Assignment格式范文：Identifying Managerial Approaches In Implementing Controls

Assignment格式范文-確定實(shí)施控制的管理方法。本文是一篇由本站代寫服務(wù)提供的留學(xué)生assignment范文，本篇assignment主要內(nèi)容是講述控制是確?；顒?dòng)提供所需結(jié)果的任務(wù)。管理控制是一種系統(tǒng)的努力，旨在設(shè)定具有規(guī)劃目標(biāo)的績(jī)效基準(zhǔn)，設(shè)計(jì)信息反饋系統(tǒng)，將實(shí)際績(jī)效與這些預(yù)先確定的標(biāo)準(zhǔn)進(jìn)行比較，確定是否存在任何偏差，并衡量其重要性，并采取任何必要行動(dòng)，確保所有公司資源以最有效和高效的方式用于實(shí)現(xiàn)公司目標(biāo)。下面就一起來(lái)看一下這篇Assignment格式范文的具體內(nèi)容。

Most managers always encounter difficulties while applying management methods to control operations and govern their subordinates within their department. ‘Many different schools of thought on management approaches, has their own proponents. Generally, an original proponent makes his or her name in that particular concept, and becomes an ‘expert’ of it. There is little incentive to integrate this one approach with others’ (Arveson, 1998). Therefore, managers will usually tend to use their most familiar approach and a company’s management culture tends to be dominated by one school of thought.

大多數(shù)管理者在運(yùn)用管理方法控制業(yè)務(wù)和管理部門下屬時(shí)總是會(huì)遇到困難。”關(guān)于管理方法，許多不同的學(xué)派都有自己的支持者。一般來(lái)說(shuō)，最初的支持者在這個(gè)特定的概念中成名，并成為它的“專家”。幾乎沒(méi)有動(dòng)力將這一方法與其他方法相結(jié)合（Arveson，1998）。因此，管理者通常傾向于使用他們最熟悉的方法，公司的管理文化往往由一個(gè)學(xué)派主導(dǎo)。

In today’s context, managers are required to identify the possible causes to operational or subordinates’ problems and handle it professionally. They can incorporate certain types of managerial control to minimize such disruptions in their work environment and to increase workplace productivity. ‘The major approaches that managers use include bureaucratic control, clan (decentralized) control, market control, personal centralized control.’ With these, a suitable control approach & system in placed, problems & conflicts will be minimised and will result in improvements that the workplace will become a more productive & fair environment to work in. In this assignment, we seek to investigate the correlates and consequences of each style of control approach and to find out which of this/these plays the most positive effect.

在今天的背景下，管理者需要確定運(yùn)營(yíng)或下屬問(wèn)題的可能原因，并專業(yè)地處理。他們可以結(jié)合某些類型的管理控制，以最大限度地減少對(duì)工作環(huán)境的干擾，提高工作場(chǎng)所的生產(chǎn)力。”管理者使用的主要方法包括官僚控制、家族（分散）控制、市場(chǎng)控制和個(gè)人集中控制有了這些，適當(dāng)?shù)目刂品椒ê拖到y(tǒng)，問(wèn)題和沖突將被最小化，并將得到改善，工作場(chǎng)所將成為一個(gè)更高效、更公平的工作環(huán)境。在本文中，我們?cè)噲D調(diào)查每種控制方法的相關(guān)性和后果，并找出其中哪一種起到了最積極的作用。

Problem Statement 問(wèn)題說(shuō)明

The effectiveness of management control exercised is inconsistent.

管理控制的有效性不一致。

Research Objectives 研究目標(biāo)

To identify the different managerial approaches of control.

確定不同的控制管理方法。

To find out the pros and cons to control style adopted.

找出所采用的控制方式的利弊。

To understand the effectiveness of each control style.

了解每種控制方式的有效性。

To identify the human problems of controls

識(shí)別控制的人為問(wèn)題

To conclude the control approach in service organizations and explore the possibility of a hybrid usage of the researched control approaches.

總結(jié)服務(wù)組織中的控制方法，并探索混合使用所研究的控制方法的可能性。

Introduction 簡(jiǎn)介

All organizations change over time. Some make these changes rapidly in revolutionary modes whereas others bring about change through evolutionary modes (Miller, 1992). These changes manifest in different organizational strategies, structures, or processes and have been referred to as transitions (Kimberly & Quinn, 1984).

所有組織都會(huì)隨著時(shí)間的推移而變化。一些人以革命性的模式迅速做出這些變化，而另一些人則通過(guò)進(jìn)化模式帶來(lái)變化（Miller，1992）。這些變化表現(xiàn)在不同的組織戰(zhàn)略、結(jié)構(gòu)或流程中，被稱為過(guò)渡（Kimberly&Quinn，1984）。

Control is the task of ensuring that activities are providing the desired results. Management control is a systematic effort to set performance benchmarks with planning objectives, to design information feedback systems, to compare actual performance with these predetermined standards, to determine whether there are any deviations and to measure their significance, and to take any action required to assure that all corporate resources are being used in the most effective and efficient way possible in achieving corporate objectives. ‘Management control involves setting a target, measuring performance, and taking corrective action, that lead to the attainment of organizational benefits.’ (Arrow, 1974; Flamholtz et al, 1985) ‘All control systems collect, store and transmit information on profits, sales or some other factor. And they are aimed at influencing employees’ behaviour. A poor manager delegates nothing, and a mediocre manager delegates everything. Effective managers delegate all that they can to their subordinates, while at the same time establishing sufficient checkpoints so that they know how the work has been performed.’ (Dessler, 1987).

