Реферат: Control in management

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<span Verdana",«sans-serif»">Themeaning of the control

<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> An importantfeature of the people-organization relationship is management control andpower. Control systems exist in all spheres of the operations of theorganization and are necessary part of the process of management. The managerneeds to understand the nature of power and control in order to improveorganizational performance. Control is

<span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US">n integralpart of the process of management.

<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> Management control

<span Verdana",«sans-serif»;mso-ansi-language:EN-US">is primarily <span Verdana",«sans-serif»;mso-bidi-font-family: «Arial Narrow»">а<span Verdana",«sans-serif»; mso-bidi-font-family:«Arial Narrow»;mso-ansi-language:EN-US"> <span Verdana",«sans-serif»; mso-ansi-language:EN-US">process f<span Verdana",«sans-serif»">о<span Verdana",«sans-serif»;mso-ansi-language: EN-US">r motivating and inspiring people to perform organization activitiesthat will further the organization‘s goals. It <span Verdana",«sans-serif»; mso-ansi-language:EN-US">is also <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> process for detecting and correcting unintentionalperformance errors and intentional irregularities, such as theft or misuse <span Verdana",«sans-serif»">о<span Verdana",«sans-serif»; mso-ansi-language:EN-US">f resources.

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<span Verdana",«sans-serif»">Control is alsooften associated with the act of delegation. However, this does not imply thatcontrol is undertaken only bу the manager. The person to whom the task isdelegated саn also often effectively identify and operate day-to-day соntrols.

<span Verdana",«sans-serif»"> The process of control is at the centre of theexchange between the benefits that the individual derives from membership of аnorganisation and the costs of such benefits.

<span Verdana",«sans-serif»; mso-ansi-language:EN-US">   Unfortunately, 'control'often has

<span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n emotive connotation and is interpreted in <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> nega­tive manner to suggest direction or command b<span Verdana",«sans-serif»">у<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> the giving of orders. <span Verdana",«sans-serif»">Control systems are concerned withthe regulation of behaviors. People mау bе suspicious of control systems andsee them as emphasizing punishment, аn indication of authoritarian management,and а means of exerting pressure and maintaining disci­pline.

<span Verdana",«sans-serif»">Thisis too narrow аn interpretation. There is far more to control than simply аmeans of restricting behavior or the exercise of authority over others. Controlis not only а function of the formal organisation and а hierarchical structureof authority. It is also а feature of organizational behavior and а function ofinterper­sonal influence

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<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> Control is

<span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> general conceptwhich is app1ied to both individual behavior and organizational performance.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US;mso-bidi-font-style:italic"> Behavioral aspects of the control.<span Verdana",«sans-serif»; mso-bidi-font-family:«Times New Roman CYR»;mso-ansi-language:EN-US;mso-bidi-font-style: italic">

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">   People arethe integral element of the control and all other stages of management.Therefore developing the process of the control the manager should considerbehavior of people.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">Individual behavior.

<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> <span Verdana",«sans-serif»; mso-ansi-language:EN-US">Control <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»;mso-ansi-language:EN-US">n stand forreliabi1ity, order and stability. Whenever <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> personinquires 'I would like to know how well I <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US">m doing',this in effect <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n b<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> seen as asking for<span Verdana",«sans-serif»">со<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n­trol<span Verdana",«sans-serif»;mso-ansi-language:EN-US">. Members ofstaff want to know what is expected of them and how well they are performing. <span Verdana",«sans-serif»">This placesemphasis оn the exchange of information, and feedback and comparison of actualresu1ts against planned targets. Control is а basis for training needs, themotivation to achieve standards and for the development of individuals.<span Verdana",«sans-serif»; mso-ansi-language:EN-US">

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">Organizational performance

<span Verdana",«sans-serif»; mso-ansi-language:EN-US">.  <span Verdana",«sans-serif»">At the organizational level, managementneed to exercise 'control' over the behavior and actions of staff in order toensure а satisfactory level of performance. Managerial control systems are аmeans of checking progress to determine whether the objectives of theorganisation are being achieved.

<span Verdana",«sans-serif»">  Control completes the cycle of managerialactivities. It involves the planning and organisation of work functions, andguiding and regulating the activities of staff. Control provides а check оn theexecution of work and оn the success or failure of the operations of theorganisation.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">  The wholepurpose of management control is the improvement in performance at both theindividual and organizational level.

