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The control is a continuous procedure. There might be some inbuilt controls in the practices
necessary to apply the control process to improve the performance level. The key steps in the
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
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
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
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.
2. Describe the three basic leadership styles and explain when each might be appropriate.
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,
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-
Democratic Leadership
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
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.
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