控制是確?；顒?dòng)提供所需結(jié)果的任務(wù)。管理控制是一種系統(tǒng)的努力，旨在設(shè)定具有規(guī)劃目標(biāo)的績(jī)效基準(zhǔn)，設(shè)計(jì)信息反饋系統(tǒng)，將實(shí)際績(jī)效與這些預(yù)先確定的標(biāo)準(zhǔn)進(jìn)行比較，確定是否存在任何偏差，并衡量其重要性，并采取任何必要行動(dòng)，確保所有公司資源以最有效和高效的方式用于實(shí)現(xiàn)公司目標(biāo)?！惫芾砜刂瓢ㄔO(shè)定目標(biāo)、衡量績(jī)效和采取糾正措施，從而實(shí)現(xiàn)組織效益。”（Arrow，1974；Flamholtz等人，1985）“所有控制系統(tǒng)都收集、存儲(chǔ)和傳輸有關(guān)利潤(rùn)、銷售額或其他因素的信息。它們旨在影響員工的行為。一個(gè)糟糕的經(jīng)理什么都不委派，一個(gè)平庸的經(jīng)理什么也不委派。高效的管理者將他們所能委托給下屬，同時(shí)建立足夠的檢查點(diǎn)，讓他們知道工作是如何進(jìn)行的?！保―essler，1987）。

Control as a Management Function (J Meredith, 2008)

作為管理職能的控制（J Meredith，2008）

The example of the process shown above has affirmed that Management Control in an organization plays an important role.

上述過(guò)程的例子證實(shí)了管理控制在組織中發(fā)揮著重要作用。

The Management Control function will be important in maintaining the business continuity, increase productivity in the production to achieve targeted profit set by organization, improve vision of the whole company to focus on coping with production innovation in inventory control to compete in the business world; to lead a productive team and improve effectiveness and efficiency; to drive the performance level to fulfill objectives of the organization. It also helps to reduce reluctance of managers to delegate authority and empower employees, thus protects the organisation and the physical workplace.

管理控制功能將在保持業(yè)務(wù)連續(xù)性、提高生產(chǎn)生產(chǎn)力以實(shí)現(xiàn)組織設(shè)定的目標(biāo)利潤(rùn)、提高整個(gè)公司的愿景以專注于應(yīng)對(duì)庫(kù)存控制中的生產(chǎn)創(chuàng)新以在商業(yè)世界中競(jìng)爭(zhēng)方面發(fā)揮重要作用；領(lǐng)導(dǎo)一個(gè)富有成效的團(tuán)隊(duì)，提高效率；以推動(dòng)績(jī)效水平實(shí)現(xiàn)組織目標(biāo)。這也有助于減少管理者不愿下放權(quán)力和賦予員工權(quán)力，從而保護(hù)組織和實(shí)際工作場(chǎng)所。

Management can implement controls before an activity commences, while the activity is going on, or after the activity has been completed. The three respective tools of control based on timing are feedforward, concurrent, and feedback.

管理層可以在活動(dòng)開(kāi)始前、活動(dòng)進(jìn)行時(shí)或活動(dòng)完成后實(shí)施控制。基于時(shí)序的三種控制工具分別是前饋、并發(fā)和反饋。

Major control tool by timing

主控制工具（按正時(shí)）

Feedforward control (preliminary or preventative control)

前饋控制（初步或預(yù)防性控制）

Regulation of inputs to ensure they meet standards, ex: McDonald in Russia: help farmers to grow high-quality potatoes and bakers to bake high quality bread.

監(jiān)管投入以確保其符合標(biāo)準(zhǔn)，例如：俄羅斯的麥當(dāng)勞：幫助農(nóng)民種植高質(zhì)量的土豆，幫助面包師烘焙高質(zhì)量的面包。

Concurrent control

并發(fā)控制

Regulation of activities to ensure they conform to standards, ex: budgetary control, quality control

監(jiān)管活動(dòng)以確保其符合標(biāo)準(zhǔn)，例如：預(yù)算控制、質(zhì)量控制

Feedback control (Ex: financial reports – financial control)

反饋控制（例如：財(cái)務(wù)報(bào)告-財(cái)務(wù)控制）

Regulation of completed product to ensure standards are met

對(duì)已完成的產(chǎn)品進(jìn)行監(jiān)管，以確保達(dá)到標(biāo)準(zhǔn)

Control types of timing: (J Meredith, 2008)

定時(shí)的控制類型：（J Meredith，2008）

Literature Review 文獻(xiàn)綜述

Dr. Barnat, Ryszard (2005) suggests regardless of whether the organization focuses control on inputs, production, or outputs, another choice must be made between different approaches for control.

Barnat，Ryszard博士（2005）建議，無(wú)論組織是將控制重點(diǎn)放在投入、生產(chǎn)還是產(chǎn)出上，都必須在不同的控制方法之間做出另一種選擇。

There are four control approaches that the mechanisms managers will use to implement controls: ‘market control’ (Robbins et al, 2003), bureaucratic control, clan control and ‘personal centralized control’ (Mullins, 2002).

管理者將使用四種控制方法來(lái)實(shí)施控制：“市場(chǎng)控制”（Robbins等人，2003年）、官僚控制、家族控制和“個(gè)人集中控制”（Mullins，2002年）。

Bureaucratic Control 官僚主義控制

It is a managerial approach relying on regulation through rules, policies, supervision, budgets, schedules, reward systems and other administrative mechanisms aimed at ensuring employees exhibit appropriate behaviours and meet performance standards. It is ‘do by the book’ or process control (Barnat, 2005).

