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1. Describe the three key steps in the control process.

The control is a continuous procedure. There might be some inbuilt controls in the practices

of managerial strategies. Regardless of this, there might be a difference in standard to be

accomplished and actual performances. It might be because of human constraints. Still, it is

necessary to apply the control process to improve the performance level. The key steps in the

control process are as follows.

1. Setting of Control Standards:

Standard is a criterion against which performance are measured. There may be qualitative

and quantitative standards. Some of the standards are time standard, cost standard, productivity

standard, profitability standard, and so on. Within the organizational overall strategic planning, a

manager describes goals for departments, in particular, operations side which includes standards

of performance and its comparison with the organizational activities (Venkatesh, 2015).

2. Measurement of Performance:

The measure of performance is the second step in controlling procedure. Most of the

organizations plan formal reports for measure the performance that director's review frequently.

The measurement must be related with the standard set in the initial step of the controlling process.

For instance, if a target is a sales growth, the organization have a means of collecting and reporting

sales related data. (Venkatesh, 2015).

3. Comparing Actual and Standard Performance:

In this step, the comparison of actual performances with the set standards takes place. The

motivation behind this comparison is: to observe the deviations (b) causes for these variations.

During comparison with actual performance with the set standards, some approve parameters are

also settled. At the point when the deviations are within parameters then there is no reason for
stress. But, if the deviations are over the limit then it calls for fire activity. When things are going

according to plans, then top managers do not need to take any note of it. However, then again if

the performances are not up to the level then it is necessary to convey the notice to top management

for making the remedial move (Venkatesh, 2015).

4. Taking Corrective Actions:

The last however most critical step in control process is of making corrective actions. When

the performance is not exactly the standard, efforts should be done to resolve it. Whatsoever the

causes behind low performances, efforts should be done to accomplish organizational goals. There

is no control procedure which can automatically correct the errors in the system. It is a set of

activities which are required to establish the things in a correct manner. The control activity may

include a review of goals and plans, changes in the task, changes in the strategies for work, changes

in existing methods of course and changes in organizational structure (Venkatesh, 2015).

To sum up, in the present dynamic situation which influences the organization,

the strong relationship with the control process is necessary and these steps must be repeated from

time to time until the organizational objective is accomplished. It is possible that planning comes

up with failure because of some unexpected events. Then controlling process comes to the rescue.

When controlling is done effectively, it provides stimulus to improve planning.

2. Describe the three basic leadership styles and explain when each might be appropriate.

Social researchers classify particular styles of leadership. Diverse leadership

styles or practices have different influences on the dynamics of organizations and groups. The

leadership style change in various ways including the functions of leadership, the most appropriate

setting for each leadership style, the roles of followers, and the leadership styles' relationship to
power and control. There are three basic leadership styles or practices: Authoritarian, Democratic,

and Free-rein leadership.

Authoritarian Leadership

Authoritarian leaders also called autocratic leaders, are described as domineering. The

Authoritarian leader makes strategies and chooses proper labor division from a far distance. The

Authoritarian leadership is increased through rules, orders, demands, threat, punishment, and

controls. Authoritarian leadership is most appropriate in settings with a steady flow of new

employees, restricted decision-making resources or time, and the need for large-scale co-

ordination with different organizations and groups. The Authoritarian leadership is not suitable for

the situations in which individual desires to share their insights and contribute in the decision-

making process (Morgan, 2013).

Democratic Leadership

Democratic leaders are described through collective decision-making, fellowship, active

member contribution, restrained criticism, and fair praise; they encourage the collective decision-

making. The Democratic leadership also called participative leadership, reflects law based

standards and procedures, equal participation, and self-determination. The role of democratic

leadership incorporates empowering members, distributing responsibilities within the organization

or group, and encouraging group deliberations (Morgan, 2013).

Democratic leadership is appropriate in settings with, for example, a democratic nation, an

international association, a public university, worker-owner corporations, a co-operative social

group/organization, or a supportive neighborhood. The Democratic leadership is not helpful in

organizations and groups with clearly defined and perpetual rules, practices, and roles.
Free-rein Leadership

Free-rein leaders, also called Laissez-faire leaders are described as un-involved leaders

with their supporters and individuals. The leaders of this style make no approaches or group-related

decisions. Rather, the group members are accountable for all objectives, problem-solving, and

decisions making. Laissez-faire leaders have little authority within their group/organization.

Laissez-faire leadership is appropriate in settings with, for example, established companies or

science laboratories with long-term workers. Laissez-faire leadership is not suitable for the

situations in which the individuals require feedbacks, oversight, direction, praise, or flexibility

(Morgan, 2013).

In a nutshell, leadership is still a complicated issue. Furthermore, often the best leaders join

unique techniques, changing their styles as the situation changes. What worked for a start-up, may

not be the ideal approach to managing a restaurant. When we share leadership, we turn into agiler

and more competent over the long- term, particularly when that long-run is loaded with complex

and unexpected difficulties.


References:

Venkatesh. (2015). Steps involved in control process. Retrieved from Controlling,


http://www.yourarticlelibrary.com/management/controlling/steps-involved-in-control-
process/53348/

Morgan, S. (2013). The Three Basic Leadership Styles. Retrieved from


nata.aero/data/files/.../etoolkit/safety%201st%20etoolkit%20april2013.pdf

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