Balancing Workplace Control

Control systems at work are necessary tools to monitor, forecast or diagnose performance and performance deviations. Some systems like Six Sigma have allegedly saved organizations millions of dollars and some safety control has saved lives. There are numerous control mechanisms to help detect any operational performance problem. But oftentimes control systems seem to run the organization rather than the other way around. When this happens, the workplace culture is negative and ineffective. Management's role and leadership is to strike a balance between control and maintain a positive working environment. This paper will explore what happens when an organization's focus seems out of balance in these areas and then suggest ways to achieve a healthy balance between control and safety.

Too much work control

Control is essential for the attainment of any management's objectives. Dangers of management to maintain too much control over plans and projects can create friction throughout the organization. Employees may be dissatisfied when they are not allowed to exercise their opinion or use their creativity and experience to make decisions. They may also begin to feel unappreciated. When a coach has too much control, power and authority, a lack of respect from the employees may encounter. The wrong kind of control often cause irreparable damage to organizations. Too much power in the wrong hands causes resistance in the workplace. Power is something not everyone deserves. For example, a new manager is difficult to adapt because they are trying to become comfortable in their position and they want to convey a message to everyone that they are responsible. Some new leaders simply can not handle the responsibility to instruct people and can be intimidated when the people they teach are older or have been on the job longer. As a result, wishing that the leader appear "in control" may come off instead as overbearing. Even in these tough economic times, it is important that your job may be a source of satisfaction and respect.

Failure to control workplace

On the other hand, a second imbalance in the workplace occurs when managers focus exclusively on workplace culture. The danger of focusing too much on a good work is that you lose balance. Everyone wants a good work. The problem with focusing too much on it is that you can forget the daily tasks. Businesses focus on creating a good working environment for several beneficial reasons; a main reason is to avoid employee burnout. A company can only go so long to focus on the good work - very soon the tasks are not getting finished, and everyone's using all their creative freedom in extracurricular activities that are non-related targets. There are some areas for individuals to focus on that would be beneficial for the overall organization and are primarily health and safety. The benefits to health and safety bring:

• Healthy employees are more productive and can produce at a higher quality;

• Fewer accidents and occupational diseases result in less absenteeism. In return, this results in lower costs and less disruption of production processes;

• Equipment and a working environment that is optimized for the needs of the workflow, and there are well-maintained lead to higher productivity, better quality and less health and safety risks;

• Reduction of injuries and illnesses means less damages and a lower risk for liabilities.

Balance is key when you create a maintenance company in today's market. When organizational improvement stops, business stops. With proper balance, a good job is great.

Strategies for a healthy workplace balance

When an organization composed of staff from different backgrounds, it is essential that top management seeks to maintain a healthy workforce in order to achieve specific organizational goals. Control strategies and mechanisms must be in place to ensure that plans are on track and maintain a good quality. There are three broad strategies to achieve organizational control: bureaucratic control, control the market and clan control.

1. Bureaucratic control covers how we use rules, regulations and formal authority to guide employee performances. Since we need to regulate behavior and results, this control area such things as budgets, statistical reports and performance assessments.

2. Market Control covers how we use pricing mechanisms to regulate the activities of organizations. Profit and loss scenarios will form the basis for evaluating leaders.

3. Clan control covers the area of our organization's employees can share the values, expectations and objectives thereby comply with them.

Management should review the nature and culture in the workforce with the organization's objective to find the best mechanism to choose. It can be difficult to identify what is best, but it is very important to measure the most appropriate control strategy.

Conclusion

There are clear advantages to implement control mechanisms in an organization. Greater savings, increased efficiency, better product quality, better customer service, and a more cohesive workforce are just a few successes to use control strategies and mechanisms. However, problems may arise when one organization does not balance its control mechanisms in its workforce. Too much control can cause a hostile work environment and changing employee morale. Moreover, too much control lead to a decline in employee productivity.

Failure to control the workplace can also cause the same damage results, but for different reasons. Focusing too much on maintaining a good work and not enough on the control could result in an undisciplined, unmanageable workforce. In this case seem workforce to dictate what happens operationally.

In both cases, an organization of concern. Leadership's role is to find a good balance between control and maintain a positive working environment where both employees and the organization can contribute and grow.