這是一種依靠規(guī)則、政策、監(jiān)督、預(yù)算、時(shí)間表、獎(jiǎng)勵(lì)制度和其他行政機(jī)制進(jìn)行監(jiān)管的管理方法，旨在確保員工表現(xiàn)出適當(dāng)?shù)男袨椴⑦_(dá)到績(jī)效標(biāo)準(zhǔn)。它是“照本宣科”或過(guò)程控制（Barnat，2005）。

Pros: The nature of this control cause an organization’s personnel to focus on those behaviors that management requires or desires. They provide employees with a set of day-to-day guidelines with which they can function. By observing the rules and procedures, people do what the system requires.

優(yōu)點(diǎn)：這種控制的性質(zhì)使組織的人員專注于管理層要求或期望的行為。他們?yōu)閱T工提供了一套日常指導(dǎo)方針，使他們能夠正常工作。通過(guò)遵守規(guī)則和程序，人們可以按照系統(tǒng)的要求行事。

Cons: It will also result in rigid and inflexible behavior. Employees become accustomed to obeying the rules and doing nothing more. They often make the organization lethargic and stifle creativity and innovation.

缺點(diǎn)：這也會(huì)導(dǎo)致僵硬和不靈活的行為。員工已經(jīng)習(xí)慣于遵守規(guī)則，什么也不做。它們經(jīng)常使組織無(wú)精打采，扼殺創(chuàng)造力和創(chuàng)新。

Clan Control 氏族控制

Clan control represents cultural values almost the opposite of bureaucratic control. Clan Control replies on values, beliefs, traditions, corporate culture, shared norms and informal relationships to regulate employee behaviours and facilitate reaching of organisational goals.

宗族控制代表著文化價(jià)值觀，與官僚控制幾乎相反。Clan Control對(duì)價(jià)值觀、信仰、傳統(tǒng)、企業(yè)文化、共同規(guī)范和非正式關(guān)系做出回應(yīng)，以規(guī)范員工行為并促進(jìn)組織目標(biāo)的實(shí)現(xiàn)。

Pros: Organizations that use clan control require trust among their employees. Given minimal direction and standards, employees are assumed to perform well – indeed, they participate in setting standards and designing the control systems (Barnat, 2005).

優(yōu)點(diǎn)：使用家族控制的組織需要員工之間的信任。在最低限度的指導(dǎo)和標(biāo)準(zhǔn)下，員工被認(rèn)為表現(xiàn)良好——事實(shí)上，他們參與制定標(biāo)準(zhǔn)和設(shè)計(jì)控制系統(tǒng)（Barnat，2005）。

Cons: The threat to clan control is change. This is often associated with geographical mobility, urbanization, growth, turnover, or specialization that undermines goal compatibility on which communal trust is founded. The instability of employment, which upsets the long socialization period, is a major enemy of clan control. Any tendency toward opportunism in the clan is destructive. (Moores, Mula, 2000)

缺點(diǎn)：對(duì)部落控制的威脅是變化。這通常與地理流動(dòng)性、城市化、增長(zhǎng)、流動(dòng)性或?qū)I(yè)化有關(guān)，破壞了建立社區(qū)信任的目標(biāo)兼容性。就業(yè)的不穩(wěn)定擾亂了漫長(zhǎng)的社會(huì)化時(shí)期，是氏族控制的主要敵人。家族中任何機(jī)會(huì)主義的傾向都是毀滅性的。（Moores，Mula，2000）

Market Control

市場(chǎng)控制

Market control uses external market mechanisms to establish standards in the system. It involves the use of price competition to evaluate output.

市場(chǎng)控制利用外部市場(chǎng)機(jī)制在系統(tǒng)中建立標(biāo)準(zhǔn)。它涉及到使用價(jià)格競(jìng)爭(zhēng)來(lái)評(píng)估產(chǎn)量。

Pros: Managers compare profits and prices to determine the efficiency of their organization. In order to use market control, there must be a reasonable level of competition in the goods or service area and it must be possible to specify requirements clearly. (Barnat, 2005)

優(yōu)點(diǎn)：管理者通過(guò)比較利潤(rùn)和價(jià)格來(lái)確定組織的效率。為了利用市場(chǎng)控制，商品或服務(wù)領(lǐng)域必須有合理的競(jìng)爭(zhēng)水平，并且必須能夠明確規(guī)定要求。（Barnat，2005）

Cons: Market control is non appropriate in controlling functional departments, unless the price for services is set through competition and its representative of the true value of provided services.

缺點(diǎn)：在控制職能部門時(shí)，市場(chǎng)控制是不合適的，除非服務(wù)價(jià)格是通過(guò)競(jìng)爭(zhēng)及其代表所提供服務(wù)的真實(shí)價(jià)值來(lái)確定的。

Personal Centralised Control

個(gè)人集中控制

This approach is usually practiced in small owner-managed organizations where decision-making and taking initiatives are centralized around a leadership figure. Centralized decisions will be made and executed. It emphasis direct supervision and personal leadership founded upon ownership, charisma, or technical expertise. It uses reward and punishment to reinforce conformity to personal authority (Mullins, 2002).

這種方法通常在小型所有者管理的組織中實(shí)施，在這些組織中，決策和采取舉措都集中在一個(gè)領(lǐng)導(dǎo)人物周圍。集中決策將被制定和執(zhí)行。它強(qiáng)調(diào)直接監(jiān)督和建立在所有權(quán)、魅力或技術(shù)專長(zhǎng)基礎(chǔ)上的個(gè)人領(lǐng)導(dǎo)力。它使用獎(jiǎng)勵(lì)和懲罰來(lái)加強(qiáng)對(duì)個(gè)人權(quán)威的遵守（Mullins，2002）。

The pros and cons deeply rely on the “super star” or leadership figure, whether this person is a good or bad influence.

