Management Control Functions and Leadership Roles

The Function of Control

Control is a function that compares the results with the targets set in the planning stage. The review is conducted at the end of the planning process. It serves to test if everything went well and to establish corrective action.

Phases of Process Controls

1. Establishment of Standards: Parameters indicating a desired outcome. For example, a factory producing 100 automobiles per day over a period of 3 years.
2. Measurement and Comparison: Comparison of the findings obtained against the standard. In the previous example, checking how many vehicles were manufactured after 3 months.
3. Correction of Deviations Detected: When the result is below the standard, corrective action must be taken. In the previous example, this might involve accelerating the pace of production.

Techniques of Contrast

Among the tools used to carry out control, we can emphasize:

• Observation: This is a simple technique, suspected by the development of the daily production plan.
• Auditing: This technique is more developed, mostly used for internal financial accounting and planning when performed by company staff, or external when carried out by independent information professionals (objective assessment).

The Role of Leadership: Leadership Levels

Some authors refer to this as a management function. It is to manage staff to achieve the goals that imply and endorse the business objectives. People who develop the function of direction are known as senior management, and they have the responsibility to bring the company's acts to conclusion.

Leadership develops in the following positions:

a) Senior Management

This ranks as the presidency, the general direction, or management of the firm, plus key managers such as the head of marketing, production, administration, finance, and human resources. They take all the most important decisions, generally strategic, and supervise the overall functioning of the firm.

b) Intermediate Management

They perform a basic mission within the firm: to exercise as a liaison between senior management and operational management tasks, such as area direction and sales coordination. They are responsible for designing tactics and developing procedures that support the development of plans drawn up by senior management.

c) Operational Direction (1st Line)

These are the managers in direct contact with the workforce (non-executives). They have many people under their direct influence and are the ones who most often have to exercise authority.