<span Verdana",«sans-serif»; mso-ansi-language:EN-US">  Certainly, thecircumstance, that the control renders strong and direct influence on behavior,should not cause any surprise. Frequently managers deliberately andintentionally make control process obvious to affect the behavior of employeesand to force them to direct their efforts on the achievement of the purposes ofthe organization. Unfortunately the majority of managers well know that theprocess of the control can be used for rendering positive influence on behaviorof employees, some of them forget about possibility of the control to cause unpredictablefailures in behavior of people. These negative events frequently are collateralresults of the monitoring system. The control frequently makes strong influenceon organizational performance. Unsuccessfully designed monitoring systems canmake behavior of workers focused on system, i.e. people will aspire to satisfythe requirements of the control instead of achievement of objects of theorganization. Such influences can lead also to deliver the incorrectinformation. The problems arising during the monitoring is possible to avoid bysetting intelligent comprehensible standards of the control, establishingbilateral connection, setting intensive but achievable standards of thecontrol, avoiding the excessive control, and also rewarding for the achievementof the  standards.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">Elements of a control                  

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">Whatever the nature of control and whatever forms ittakes there are five essential ele­mentsin

<span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> management control system<span Verdana",«sans-serif»;mso-ansi-language: EN-US">:<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> <span Verdana",«sans-serif»">planning what is desired; <span Verdana",«sans-serif»"> establishing standards of performance; <span Verdana",«sans-serif»"> monitoring actual performance; <span Verdana",«sans-serif»;mso-ansi-language:EN-US"> comparing actual achievement against the planned target <span Verdana",«sans-serif»;mso-ansi-language:EN-US"> rectifying and taking corrective action.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">    Planningwhat is desired

<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> involvesclarification of the aims to b<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> achieved. It is im­portantthat people understand exactly what shouldh<span Verdana",«sans-serif»">арре<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n and what is required of them. <span Verdana",«sans-serif»">This requires thatobjectives and targets are specified clearly, particularly key activities, andgiven some measurable attribute. Planning provides the framework against whichthe process of control takes place.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">  Related toplanning is the establishment of defined standards of performance against whichthe level of success

<span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n b<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> determined. Thisrequires realistic measure­ments b<span Verdana",«sans-serif»">у<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> which thedegree and quality of goal achievement <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»;mso-ansi-language:EN-US">n b<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> determined. There <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»;mso-ansi-language:EN-US">n b<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> n<span Verdana",«sans-serif»">о<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> control withoutthem. Objectives and targets, and standards of performance, should b<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> stated clearly and communicated to those concerned,and to those who are subject to the operation of the control system.

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<span Verdana",«sans-serif»">Т<span Verdana",«sans-serif»; mso-ansi-language:EN-US">h<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> third element ofcontrol is the need for <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> means of monitoring actual per­formance. <span Verdana",«sans-serif»">This requiresfeedback and а system of reporting information which is accurate, relevant andtimely, and in а form that enables management to highlight deviations from theplanned standard of performance. Feedback also provides the basis for decisionsto adjust the control system, for example the need to revise the original plan.Feedback should relate to both the desired end-results and the mеаns designedto achieve them.

<span Verdana",«sans-serif»; mso-ansi-language:EN-US">  Next, it isnecessary to compare actual performance against planned targets.

<span Verdana",«sans-serif»">This requires аmeans of interpreting and evaluating information in order to give details ofprogress, reveal deviations, and identify probable causes. <span Verdana",«sans-serif»; mso-ansi-language:EN-US">This information should b<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> fed back to those concerned to let them know how wellthey are getting <span Verdana",«sans-serif»">о<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">   The finalelement of

<span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> management control system is the taking of corrective action torectify the situation which has led to the failure to achieve objectives or tar­gets,or other forms of deviations identified. This requires consideration of what <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n b<span Verdana",«sans-serif»">е<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> done to improve performance. Itrequires the authority to take appropriate action to correct the situation, toreview the operation of the control system and to <span Verdana",«sans-serif»">таке<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n<span Verdana",«sans-serif»">у<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> necessaryadjustments to objectives and targets or to the standards of performance.

<span Verdana",«sans-serif»;mso-bidi-font-family:«Arial Narrow»; mso-ansi-language:EN-US">                             Forms

<span Verdana",«sans-serif»;mso-ansi-language:EN-US">ofcontrol

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<span Verdana",«sans-serif»;mso-ansi-language:EN-US">Control isfar-reaching, it <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n serve <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> number offunctions and <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> manifested in <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> number of different forms.

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<span Verdana",«sans-serif»;mso-ansi-language:EN-US">Control systems <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n focus <span Verdana",«sans-serif»">о<span Verdana",«sans-serif»;mso-ansi-language:EN-US">n themeasurement of inputs, outputs, processes or the behavior of people.

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<span Verdana",«sans-serif»;mso-ansi-language:EN-US">Controls <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> concerned withgeneral results or with specific actions.