正反兩面都深深地依賴于“超級(jí)明星”或領(lǐng)導(dǎo)人物，無(wú)論這個(gè)人的影響力是好是壞。

Social and Informational Prerequisites of Control (Moores, Mula, 2000)

控制的社會(huì)和信息先決條件（Moores，Mula，2000）

Type of Control

控件類型

Social Requirements

社會(huì)要求

Informational

信息性

Requirements

要求

Market

集市

Norm of reciprocity

互惠準(zhǔn)則

Prices

價(jià)格

Bureaucracy

官僚主義

Norm of reciprocity

互惠準(zhǔn)則

Rules

規(guī)則

Legitimate authority

合法權(quán)力

Clan

宗派

Norm of reciprocity

互惠準(zhǔn)則

Traditions

傳統(tǒng)

Legitimate authority

合法權(quán)力

Shared values, beliefs

共同的價(jià)值觀和信念

Are there control combinations that best fit particular types of organizations/industries?

是否存在最適合特定類型的組織/行業(yè)的控制組合？

Long, (2003) suggests that the three controls are better than one. This notion of formal and informal

Long（2003）認(rèn)為，三種控制比一種更好。這種正式和非正式的概念

controls being combined echoes the early advice of Anthony (1952), who suggested that

合并的控制呼應(yīng)了Anthony（1952年）的早期建議，他提出

“management control is most effective when the formal and informal techniques are skillfully blended.”

“當(dāng)正式技術(shù)和非正式技術(shù)巧妙地融合在一起時(shí)，管理控制是最有效的?！?/p>

Ouchi (1979) is one subsequent researcher who reiterates this call for balance. He notes that the “problem of organization design is to discover that balance of socialization and measurement which most effectively permits a particular organization to achieve cooperation among its members” (Ouchi, 1979). Ouchi (1979) developed a framework for organizational control based on market, bureaucratic, and clan controls. He contends that market relations are efficient when there is little ambiguity over performance, so the parties can tolerate relatively high levels of goal incongruence (Ouchi, 1980). Bureaucratic relations are efficient when both performance ambiguity and goal incongruence are moderately high. Ouchi (1979) introduces the concept of the clan as a means of exercising social control, where market and bureaucratic controls may not work or may be inappropriate. Table 1 outlines the informational requirements and social underpinnings necessary to operate each control type. Ouchi (1979) recognizes that pure forms of controls through markets, bureaucracies, or clans do not really exist. Organizations contain some features of each, and the control design problem requires an assessment of the social and informational characteristics of the organization or task to determine which of the forms of control ought to be emphasized.

Ouchi（1979）是隨后的一位研究者，他重申了這種平衡的呼吁。他指出，“組織設(shè)計(jì)的問(wèn)題是發(fā)現(xiàn)社會(huì)化和衡量的平衡，這最有效地允許特定組織在其成員之間實(shí)現(xiàn)合作”（Ouchi，1979）。Ouchi（1979）提出了一個(gè)基于市場(chǎng)、官僚和部落控制的組織控制框架。他認(rèn)為，當(dāng)業(yè)績(jī)幾乎沒(méi)有歧義時(shí)，市場(chǎng)關(guān)系是有效的，因此各方可以容忍相對(duì)較高水平的目標(biāo)不一致（Ouchi，1980）。當(dāng)績(jī)效模糊度和目標(biāo)不一致度都適度高時(shí)，官僚主義關(guān)系是有效的。Ouchi（1979）引入了氏族的概念，將其作為行使社會(huì)控制的一種手段，在這種情況下，市場(chǎng)和官僚控制可能不起作用，也可能不合適。表1概述了操作每種控制類型所需的信息要求和社會(huì)基礎(chǔ)。Ouchi（1979）認(rèn)識(shí)到，通過(guò)市場(chǎng)、官僚機(jī)構(gòu)或部族進(jìn)行的純粹形式的控制并不真正存在。組織包含每個(gè)組織的一些特征，控制設(shè)計(jì)問(wèn)題需要對(duì)組織或任務(wù)的社會(huì)和信息特征進(jìn)行評(píng)估，以確定應(yīng)該強(qiáng)調(diào)哪種控制形式。

Research Framework 研究框架

Budgets put Supervisors under Pressure

預(yù)算給主管帶來(lái)壓力

Different Managerial Approaches for Control

控制的不同管理方法

Bureaucratic

官僚的

Clan

宗派

Market

集市

Personal Centralised

個(gè)人集中式

Hybrid

混合的

Controls Result in Narrow Viewpoints

控制導(dǎo)致視角狹窄

Most Effective Managerial Approach of Control for Organisation

組織控制的最有效管理方法

Short-Run Factors are Overemphasized

短期因素被過(guò)分強(qiáng)調(diào)

Easily Measure Factors are Overemphasized

容易衡量的因素被過(guò)分強(qiáng)調(diào)

Some Controls Results in Politicking

一些控制導(dǎo)致政治問(wèn)題

Specific human problems caused by control from 5 potential sources.

由5個(gè)潛在來(lái)源的控制引起的具體人類問(wèn)題。

Methods and Research Design 方法和研究設(shè)計(jì)

Conduct a literature review on employees’ different types of perceptions and approaches on managing, handling and ultimately solving issues in the workplace environment.

