Control Management in Overcoming Negative Reactions at British Airways - Research Proposal Example

Table of Contents і Introduction 2 2. Research Content: Background 2 3. Research Problem 3 4. Aim of the Study 4 5. Research Objectives 5 6. Research Questions 5 7. Significant of the Study 5 8. Literature Review 7 9. Research Design and Methodology 10 10. Sampling Techniques 11 11. Data collection Approach 12 12. Data Analysis 15 13. Reliability 16 14. Validity 16 15. Ethical Issues 16 16. Definition of Terms 17 17. Assumptions 18 18. Scope and Limitations 19 19. Procedure 19 20. Long Range Consequences 20 21. Bibliography 20 1. Introduction Control management is bound to get negative reactions, as people today do not want to be controlled and checked upon in any way. Control management is an important part of management; it is a process that monitors the performance and takes appropriate actions to reach to the desired results. In earlier times, control management was restricted to making sure that errors were detected; today control management involves setting the standards and evaluation of performance according to those standards. If those standards are not being met, corrective actions need to be taken. In a business perspective, it is equally important to keep a check on the quality of work being produced by individuals in the organization. The word control, by itself, raises questions and thoughts in the minds of people who like their independence. However, they forget to realize that the control function is there to evaluate them to provide feedback, regarding whether the goals of the organization have been met or not. Progressive organizations benchmark standards and want their employees to match up to the standards. This proves the importance of control management in a business perspective (Dale, 1969:475). 2. Background This research proposal strives to outline the importance of overcoming the negative connotations related to control management, because control management is highly important in the steady management of organizations. Without control, no organization may exist. An organization, in easy terms, can be formed by two or more people working together towards a common interest or to reach a goal. Whether the culture is changing/progressive or bureaucratic, there will be goal present. The means that after identifying the goal, there needs to be some planning regarding the way to reach the goal, organizing of resources so that the goal is achieved efficiently, benchmarking standards and measuring performance so that the goal is reached on time. The people working in an organization might change their strategy to reach that goal; communication of reaching that goal is mandatory so that all the people in the organization are on the same page. This is the coordinating aspect of management, which is also known as control. Therefore, it is highly important that such actions take place in the organization at the right time, to ensure success of the organization. 3. Research Problem The problem that is rising in the business environment today is the development of a bad reputation and thinking when it comes to controlling. Organizations believe today that the employees of the organization are active members of those enterprises and any sort of control on them is bound to produce a negative impact on the performance of those individuals. There is a growing concern regarding the changing styles of management; just like nature of organizations is going through a shift. In the same manner, change should also take place in the nature of management control on its employees and other functions. The problems lies with the phrase, it bounds to give a feeling of domination, coerciveness and generate negative emotions. However, control management is important for co-ordination between different departments and to reach to the goals of the organization, by matching the standards with the performance of individuals; hence, it serves as an important function of management. Control management becomes important in organizations where there is low tolerance for ambiguity and who are more authoritative in nature. Such organizations are usually manufacturers who have to make sure that a certain quality of product or services is maintained in order to maintain customer loyalty and brand recognition. Therefore, to exercise control in organizations who are towards creativity and do not follow certain standards, it is more difficult to tackle the employees and control them, as they are against control or any aspect of control. To narrow the horizon of the research, I would choose the event management sector where there is so much going at one point in time and it is important for the management to take care of all the things happening simultaneously. Therefore, the problem synthesized in a statement would be, : “An investigation into the impact of control management practices on employee performance at British Airways”. The report will be judging the importance of perception of individuals regarding control management, how it affects performance and how important it is to overcome these problems. 4. Aim of the Study The aim of this study is to understand the extent of the problem and analyze the problem’s importance in the ever-changing business environment today. Control management is an important function of management, and if employees fail to understand its importance and continue to see it as a threat to their position in the organization, there are bound to be negative consequences in terms of efficiency and performance. The reasons for the negative reactions towards control management would be outlined so that further steps can be taken to overcome this problem in the management system. Outlining the problems will only help us to find out the solution of the problem, that is the negative attitude. 