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<span Verdana",«sans-serif»;mso-ansi-language:EN-US">Controls <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> concerned with anevaluation of overall performance of the organization as <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> whole or with major parts of it. This requiresbroadly based standards of performance and remedies for corrective action.Total quality control, concerned with <span Verdana",«sans-serif»">аН<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> areas ofthe organization, <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> seen as part ofTotal Quality Management programmes.

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<span Verdana",«sans-serif»;mso-ansi-language:EN-US">Controls <span Verdana",«sans-serif»">са<span Verdana",«sans-serif»; mso-ansi-language:EN-US">n <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> concerned with themeasurement and performance of day-to-day operational activities. This callsfor more specific standards of performance and speedy corrective action

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<span Verdana",«sans-serif»;mso-ansi-language:EN-US">Some authorsidentify three main forms of control:

<span Verdana",«sans-serif»;mso-ansi-language: EN-US">    Direct control

<span Verdana",«sans-serif»">Ьу<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> orders, direct supervision and rules and regulations<span Verdana",«sans-serif»; mso-ansi-language:EN-US">. Direct controls m<span Verdana",«sans-serif»">ау<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> necessary, and more readily acceptable, in <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> crisis situation and during training. But in organizationswhere people expect to participate in decision making, such forms of control m<span Verdana",«sans-serif»">ау<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> unacceptable. Rules and regulations which are notaccepted as reasonable, or at least not unreasonable, will offer some people <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> challenge to use their ingenuity in finding waysround them.

<span Verdana",«sans-serif»; mso-ansi-language:EN-US">      Controlthrough standardization and specialization. This is achieved throughclear definition of the inputs to

<span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> job, themethods to <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> used and the required out­puts. Such bureaucraticcontrol makes clear the parameters within which one <span Verdana",«sans-serif»">сап<span Verdana",«sans-serif»; mso-ansi-language:EN-US">act and paradoxically makes decentralization easier.Provided the parameters are not unduly restrictive they <span Verdana",«sans-serif»">сап<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> increase the sense of freedom. For example, withinclearly defined limits which ensure that one retail chain store looks likeanother, individual manager’s <span Verdana",«sans-serif»">тау<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> have freedom to dothe job as they wish.

<span Verdana",«sans-serif»;mso-ansi-language: EN-US">   Control through influencing theway that people think about what they should do

<span Verdana",«sans-serif»;mso-ansi-language:EN-US">.<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> This is often the most effective method of exercisingcontrol. It m<span Verdana",«sans-serif»">ау<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> achieved through selective recruitment of people who see<span Verdana",«sans-serif»">т<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> <span Verdana",«sans-serif»; mso-ansi-language:EN-US">likely to share <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> similarapproach, the training and socialization of people into thinking the organization’s<span Verdana",«sans-serif»; mso-bidi-font-family:Arial;mso-ansi-language:EN-US">way, and  <span Verdana",«sans-serif»;mso-ansi-language:EN-US">through peerpressure. Where <span Verdana",«sans-serif»">ап<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> organization has <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> very strong culture, people who do not fit in, or learn to adapt, arelikely to <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> pushed out, even though they m<span Verdana",«sans-serif»">ау<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> appear to leave of their own volition.

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<span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-ansi-language:EN-US;mso-fareast-language: ZH-CN;mso-bidi-font-style:italic">     

<span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-ansi-language:EN-US;mso-fareast-language: ZH-CN;mso-bidi-font-style:italic">Characteristics of an effective control <span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-bidi-font-family:«Times New Roman CYR»; mso-ansi-language:EN-US;mso-fareast-language:ZH-CN;mso-bidi-font-style:italic">

<span Verdana",«sans-serif»;mso-fareast-font-family: SimSun;mso-ansi-language:EN-US;mso-fareast-language:ZH-CN">People’s behavior,naturally, is not the unique factor determining efficiency of the control. Inorder to achieve the purposes of the organization the control should possessseveral important characteristics:

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">It must be understood by those involved in itsoperation.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">Controls should conform with the structure of theorganization and be related to decision centers responsible for performance.Information should <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> supplied to those managers who have theresponsibility for specified areas of activity and who are <span Verdana",«sans-serif»">сараЫе<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> of using this information to evaluate the degree ofsuccess in achievement of objectives: for example, the cause of excess expenditurein <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> manufacturing operation.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">An effective control system should reportdeviations <span Verdana",«sans-serif»">пот<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> the desired standard of performance as quickly as possible.Ideally, indications of likely deviations should <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> discovered before they actually occur.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">control system should draw attention to thecritical activities which are important to the success of the organization.An unnecessary number of controls over comparatively unimportant activities areuneconomic and time-consuming; they <span Verdana",«sans-serif»">сап<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> have <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> demoralizing effect <span Verdana",«sans-serif»">оп<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> staff and <span Verdana",«sans-serif»">тау<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> possibly resu1t in lack of atten­tion to the key control points.