對(duì)員工在工作環(huán)境中管理、處理和最終解決問(wèn)題的不同類型的看法和方法進(jìn)行文獻(xiàn)綜述。

Control is being exercised in workplace environment because supervisors, managers etc, will frequently expect their subordinates to exhibit some hostile or aggressive behavior when participating discussions or involved in work issues. Different types of managerial control styles are applied for things to work out on common ground. If the wrong control system is adopted, it will negatively influence the workplace behavior which will evolve into an uncooperative and non assertive environment. Employees will avoid in collaborating with the management. Employees may eventually lose their work commitments for the organisation when they lose confidence in their management’s styles and decisions in handling workplace processes.

在工作環(huán)境中進(jìn)行控制是因?yàn)橹鞴?、?jīng)理等經(jīng)常希望他們的下屬在參與討論或涉及工作問(wèn)題時(shí)表現(xiàn)出一些敵意或攻擊性行為。不同類型的管理控制風(fēng)格被應(yīng)用于共同點(diǎn)上的事情。如果采用錯(cuò)誤的控制系統(tǒng)，將對(duì)工作場(chǎng)所的行為產(chǎn)生負(fù)面影響，從而演變成一個(gè)不合作、不自信的環(huán)境。員工將避免與管理層合作。當(dāng)員工對(duì)管理層在處理工作流程時(shí)的風(fēng)格和決策失去信心時(shí)，他們最終可能會(huì)失去對(duì)組織的工作承諾。

Conduct primary research in 4 education service-oriented organisations in order to gain understanding of the employees’ viewpoint from the middle management to the senior management staffs, on how their workplace environment and policies. The service industry is chosen for this research as this is where companies are always on the front line and lots of management control need to be executed due to the direct peer competition and handling clients.

在4個(gè)教育服務(wù)型組織中進(jìn)行初步研究，以了解從中層管理人員到高級(jí)管理人員的員工觀點(diǎn)，以及他們的工作環(huán)境和政策。選擇服務(wù)業(yè)進(jìn)行這項(xiàng)研究，因?yàn)檫@是公司始終處于第一線的地方，由于直接的同行競(jìng)爭(zhēng)和處理客戶，需要執(zhí)行大量的管理控制。

In these organisations, different conflicts arise due to different control styles. As a result, there are many factors that allow employees to build up and intensify situations that lead to impairment and dysfunctional of the workplace. When action is undertaken to control the situation or process, the impact on these organisation can be seen in a negative or positive manner. This is either affecting a higher staff turnover rate in the organisation or leading to an organisation where the employees develop effective communication and solve differences in the common working ground. Problems run daily in workplace and the effectiveness of management control used are important. This will impact either positively or negatively to the standards of professional service rendered to customers.

在這些組織中，由于控制風(fēng)格的不同，會(huì)產(chǎn)生不同的沖突。因此，有許多因素會(huì)使員工建立并加劇導(dǎo)致工作場(chǎng)所受損和功能失調(diào)的情況。當(dāng)采取行動(dòng)控制情況或過(guò)程時(shí)，對(duì)這些組織的影響可以從消極或積極的角度來(lái)看。這要么會(huì)影響組織中更高的員工流動(dòng)率，要么會(huì)導(dǎo)致組織中的員工在共同的工作環(huán)境中發(fā)展有效的溝通并解決分歧。工作場(chǎng)所每天都會(huì)出現(xiàn)問(wèn)題，管理控制的有效性也很重要。這將對(duì)向客戶提供專業(yè)服務(wù)的標(biāo)準(zhǔn)產(chǎn)生積極或消極的影響。

An online open-ended questionnaire will be designed with questions which list out the various factors that lead to conflict issues and the ideal strategy to resolve conflict. The questionnaire will be distributed to the proposed sample size of employees from the different hierarchical levels across all 4 service organisation population.

將設(shè)計(jì)一份在線開(kāi)放式問(wèn)卷，其中列出了導(dǎo)致沖突問(wèn)題的各種因素以及解決沖突的理想策略。問(wèn)卷將分發(fā)給所有4個(gè)服務(wù)組織人群中不同層級(jí)員工的擬議樣本量。

An interview questionnaire was developed to find out on the types of controls the management of the company administered during different scenarios and the results obtained. I had made an attempt to contact each company’s CEO or business manager by phone to secure his or her cooperation in accepting my interview. Response rates are significantly better when verbal commitment is obtained prior to sending a interview instrument. (O’Keefe & Homer, 1987). One-to-one interviews are carried out on the middle and senior management. Questions are focused on the various control styles they applied in handling their subordinates and the processes in the work environment, the observations from each control style, the impact on the organisation, as well as how it affects the workplace environment. Each type of control handling styles will lead to a hypothesis or a proposed explanation for an observable phenomenon. For example, managers established strict ground rules for employees to abide, or when one company inculcate strong beliefs and visions, together all staff behave like a big family, and the organisation will not suffer a high staff turnover rate because of workplace control approaches.