5. Research Objectives There are a number of objectives that this research would fulfill. To determine the factors affecting control management practices at British Air ways To determine the impact of control management on employee performance To provide recommendations to improve employee performance to British Airways 6. Research Questions Some of the research questions may be refined further to increase objectivity when the final questionnaire is developed. These questions would be directed towards the employees of British Airways which will be selected for the survey. Which are the factors affecting control management practices at British Airways What is the impact of control management on employee performance at British Airways? Which are the control management methods which could improve employee performance at British Airways? 7. Significance The purpose of this study will be to outline the major reasons why there are negative reactions towards control management and how important it is for British Airways management to remove these feelings from their employees’ mindsets. This has immense importance in the business arena as the perception of an employee towards their work life and environment is highly important. It reflects in their performance and efficiency. For organizations and management, understanding the basic reasons for these negative reactions and the kinds of reactions would help them in devising such a plan that overcomes these problems. If organizations are unable to realize the negative reactions to their control functions, it would greatly hamper the performance of their employees, might end up increasing the employee turnover rate due to low satisfaction. Keeping in mind this problem, some organizations have started giving the name of coordination to controlling so that these negative connotations can be removed, that are associated with the word. Nevertheless, the importance of control management is immense to the organization and steps are needed to be taken to ensure that the misconceptions of employees are removed so that the goals of the organizations can be met. The progressive organizations of today want to empower employees rather than controlling them. Therefore, there is high importance of understanding the importance of gauging the negative reactions to control management. Not conducting such a research would greatly hamper the performance of organizations that are not focusing on the importance of answering their employee’s fears and concerns relating to organizational control (Allen, 2002). One should not forget the importance of employees in an organization. In today’s world, employees provide organizations with the competitive edge that they need to excel in the market. Employees are the edge that organizations have today as all other factor resources are such that they can be replicated by others; only man power has something intangible with them that they cannot replicate. Therefore, from the business perspective it is very important for organizations to retain human resource so that they may add value to the organizational practices and business. 8. Literature Review Controlling is one of the management functions among the POLC approach of management that is, planning, leading, organizing and controlling (Lewis et. al, 2006: 6). Since controlling comes as the last link of this sequential management chain, a whole lot of responsibility also falls down on effective control management, so as to ensure the success of the project undertaken or the task to be done (Camillus, 1986: 6). Control management comprises of three steps: setting the standards on which employees perform, then measuring the performance of employees or tasks against the standards set, and then taking corrective action if the standards have not been met (Koontz and Weihrich, 2006: 383). The most important aspect of any strategy making or any planning is to ensure that its implementation takes place (Baxter, 1995: 119). And this is achieved through the first three stages of management (Koontz and Weihrich, 2006: 383). But the last stage helps management in finding out what errors are resulting in the way that planning was done, resources were organized or leadership was given (Miller, 2009: 127). And then control management also encompasses corrective actions against any sort of problems that are arising (Miller, 2009: 127). This helps the management see for itself where it lacks, or what its strengths are. It has also been stated that “without control, managers have no way of telling that progress is or is not satisfying the plan” (Hassab, 1997: 61). Such a periodic SWOT analysis, undertaken during control management, is imperative for the success of any organization, since it enables them to keep track of the changes taking place in the external and the internal environment, and to achieve and sustain a competitive edge over their competitors (Camillus, 1986: 15). Nowadays, the changes are so rapid, that control management has to be of a proactive nature (Merchant and Van der stede, 2007: 219). That is, before the errors take place, they have to be avoided from occurring in the first instance (Merchant and Van der stede, 2007: 219). This has given more command into the hands of the organization, in not getting swayed away by sudden changes that take place in an unforeseen and unpredictable corporate environment (Flynn, 1992: 173). Lewis et.al (2006: 409) have delineated the components of control management as “a) sets standards of performance, b) measure actual performance, c) compare performance with standards and d) respond to deviations.” They (Lewis et.al., 2006: 409) have also listed the factors that affect these components as variety, anticipation, sensitivity, feedback reporting, strategy, completion, objective and subjective measures, timeliness, acceptability, cost, reliability, process importance, feedforward focus, concurrent focus, feedback focus and multiple focus. Control management has also two major aspects, namely, organizational and operational control management (Stahl and Grigsby, 1997: 276; Lewis et.al., 2006: 405). Organizational control is the “systematic process through which managers regulate organizational activities to make them consistent with the expectations established in plans and to help them achieve all predetermined standards of performance” (Lewis.et.al., pp.405). Operational control “accepts the objectives and attempts to control operations in accord with the