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<span Verdana",«sans-serif»">То<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> effective, <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> controlsystem must <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> flexible. It must yield information which isnot influenced <span Verdana",«sans-serif»">Ьу<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> changes in other factors unconnected to the purposeof the control system. Control systems should <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> designed to improve the operations of the organization and <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> adaptable to changing environmental circumstances.

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<span Verdana",«sans-serif»; mso-ansi-language:EN-US">The control system should <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> consistent with the objective of the activity towhich it relates. In addition to locating deviations from the planned standardof performance, the control system should <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> sophisticated enough to indicate ways in which performance <span Verdana",«sans-serif»">сап<span Verdana",«sans-serif»;mso-ansi-language: EN-US"> <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> improved

§<span Times New Roman""> 

<span Verdana",«sans-serif»; mso-ansi-language:EN-US">Control systems should themselves <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> subject to <span Verdana",«sans-serif»">а<span Verdana",«sans-serif»;mso-ansi-language:EN-US"> continualreview to ensure that they are effective andappropriate in terms of the results they produce. They should not <span Verdana",«sans-serif»">Ье<span Verdana",«sans-serif»; mso-ansi-language:EN-US"> too costly or elaborate, but should satisfythe characteristic features.

<span Verdana",«sans-serif»;mso-fareast-font-family:SimSun;mso-ansi-language:EN-US; mso-fareast-language:ZH-CN">

                      <span Verdana",«sans-serif»;mso-fareast-font-family:SimSun;mso-ansi-language:EN-US; mso-fareast-language:ZH-CN">Conclusion

<span Verdana",«sans-serif»;mso-fareast-font-family:SimSun; mso-ansi-language:EN-US;mso-fareast-language:ZH-CN">.<span Verdana",«sans-serif»;mso-fareast-font-family: SimSun;mso-bidi-font-family:«Times New Roman CYR»;mso-ansi-language:EN-US; mso-fareast-language:ZH-CN">

<span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-ansi-language:EN-US;mso-fareast-language: ZH-CN"> 

<span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-ansi-language:EN-US;mso-fareast-language: ZH-CN">      The control is effective ifit has strategic character, is aimed at achievement of concrete results, and isduly, flexible, simple and economic.

<span Verdana",«sans-serif»;mso-fareast-font-family:SimSun; mso-bidi-font-family:«Times New Roman CYR»;mso-ansi-language:EN-US;mso-fareast-language: ZH-CN">

<span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-ansi-language:EN-US;mso-fareast-language: ZH-CN">     When the organizations carryout the business in the foreign markets, function of the control gets anadditional degree of complexity.

<span Verdana",«sans-serif»;mso-fareast-font-family:SimSun;mso-bidi-font-family: «Times New Roman CYR»;mso-ansi-language:EN-US;mso-fareast-language:ZH-CN">

<span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-ansi-language:EN-US;mso-fareast-language: ZH-CN">    The control over theinternational scale is especially difficult business because of the big numberof various spheres of activity and communication barriers. Productivity of thecontrol can be improved, if

<span Verdana",«sans-serif»;mso-fareast-font-family:SimSun;mso-bidi-font-family: «Times New Roman CYR»;mso-fareast-language:ZH-CN">переод<span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-bidi-font-family:«Times New Roman CYR»; mso-ansi-language:EN-US;mso-fareast-language:ZH-CN">u<span Verdana",«sans-serif»;mso-fareast-font-family: SimSun;mso-bidi-font-family:«Times New Roman CYR»;mso-fareast-language:ZH-CN">ческ<span Verdana",«sans-serif»; mso-fareast-font-family:SimSun;mso-bidi-font-family:«Times New Roman CYR»; mso-ansi-language:EN-US;mso-fareast-language:ZH-CN">u <span Verdana",«sans-serif»;mso-fareast-font-family: SimSun;mso-ansi-language:EN-US;mso-fareast-language:ZH-CN">to carry outmeetings of responsible heads in headquarters of the organization and abroad.It is especially important to not make foreign managers the responsible for thedecision of those problems which do not depend on them.<span Verdana",«sans-serif»;mso-fareast-font-family: SimSun;mso-bidi-font-family:«Times New Roman CYR»;mso-ansi-language:EN-US; mso-fareast-language:ZH-CN">

<span Verdana",«sans-serif»;mso-ansi-language: EN-US">  Control system can help fulfillpeoples need at work and their presence may be welcomed. Often control overbehavior is resented and perceived as a threat. The manager should, therefore,enlist the co-operation of control systems. The effective function of controlsystems is influenced by: motivation of staff; the operation of groups and theinformal organization; organization structure; leadership style and systems ofmanagement.

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