編制了一份訪談問(wèn)卷，以了解公司管理層在不同情況下實(shí)施的控制類型及其結(jié)果。我曾試圖通過(guò)電話聯(lián)系每家公司的首席執(zhí)行官或業(yè)務(wù)經(jīng)理，以確保他或她在接受我的采訪時(shí)給予合作。當(dāng)在發(fā)送面試工具之前獲得口頭承諾時(shí)，回復(fù)率明顯更好。（奧和霍默，1987年）。對(duì)中層和高級(jí)管理人員進(jìn)行一對(duì)一訪談。問(wèn)題的重點(diǎn)是他們?cè)谔幚硐聦俸凸ぷ鳝h(huán)境中的流程時(shí)采用的各種控制風(fēng)格，每種控制風(fēng)格的觀察結(jié)果，對(duì)組織的影響，以及它如何影響工作環(huán)境。每種類型的控制處理風(fēng)格都會(huì)導(dǎo)致對(duì)可觀察現(xiàn)象的假設(shè)或擬議解釋。例如，管理者為員工制定了嚴(yán)格的基本規(guī)則，讓他們遵守，或者當(dāng)一家公司灌輸強(qiáng)烈的信念和愿景時(shí)，所有員工的行為都像一個(gè)大家庭，組織不會(huì)因?yàn)楣ぷ鲌?chǎng)所的控制方法而導(dǎo)致員工流失率高。

Schedule (Gantt chart): (Saunders et al, 2009)

時(shí)間表（甘特圖）：（Saunders等人，2009年）

Sampling 采樣

From the definition of population of the 4 education service organisation, a census is not feasible for this study. A sample from the targeted population is needed to define. Probability sampling is used as the questionnaire is adopted to generate vital information where the population group is more than 50 (Saunders et al, 2009).

從4個(gè)教育服務(wù)組織的人口定義來(lái)看，人口普查對(duì)本研究來(lái)說(shuō)是不可行的。需要從目標(biāo)人群中抽取樣本進(jìn)行定義。在人口超過(guò)50的情況下，采用概率抽樣作為問(wèn)卷來(lái)生成重要信息（Saunders等人，2009年）。

Four stages of probability sampling:

概率抽樣的四個(gè)階段：

Identify sampling frame based on research objectives.

根據(jù)研究目標(biāo)確定采樣框架。

Decide on suitable sample size.

決定合適的樣本量。

Select sampling technique and sample.

選擇采樣技術(shù)和采樣。

Ensure sample is able to represent the population.

確保樣本能夠代表總體。

(Saunders et al, 2009)

（Saunders等人，2009年）

In this study, an online questionnaire is to be disseminated to 4 local service companies. The employees are selected based on:

在這項(xiàng)研究中，將向4家當(dāng)?shù)胤?wù)公司分發(fā)一份在線問(wèn)卷。員工的選擇基于：

Middle management (Examples: Operational Managers, Human Resource Managers etc.)

中層管理人員（例如：運(yùn)營(yíng)經(jīng)理、人力資源經(jīng)理等）

Senior management (Examples: Managing Directors, Executive Directors etc.)

高級(jí)管理人員（例如：常務(wù)董事、執(zhí)行董事等）

With the considerations on the minimum sample size and estimated response rate, an actual sample size of 667 employees is decided. This figure is derived from the calculation as below (Saunders et al, 2009).

考慮到最小樣本量和估計(jì)回復(fù)率，決定了667名員工的實(shí)際樣本量。該數(shù)字來(lái)源于以下計(jì)算（Saunders等人，2009年）。

na = n x 100 / re%

= 200 x 100 / 30

= 20000 / 30

= 667

Explanation for the above formula:

對(duì)上述公式的解釋：

na = the actual sample size required.

na=所需的實(shí)際樣本量。

n = the minimum sample size.

n=最小樣本量。

re = the estimated response rate expressed as a percentage.

re=以百分比表示的估計(jì)響應(yīng)率。

200= adjusted minimum sample size.

200=調(diào)整后的最小樣本量。

This study will adopt stratified random sampling method. The population will be divided into subgroups and random samples were then drawn from these individual subgroups. For this, the sampling frame will be divided into the subgroups. The stratification variables used for the population division into the subgroups are to associate with particular characteristic (Lind et al, 2009, ). Therefore, with this division of population into series of relevant subgroups (strata), the sample will be more representative (Saunders et al, 2009).

本研究將采用分層隨機(jī)抽樣方法。將人群分為幾個(gè)亞組，然后從這些亞組中隨機(jī)抽取樣本。為此，采樣幀將被劃分為多個(gè)子組。用于將人群劃分為亞組的分層變量與特定特征相關(guān)（Lind等人，2009年）。因此，通過(guò)將人群劃分為一系列相關(guān)的亞組（地層），樣本將更具代表性（Saunders等人，2009年）。

Analysis Methods 分析方法

Open-ended online questionnaire and one-to-one interview used in this study are the few examples of qualitative data. Qualitative data provide rich descriptions and explanations (Miles & Huberman, 1994) to uncover and describe the reality of the individual operators. Such data are not standardised and complex. Therefore, the data are needed to be summarized, categorized and restructured as a narrative for a reliable interpretation. Qualitative data analysis aids to develop theory from the data collected. The analysis will be done in an inductive approach.

本研究中使用的開(kāi)放式在線問(wèn)卷和一對(duì)一訪談是少數(shù)定性數(shù)據(jù)的例子。定性數(shù)據(jù)提供了豐富的描述和解釋（Miles&Huberman，1994），以揭示和描述個(gè)體經(jīng)營(yíng)者的現(xiàn)實(shí)。這些數(shù)據(jù)并不標(biāo)準(zhǔn)化和復(fù)雜。因此，需要對(duì)數(shù)據(jù)進(jìn)行總結(jié)、分類和重組，作為可靠解釋的敘述。定性數(shù)據(jù)分析有助于從收集的數(shù)據(jù)中發(fā)展理論。分析將采用歸納法進(jìn)行。

below shows ‘The process of induction’

顯示了“誘導(dǎo)過(guò)程”

The ethnographic approach enables informants to share how their situations are structured and the motivations and interests through which the informants interpret their situations.

民族志方法使舉報(bào)人能夠分享他們的處境是如何構(gòu)建的，以及舉報(bào)人解釋他們處境的動(dòng)機(jī)和興趣。

Grounded theory analytical procedure which states the 3 coding methods is selected for the analysis of this study.