plan” (Stahl and Grigsby, 1997: 405). Control management needs to be effectively administered in the organization in such a way that it doesn’t hamper the morale of the organization (Child, 1984: 78). Controlling helps in maintaining compliance with some of the essential organization rules and policies (Alonso, Dadam and Rosemann, 2007: 149). Therefore, in order to keep the organization in control and working towards a common goal, controlling is highly important (Drucker, 1999: 336). Call it coordinating or controlling, it will serve the same purpose and will help the organization to achieve long- term success. (Allen, 2002: 128). Employee performance is a key factor in organizational performance. Kirkpatrick (2006, :37) has defined the meaning of employee performance as “ the conditions that will exist when the job segment is well done” and also as “ the conditions that will exist when the job segment is done in an acceptable manner.” The characteristics of employee performance necessitates that the standards set must be “based on the job and not the person(s) in the job…achievable…understood…agreed on….specific and as measurable as possible…time oriented….written….(and)… subject to change” (Kirkpatrick, 2006: 40). Flamholtz, (1996:15) has described an effective basic model for any control system in an organization which includes, three major parts- “a core control system, organizational structure and organizational culture”. Particularly, “working with culture and using culture as a management control tactic or technique are typically seen as an alternative to bureaucracy” according to Alvesson and Sveningsson (2007: 116). Strategic planning, implementation and control has also been the triad that is seen as the basic set of strategies for success by management experts in general (Kreitner, 2008: 181). The management science has even evolved to precisely calculate the optimal control levels for a particular organizational system (Sethi and Thompson, 2000:1-10). In this context, it has become very relevant to determine the impact of control management in an organization, its performance level inadequacies and ways to correct them. 9. Methodology Methodology is defined as “the philosophical stance or world view that underlies or informs a style of research” (Jupp, 2006: 175). Methodology, as a concept, comprises of the research tools and methods used in collecting and analysing data (Haralambos and Holborn, 2000: 965). The absence of a methodology will put the research in a vulnerable position in which lot of guess work and subjective inferences can be alleged of. This study envisages conducting an exploratory research by which a preliminary verification can be done regarding whether there is a negative attitude towards control management among employees of British Airways in general and whether this relates to the particular term, ‘control management’ being used. The exploratory research will also try to find out whether there is a direct connection between employee performance and negative attitude of employees towards control management. In order to meet the stated aims of this study, a quantitative approach will be used. I will use inferential statistics obtained from a survey to arrive at the conclusions of my study. 10. Sampling technique Keeping in with a quantitative approach, a questionnaire will be prepared using which; three different stratified purposive samples from the target population (British Airways employees) will be surveyed and results analyzed. The first sample will be taken from the employees of British Airways who have steadily shown very high performance in their job. The second sample will be from the moderately performing employee- group and the third from the lowest performing employee group. The personnel records of the British Airways management will be the basis of selecting these three sample groups. Each sample group will be of the size of 25 each as this will be a manageable sample size within the scope of this research and also capable of giving representation to employees from different pay levels. This sampling method will ensure that all categories that can be found among employees in relation to job performance are given representation and the connection between these categories and their attitude to control management can be directly verified. This kind of sampling can also throw light into the relation between the position in the job hierarchy and attitude towards control management. One limitation of this sampling method is that out of the thousands of employees in British Airways, only 75 persons will be responding to this study and this will limit the scope for generalization. But all the same, this study can be an indicator towards the general attitude among employees towards control management in the organization and a path finder for further in-depth studies. 11. Data collection approach  Data is defined as “observations about the social world” (Jupp, 2006: 57). Data will be collected using a survey questionnaire comprising of ten questions. This questionnaire will be imparted to all the three sample groups and results compared. Questionnaire for the stratified purposive sample survey 1. Having control management in my organization improves employee performance A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 2) Control management in my organization is effective. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 3) I have felt control management affect my morale. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 4) I have felt control management affect my performance A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 5) Co-ordination is a better term that can replace the term, control management. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 6) I would like to work in an organization where there is no control management at all. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 7) An organization without control management is viable. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 8) I think control management is antagonistic to employee freedom. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 9) I would like to be less control-managed when I am promoted to a higher post. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 10) I think employees at lower levels of the job hierarchy should be more control-managed. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 11) I think the concept of control management is in need of a basic concept change. A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 12) Sensitivity to employees’ feelings is a factor that affects control management A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 13) Proper feedback is a factor that affects control management A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 14) Acceptance of the different methods of control management by the employees is a factor that affects control management A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree 15) Improving control management can improve employee performance A) Strongly disagree B) Disagree C) Neither agree nor disagree D) Agree E) Strongly agree The survey questionnaire will be sent to the members of each sample via e-mail after gaining an assurance from them over phone that they will reply to the mail promptly and within a fixed timeframe. This will ensure that the survey gets a serious response from each respondent and also the respondents will find these e-mails easier to reply, taking their time, and at their convenience. Also, by giving prior information to the respondents via phone, they will get time to think about the topic and answer accurately. To limit bias in responses, the respondents will be reassured that their identity will be kept undisclosed at all costs and at the same time, their answers after processing and compiling, will be sent to the British Airways management as practical suggestions. In this way, they will be made aware that their honest answers could make a positive difference in their own work atmosphere. The data collected through this method will come under the categories of ratio, ordinal and categorical. By comparing and processing these further, ratio data will be the prominent outcome of this research. 12. Data analysis  Social research makes it necessary that the collected data is analysed to arrive at an understanding of the problem being studied and to derive conclusions. Data analysis include: first checking and validating, for example examining numeric data values, and checking that the risk of identifying individuals is minimal. Second, metadata (data about data) are produced with the aim of producing high quality finding aids and providing good user documentation (Jupp, 2006: 60). In this particular study, the analysis process will start only after the data collection process. The information gathered from the respondents will be analysed and compiled once the surveys have been concluded. Consultations with the research supervisor will help to remove any personal biases that have been absorbed inside the process of research. 13. Reliability  A simple definition for reliability is “the extent to which the measuring instrument gives consistent results” (Jupp, 2006: 262). In other words, reliability can be about “whether the results can be replicated” (Jupp, 2006: 238). With a limited number of sample size, replicability is usually very low but the stratified sampling method can compensate this problem to some extent. 14. Validity The concept of validity “refers to whether the conclusions drawn from a study are accurate and correct” (Jupp, 2006: 238).There is always the risk of deviating from truth in any research as the respondents are human beings prone to many errors. Strategies which are significant to assuring validity to be adopted in this particular study include, briefing the respondent over telephone before the actual survey, making them aware of the importance and practical consequences of this research, obtaining informed consent and putting the respondents at ease through a candid and friendly approach. These are all important contributory factors to foster confidence in the respondents to speak freely, honestly and openly. These issues in turn, improve the validity of the findings. 15. Ethical issues  An important ethical aspect that needs to be addressed in any study is the issue of gaining “informed consent of the respondents which respects the right of people” to deny to respond (Jupp, 2006: 97). Also the respondents should be reassured that their responses will be used for the research purpose alone. They will also be told that whatever information they disclose will be kept a strict secret and their names will not be disclosed to any third person. They will also be briefed about the relevance of this study in improving their lot. There is a universally approved code of ethics in social research which has made it mandatory that there should be autonomy and justice in social research (Alston and Bowles, 2003: 21). Autonomy is defined as giving respect to people being researched and this include informed consent, confidentiality and privacy, non-maleficence (not doing any harm to the subjects of the research), and beneficience (providing some benefit to those being researched) ((Alston and Bowles, 2003: 21). Justice can be understood as ensuring a positive answer to the questions, is the research consistent with the values of social justice, and did the research have a social justice and emancipatory purpose (Alston and Bowles, 2003: 21). Also it becomes necessary to address the questions, what aspects of social justice are addressed and not addressed and what was the level of involvement of people who use services and carers as well (Alston and Bowles, 2003: 21). Also, another major aspect of ethics in social research involves positive contribution to knowledge which is achieved by ensuring professional standards, using appropriate research design, methodology, methods and analysis, reporting results honestly, not falsifying results and being open about difficulties (Becker and Bryman, 1985). 