of skills, personal abilities and motives. Input controls are very crucial in avoiding the unexpected. Examples of input controls include appraisal criteria, recruitment criteria, promotion and setting of direction. For instance, the inputs for a job requirement would include educational level, languages spoken and years of experience in a similar position.

Benchmarking

Benchmarking refers to the continued process of evaluating products services and practices against the best players in that category. Benchmarking is fundamentally based on the concept that it is unwise to reinvent something that is already in existence. It involves visiting other competitors and learning how they do their things (Wheelen 315).

Advantages of benchmarking

Benchmarking is very useful to firms. It has been found to lead to production of best results in companies that already have efficient and effective management. According to research done by Bain & Company, about 65 percent of companies were benchmarking. The advantage of this include cost reductions by at least 30 percent. Other advantages of benchmarking include improvement in the setting of goals, increase in sales and boosting the motivation of employees. Benchmarking involves around 30 weeks on average. Firms can also submit their performance data to online databases in order to know where they stand compared to other competitors.

Works Cited

McGee, John. Strategic Management. 1st ed. Chichester: Wiley, 2014. Print.

Sawyer, George C, and George C Sawyer. Business Policy And Strategic Management. 1st ed. San Diego: Harcourt Brace Jovanovich, 1990. Print.

Wheelen, Thomas L. Strategic management and business policy: globalization, innovation, and sustainability. New York, NY: Pearson, 2015. Print.