本研究選擇了三種編碼方法作為基礎(chǔ)理論分析程序進(jìn)行分析。

Opening coding

打開(kāi)編碼

Axial coding

軸向編碼

Selective coding

選擇性編碼

The aim of open coding is to develop categories from the data collected. Opening coding is a process of breaking down, examination, comparing, conceptualising and categorising data. Axial coding is the process of establishing relationships between categories as well as to the subsequent sub-categories. This approach aids in the phenomenon definition. A hypothesis test will be used to test on the relationships with the data collected. Lastly, selective coding involves core category selection among the principal categories which will relate to other categories. In this process, it will validate the relationships of the principal categories from the grounded approach to develop an explanatory theory. Microsoft Office Excel software is used in collating the results.

開(kāi)放編碼的目的是從收集的數(shù)據(jù)中開(kāi)發(fā)類別。開(kāi)放編碼是對(duì)數(shù)據(jù)進(jìn)行分解、檢查、比較、概念化和分類的過(guò)程。軸向編碼是建立類別之間以及與后續(xù)子類別之間關(guān)系的過(guò)程。這種方法有助于現(xiàn)象的定義。假設(shè)檢驗(yàn)將用于檢驗(yàn)與所收集數(shù)據(jù)的關(guān)系。最后，選擇性編碼涉及在與其他類別相關(guān)的主要類別中選擇核心類別。在這個(gè)過(guò)程中，它將從扎根的方法中驗(yàn)證主要類別的關(guān)系，以發(fā)展一個(gè)解釋理論。Microsoft Office Excel軟件用于整理結(jié)果。

Results of Analysis

分析結(jié)果

The results of the analysis may be summarized as follows.

分析的結(jié)果可以總結(jié)如下。

Managers within market control systems rely less on formal and informal organizational controls and more on performance-based contracts to ensure that the work of employees aligns with organizational goals. Managers within bureaucratic control systems apply primarily formal control mechanisms such as

市場(chǎng)控制系統(tǒng)內(nèi)的管理者較少依賴正式和非正式的組織控制，而更多地依賴基于績(jī)效的合同，以確保員工的工作與組織目標(biāo)保持一致。官僚控制系統(tǒng)內(nèi)的管理者主要應(yīng)用正式的控制機(jī)制，如

rules and regulations through task specialization and hierarchies. Managers within clan control systems direct workers using informal control mechanisms such as common values, traditions, and beliefs or religion. A manager, who only has experience in one approach, will definitely encounter difficulties as there are too many deviations within organizations. For example, if a manager only exercises bureaucratic control, may have issues “controlling” his subordinates in the long run.

通過(guò)任務(wù)專業(yè)化和等級(jí)制度制定規(guī)則和條例。氏族控制系統(tǒng)內(nèi)的管理者使用非正式的控制機(jī)制（如共同的價(jià)值觀、傳統(tǒng)和信仰或宗教）指導(dǎo)工人。只有一種方法經(jīng)驗(yàn)的經(jīng)理肯定會(huì)遇到困難，因?yàn)榻M織內(nèi)部有太多的偏差。例如，如果一個(gè)經(jīng)理只進(jìn)行官僚控制，從長(zhǎng)遠(yuǎn)來(lái)看，可能會(huì)出現(xiàn)“控制”下屬的問(wèn)題。

Exercising a combination of control systems is possible and has been known during the interviews with the education service organizations. Unfortunately, there are no actual formulas of managerial control for specific organizations or tasks. It is usually customized according to their company’s direction or employees’ attitude, abilities and/or job nature.

實(shí)施控制系統(tǒng)的組合是可能的，并且在與教育服務(wù)組織的訪談中已經(jīng)知道。不幸的是，對(duì)于具體的組織或任務(wù)，沒(méi)有實(shí)際的管理控制公式。它通常是根據(jù)公司的方向或員工的態(tài)度、能力和/或工作性質(zhì)定制的。

Conclusion 結(jié)論

The focus of this assignment is to determine which managerial approaches best implement controls within education service organisations. Results from the data collected have shown support for the general proposition of the dominance of a particular control strategy or a combination. There is also some evidence to suggest that the relative importance of market, bureaucratic, and clan controls are ranked in accordance with propositions made. Existing control systems and new control systems should be assessed to ensure that they have the right qualities. They also need to consider how the control systems could be misused, manipulated or be negatively viewed. A manager can be much more effective if he or she is able to select a management approach that is most appropriate to the desired need or goal. This adaptability may prove very useful in the changing government management environment. There is no good reason why managers must follow the latest school of management thought. On the other hand, just because an idea is new does not mean that it should be dismissed. There are reasons why one particular approach is better than another depending on the strategic goal or need.

本文的重點(diǎn)是確定哪些管理方法最能在教育服務(wù)組織內(nèi)實(shí)施控制。所收集數(shù)據(jù)的結(jié)果表明，支持特定控制策略或組合的主導(dǎo)地位這一一般命題。也有一些證據(jù)表明，市場(chǎng)、官僚和部族控制的相對(duì)重要性是根據(jù)所提出的主張來(lái)排序的。應(yīng)評(píng)估現(xiàn)有的控制系統(tǒng)和新的控制系統(tǒng)，以確保它們具有正確的質(zhì)量。他們還需要考慮如何濫用、操縱或負(fù)面看待控制系統(tǒng)。如果管理者能夠選擇最適合所需需求或目標(biāo)的管理方法，那么他或她會(huì)更加有效。這種適應(yīng)性可能在不斷變化的政府管理環(huán)境中非常有用。管理者必須遵循最新學(xué)派的管理思想，這是沒(méi)有充分理由的。另一方面，僅僅因?yàn)橐粋€(gè)想法是新的并不意味著它應(yīng)該被駁回。根據(jù)戰(zhàn)略目標(biāo)或需求，一種特定方法優(yōu)于另一種方法是有原因的。

I have come across some interesting information such as the Balanced Scorecard while searching for research materials and reference. Unfortunately, I do not have the enough time to further explore and to research on it. It appears to be a very appropriate technique for meeting the urgent management needs of many Government agencies, such as their need to comply with the requirements. This concept was developed by Kaplan and Norton (1992) at Harvard Business School. It is a framework that translates an organisation’s strategy into a coherent set of initiatives and performance measures.

