Control Mechanisms Paper - Essay Example

Positive and Negative Feedbacks of Control Mechanisms Positive reactions of control mechanism placed in an organization are mainly set to increase its output and productivity. Through them, management can enhance the output of their workforce. This requires top management to raise the levels that already exist in the organization and set new levels. Levels in this case mean that professional standards that formerly existed should be adjusted from the normal ranges. To achieve new standards, a series of events take place (Conway, Andrew 67).

These events will build up and in turn, increase the effect of all the parties involved in the production. Positive reactions accelerate the productivity of organizations. Positive reactions comprise of an increase in motivation among a company’s workforce, an addition in innovation and invention among employees, instill beliefs and values that build the company and an increase in output among others. (Conway, Andrew 42)On the hand, negative reactions are meant to decrease the output of an organization (Scott, John, 1971).

The reduction is usually a previous level of productivity that might have been offset and increased to add the productivity of a company. The reduction in output decisions arise when a company’s productivity goes out of hand and becomes difficult to manage. Negative interpretation of a control mechanism by employees may be perceived as lack of independence. Negative control mechanisms that isolate some employees from others may demotivate the employees neglected by the mechanism. For example, a mechanism that separates subordinate staff from the senior staff may demoralize the subordinates and result to low productivity (Scott 21).

Negative reactions are contrary to the positive ones as they decrease productivity of a company. Along with a decrease in productivity is a fall in motivation among employees and decrease levels of innovation. Set objectives of a company may also have to be reduced. Works citedConway, Andrew R. A, Christopher Jarrold, Michael J. Kane, Akira Miyake, and John N. Towse. Variation in Working Memory. Oxford: Oxford University Press, USA, 2007. Internet resource.Scott, John P, Sarah F. Scott, and Gilbert Abcarian.

 Social Control and Social Change. Chicago: University of Chicago Press, 1971. Print.