Introduction
One of the objectives of man throughout his existence has been to achieve control, first over his person, then, apparently due to the difficulty of the attempt, he began to venture into other spheres to supply his first imperfection.
Business semantics is not excluded from the term control, well or poorly used, administrators pursue it like an old love never performed. Some are so fervent that they overreact in the attempt to reach it and become true computer networks that everything must go through.
However, there is a dichotomy in the term. The most general thing is to assume control as inspection, verification, verification, examination. Even in the most famous Management books, control is mentioned as one of the functions of the management cycle. The fact why this interpretation is not accepted is the following: when a man feels feverish he checks, verifies, examines his temperature with a thermometer, however for that simple fact he is not putting the temperature of his body under control, not much the less you know the reason for your fever. In this case the person has only had an idea of how out of balance his body is.
The other interpretation of the term, which has happily begun to gain adherents, is to see control as a domain or ability to maintain the stability of the system's growth, in other words, its operation within established parameters. The man when he has anger controls his impulses which have seemed to him that they are out of the normal behavior.
If we pay attention to the Process, Control is much more than just a simple inspection. A good Control Process is one that has a tightrope walker on a rope so as not to fall, he constantly examines his body, emotions, strength, etc., and tries to eliminate or attenuate his restrictions so as not to fall from the rope. In the same way, the company is in danger of falling from a tightrope and must be "in control".
Failures in a control process
Every process of control faces the influx of sins that must be overcome.
- Witch Hunt: The system is searching for symptoms and culprits instead of causes and possible solutions. It is true that as WEINER said " unforeseen and unexpected events provoke a greater attempt at explanation than the rest ", but this causes us to try to personify the error in order to cover up others that gave rise to it. Spreading of responsibility: the control process may not be too specific and involve the entire staff which, when feeling attacked, far from supporting the restoration of balance, reacts negatively. Obsession: The control process becomes obsessive, there are too many inspections for what it becomes expensive, creating, in addition, a climate of low confidence since it limits individual freedom to act and self-control. Nostalgia: the system puts too much emphasis on what happened, it becomes recursive, which limits an effective taking of corrective measures.
Premises for effective control
Just like breathing, control must be constant, a tightrope walker can lose his balance and dangerously “unbalance” on his rope, but since he is self-inspected his vital points can restore his stability, if he stops doing so he can fall and never return. In other words, control is not a sporadic process, but rather a continuous one, assigning responsibilities to each subsystem responsible for execution, analyzing the objectives of the key result areas so that the achievement of the business goal is comprehensive.
Every control process must create mechanisms to detect any deviation from the set parameters, which will allow locating where the problem is in order to combat the behavior that caused it.
Without intention of conclusion: the people, the fundamental link
If someone does not want something to happen it will not happen. Murphy's law
It is for this reason that the administration must work with its personnel in search of a common goal, whose achievement will be an indicator of the success of the organization.
It is important the communication and motivation of the staff so that they understand why and want to do what must be done, for this they must instruct each one about the role they play in the organization. Another fundamental element is the creation of a climate of solidarity that shows the worker that they want to help them do their job well so that the organization “does not fall off the tightrope”. Management alone, through punishments and threats, cannot, by itself, guarantee CONTROL; it needs the involvement and commitment of its personnel, the backbone of any organization.
Finally, the most important thing: the participatory review of the state of affairs from time to time to compare it with what was planned.
Bibliography
- Goldratt, E. (1992). The goal. Ediciones Casti¬llo SA Monterrey, Nuevo León, México. Goldratt, E. (1993). Haystack syndrome. Ediciones Casti¬llo SA Monterrey, Nuevo León, México. Goldratt, E. and Robert F. (1992), La Carrera. Ediciones Casti¬llo SA Monterrey, Nuevo León, México.Salvendy Gavriel. (1982). Handbook of Industrial Engineering. John Wiley & Son. USES.