我在搜索研究材料和參考資料時(shí)遇到了一些有趣的信息，比如平衡記分卡。不幸的是，我沒(méi)有足夠的時(shí)間來(lái)進(jìn)一步探索和研究它。這似乎是一種非常適合滿足許多政府機(jī)構(gòu)的緊急管理需求的技術(shù)，例如它們需要遵守要求。這個(gè)概念是由哈佛商學(xué)院的Kaplan和Norton（1992）提出的。這是一個(gè)將組織戰(zhàn)略轉(zhuǎn)化為一套連貫的舉措和績(jī)效衡量標(biāo)準(zhǔn)的框架。

Adapted from The Balanced Scorecardby Kaplan &Norton

改編自Kaplan&Norton的平衡記分卡

A Balanced Scorecard Example

平衡記分卡示例

However, this need should not blind managers to other, perhaps even more pressing goals of their organization that may require a different approach.

然而，這種需求不應(yīng)使管理者忽視組織中其他可能更緊迫的目標(biāo)，這些目標(biāo)可能需要不同的方法。

Limitations of Study 研究的局限性

Time is a deciding factor. As this study involves in a lot of human relationships, work relationships, certain research need time to generate better concrete results. A major limitation of this analysis is the reliability and validity of the operational measures used for the control constructs. Some individual measures did not produce results that are consistent with my propositions. Additionally, I did not manage to confirm that the groups of measures that used coalesce as factors that represent composite dimensions of the four forms of control. Reliance was placed on face validity; further validity tests are necessary to test the construct and content validity of the measures.

時(shí)間是一個(gè)決定性因素。由于這項(xiàng)研究涉及許多人際關(guān)系、工作關(guān)系，某些研究需要時(shí)間才能產(chǎn)生更好的具體結(jié)果。該分析的一個(gè)主要局限性是用于控制結(jié)構(gòu)的操作措施的可靠性和有效性。有些個(gè)別措施沒(méi)有產(chǎn)生與我的主張相一致的結(jié)果。此外，我沒(méi)有設(shè)法證實(shí)，使用聯(lián)合作為代表四種控制形式的綜合維度的因素的措施組。依賴于表面有效性；需要進(jìn)一步的有效性檢驗(yàn)來(lái)檢驗(yàn)測(cè)量的結(jié)構(gòu)和內(nèi)容的有效性。

Directions for Future Research 未來(lái)研究方向

Future research on managers’ attempts to balance control in organizations will revolve around three general issues. First, researchers should examine the composition of various combinations of trust-building and task control activities. Second, researchers need to develop a much clearer understanding of what leads managers to promote various forms of control approach both jointly and independently. Third, researchers need to focus more effort on understanding the relationships between various types of task controls activities. Future research should begin by examining how managers conceptualize task controls.

未來(lái)關(guān)于管理者試圖平衡組織控制的研究將圍繞三個(gè)一般問(wèn)題展開(kāi)。首先，研究人員應(yīng)該檢查建立信任和任務(wù)控制活動(dòng)的各種組合的組成。其次，研究人員需要更清楚地了解是什么導(dǎo)致管理者共同和獨(dú)立地推廣各種形式的控制方法。第三，研究人員需要把更多的精力放在理解各種類型的任務(wù)控制活動(dòng)之間的關(guān)系上。未來(lái)的研究應(yīng)該從研究管理者如何將任務(wù)控制概念化開(kāi)始。

Future investigations are needed on how managers use combinations of these activities to accomplish various types of goals and respond to a range of contextual factors. To date, our analysis leaves unanswered the question asked earlier: Are there control combinations that best fit particular types of transitions? Answering this question requires further research on the combinations of management controls that other businesses or industries adopt to achieve successful transitions. Researchers would require to follow up on the research and testing of the balance scorecard for organizations over a period of time to justify its validity.

未來(lái)需要研究管理者如何利用這些活動(dòng)的組合來(lái)實(shí)現(xiàn)各種類型的目標(biāo)，并對(duì)一系列背景因素做出反應(yīng)。到目前為止，我們的分析沒(méi)有回答之前提出的問(wèn)題：是否有最適合特定類型轉(zhuǎn)換的控制組合？要回答這個(gè)問(wèn)題，就需要進(jìn)一步研究其他企業(yè)或行業(yè)為實(shí)現(xiàn)成功轉(zhuǎn)型而采用的管理控制組合。研究人員將要求在一段時(shí)間內(nèi)跟進(jìn)組織平衡記分卡的研究和測(cè)試，以證明其有效性。

Through this study, I will broaden my understanding regarding the independent roles of control in the workplace as well as the effects produced when they combined and integrated by managers.

通過(guò)這項(xiàng)研究，我將拓寬我對(duì)控制在工作場(chǎng)所的獨(dú)立作用以及管理者將其結(jié)合和整合所產(chǎn)生的影響的理解。

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