The Role of Context in Organizational Control
For running an organisation one first needs to learn ways of controlling the organisation as it is one of the most important factors that are responsible for gaining of profit in the organisation. For reducing the deviations of the performance of the workers and increasing the performance level of the employees and managing the aims of the organisation, having the ability to control the organisation is very important (Frey, Homberg and Osterloh 2013). Control of organization is consisting of the organising ways and traditions that are followed at work. In order to help the employees do the right thing, maintaining a specific culture within the organisation is very important. To encourage the employees to achieve the goals there is a need to maintain few assumptions and values in the organisation. All this values and culture will be incorporated within the organisation when the administration of the organisation is able to manage the work of the organisation properly (Brown 2015).
Every organisation has a context that deals with the management of the organisation as well as the role of the organisation in achieving the goals of the organisation. For controlling an organisation, setting an organisational context is very necessary. Another vital concern of an organisation in order to control is establishing an organisational culture (Brown 2015). These two forms of organisational control play an efficient role in the management of an organisation. These forms of control of an organisation also motivate the employees to do better and hence achieve the desired goals.
Firstly we shall discuss the organisational context as a form of control. The context of an organisation is a severe issue that deals with the managers solving the constraints and they are seen to adopt few metaphors that help them to shape up the organisation. The metaphors help the managers in the organisation to control the organisation properly and ensure the profit of the organisation and to some extent motivate the employees to work freely without any fear of work pressure (Bresnen et al. 2014). A welcoming environment provides the employees with the confidence to work openly and discuss their problem with their seniors so that no misunderstanding occurs that can hamper the work environment. The managers of the organisation need to maintain good relation with every employee present in the organisation because one employee cannot help the organisation to reach the desired goal and help in gaining profit. All the employees are important for the organisation. Any organisation has three main context, those are people, objectives and the structure of the organisation. The organisation with the help of employees and managers connects to the people in order to achieve the goals and for this they need to adapt a well structure that is to be followed during the process. The context form of control in an organisation also is in charge of adopting the cultural form of control within the organisation. The main and sole motto of starting any organisation is to increase the profit and increase the popularity of the organisation among common people. To maintain the relation with the employees so as to maintain the relation with the people is the foremost work of the management of any organisation (Huhtala, Feldt, Hyvönen and Mauno 2013). There are some features that are headed in under the context form of control of an organisation. Firstly it is the differentiation; this is the concept of dividing work among all the employees in the organisation. An organisation with every passing day becomes wide and at that point of time any one employee cannot take the full charge of work on their shoulder and hence the load of work needs to be divided in order to maintain the good output of work because if an employee takes a lot of work load his performance starts to get affected and for maintaining the good will of the company this needs to be avoided (Huhtala, Feldt, Hyvönen and Mauno 2013). The next feature is the integration. This is a certain form of challenge within the organisation about the way that needs to be adapted in order to maintain the integration of the organisation. In many large organisations, there are specific person performing specific roles whereas in small companies smaller teams are made responsible for performing a task and this denotes that maintaining the integration is not always dependent on the structure but is also dependent on everyone who is a part of the company. The organisations are often seen to adapt competitive as well as collaborative strategies to obtain the purpose of starting an organisation. There is a problem faced by many organisations and that is the loss of autonomy due to the adaption of collaborative strategies within the organisation. Many organisations suffer from lack of identity due to the adaption of the collaborative strategies.
The Importance of Organizational Culture in Employee Performance
Organisational control is another keyword behind the success of an organisation. To understand an organisation firstly understanding its culture is very important. This form of control is mainly practiced by the managers of the organisation. The managers of an organisation must be very sensitive in nature and dispose the cultures to the customers and employees very well so that it will promote the standpoints of the company in front of them (Carlos, Paula and Dibb 2014). In an organisation like the school or a church everyone can notice the difference of the atmosphere of the places from the other places. The culture of an organisation includes of the ways the work is done in an organisation, the behavioural requirement within the organisation and also the norms that the employees use to solve integration and differentiation problem of the organisation. Culture is concept that embraces different manifestations and reflections that influence the behaviour and attitude of any person. Culture is important within the organisation because it is only due to the culture that the employees maintain good behaviour and have controlled behaviour within the organisation (Huhtala, Feldt, Hyvönen and Mauno 2013).
It is not easy for a whole organisation to maintain the culture because organisation culture often have a perspective that is different from other culture. Managers of an organisation is always seen to be working on the different cultures because of the wide network of the organisation and that needs understanding of various culture that will maintain good connection of the organisation with others. Managers also need to manage the employees along with adapting few concepts of local culture so that the employees do not think of leaving. Organisational culture is the less tangible characteristics of the way an organisation follows to do things (Babnik et al. 2014). Culture in an organisation is similar to setting of many important values among all the managers and employees which is shared by the community itself. This also includes the traditions and habits that are associated with certain beliefs of members of the organisation. The need of culture in any organisation is vast because only culture is such an issue that determines the goodwill of any company. The work or service of an organisation comes later but the first thing that leads to the increase of productivity if any organisation is its employees and if any employee is not satisfied with their connection with the management then the performance level of the organisation will fall behind and result in increase of loss (Siciliano 2016). Any organisation cannot afford to lessen their profit because this will affect their position in the market. Employees are the artefacts in an organisation that embodies the culture in any organisation. The managers face a big challenge in maintaining the culture among the artefacts because they are unable to know the hidden thoughts of the employees and changing things without even seeing or knowing it is very tough for the managers. Culture in an organisation can also be maintained by using symbols as in the logo, annual report and house journal, dress code which are all manifestations of culture within an organisation. Culture is hence appropriate if the organisation has flexible and sensitive environment.
Conclusion:
Control in an organisation is very important and is only in the hands of the managers. Managers are in charge of implementing the culture in the organisation. Culture of an organisation is such a variable that can manipulate the structure of the organisation. These two forms of control are internally connected to each other and that denotes the essentialism of forms of control in any organisation (Huhtala, Feldt, Hyvönen and Mauno 2013). Without having organisational context, it will be difficult for an organisation to handle the employees and motivate them and even without the organisational culture the organisation will have a problem of behaviour and attitude within the organisation. Culture in an organisation shares good interactions of the company with others. For shaping and managing any organisation there is a foremost need of establishing a control over the organisation that will deal with the managing of employees, motivating the employees and determining the objectives of the organisation and achieving the goals of the organisation.
References:
Babnik, K., Breznik, K., Dermol, V. and Trunk Širca, N., 2014. The mission statement: organisational culture perspective. Industrial Management & Data Systems, 114(4), pp.612-627.
Bresnen, M., Hodgson, D., Bailey, S., Hyde, P. and Hassard, J., 2014. The institutional and organisational context for management.
Brown, A.D., 2015. Identities and identity work in organizations. International Journal of Management Reviews, 17(1), pp.20-40.
Büschgens, T., Bausch, A. and Balkin, D.B., 2013. Organizational culture and innovation:. Journal of product innovation management, 30(4), pp.763-781.
Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market orientation and organisational commitment in organisational performance: the case of non-profit organisations. Journal of Management Development, 33(4), pp.374-398.
Frey, B.S., Homberg, F. and Osterloh, M., 2013. Organizational control systems. Organization Studies, 34(7), pp.949-972.
Huhtala, M., Feldt, T., Hyvönen, K. and Mauno, S., 2013. Ethical organisational culture as a context for managers’ personal work goals. Journal of Business Ethics, 114(2), pp.265-282.
Siciliano, M., 2016. Disappearing into the object: aesthetic subjectivities and organizational control in routine cultural work. Organization Studies, 37(5), pp.687-708.
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