16. Definition of Terms Control management: It is a part of management that benchmarks the performance standards and checks and controls the performance of individuals. It is a process that monitors performance and takes appropriate actions to ensure that desired actions take place. It makes sure that the rights things happen in the right way at the right time (Chapman, 2005). Quantitative Research: Quantitative research is a branch of statistics that refers to the use of mathematical models, theories or hypotheses related to a certain phenomena and then testing those phenomena for success of failure. Quantitative research serves as an essential link between the empirical observation and mathematical representation of the relationships (Jupp, 2006: 90). 22. Assumptions Since the research will be conducted in an uncontrolled environment, there will be noise present in the results of the research. The performance lag may be present in the employees due to reasons other than their negative reactions towards control management. Therefore, it will be assumed that the responses that are being gauged will be from people who are otherwise satisfied with their work environment. Managerial and non-managerial positions will be surveyed in order to increase the scope of the research. The world view that is assumed in my study is that strict control management and the use of word control in management brings negative connotations to the minds of people and affects their performance because they think they are being controlled and monitored and their freedom is at a threat. 23. Scope and Limitations There are a number of limitations in the research method. Since the basic tool used for the collection of data will be that of the surveys, the responses will be the only way to gauge the results of the hypotheses. Any wrong answers presented by the audience who is being questioned, or any biasness on their part is bound to introduce the error in the results. Also, since affective variables are being researched, many of the people would not be able to translate their opinion into one of the options presented as answers, decreasing the validity. There might be an error of non-response present too (Jupp, 2006, : 276). The scope of this research is huge, this is a great problem encompassing organizations and hampering the efficiency of employees all around the world. Therefore, in order to increase the effectiveness of control management and its image in front of employees, the management needs to realize its importance and then take appropriate steps to answers those issues of employees. 24. Procedure Managerial and non-managerial positions will be chosen randomly from 50 organizations working in different fields to increase objectivity. A total of 800 employees will be randomly selected, equally from managerial and non-managerial positions. The survey would be developed using closed ended questions to increase the objectivity and so that the answers can be quantified and further used for analysis through various statistical tools. An expected time of one month should be expected to complete the survey, then compilation of results and analysis should take another week. For analysis, the software SPSS will be used. The data will be input and various variables will then be gauged, a detailed analysis of the result would be presented. 25. Long Range Consequences Long term consequences of this study are huge; there are a small number of organizations which are facing this problem and hence have changed their methods of control that is effecting their management. Control management is an important part of management and negative connotations are needed to be removed for the betterment of organizations as well their employees. With the help of this research, one hopes that organizations would use effective communication policies to remove the reservations of their employees and to increase control in such a way that it works for the betterment of the organization. 26. Bibliography Allen, David (2002) Getting things done: The art of stress- free productivity-Volume 2001, Part 2, London: Penguin. Alonso, G., Dadam P. and Rosemann, M. (2007) Business process management: 5th international conference, BPM 2007, Brisbane, Australia, September 24-28, 2007 : proceedings, New York: Springer. Alston, Margaret and Bowles, Wendy (2003) Research for social workers: an introduction to methods, London:Routledge. Alvesson M. and Sveningsson, S. (2007) Changing organizational culture: cultural change work in progress, London: Routledge. Baxter, M., (1995( Product design: A practical guide to systematic methods of new product development, NW: CRC Press. Becker, Saul and Bryman, Alan (1985) Understanding research for social policy and practice: themes, methods and approaches, Bristol: The Policy Press. Boddy, D. (2008) Management: An introduction, Canada: FT Prentice Hall Bryman, A., Bell, A. (2007) Business Research Methods, Oxford: Oxford University Press. Camillus, J. (1986) Strategic Planning and Management Control, Lanham MD: Lexington Books. Chapman, C. (2005) Controlling strategy: Management, Accounting and Performance Measurement, Oxford: Oxford University Press. Child, J. (1984) Organisation: A guide to problems and practice, Delhi: SAGE. Creswell, J. (2009) Research Design: qualitative, quantitative, and mixed methods approaches, Delhi: SAGE Publications. Dale, E. (1969) Management: Theory and Practice. Rex Bookstore Drucker, P.F. (1999) Management: Tasks, responsibilities, practices, Oxford: Gulf Professional Publishing. Flamholtz, E. (1996) Effective management control: Theory and practice, New York: Springer. Flynn, Rob, (1992) Structures of control in health management: Volume 1991, London: Routledge. Haralambos, Michael and Holborn, Martin (2008) Sociology: themes and perspectives, Glasgow: Collins Educational. Hassab, J.C. (1997) Systems management: people, computers, machines, materials, NW: CRC Press. Jupp, Victor (2006) The sage dictionary of social research methods, New Delhi: Pine Forge Press. Kirkpatrick, D.L. (2006) Improving employee performance through appraisal and coaching, Canada: AMACOM Div American Mgmt Assn. Koontz, H. and Weihrich, H., (2006) Essentials of Management, Noida: Tata Mc-Graw Hill. Kreitner, R. (2008) Management, Florence: Cengage Learning. Lewis et.al., (2006), Management: Challenges for tomorrow’s leaders, Florence: Cengage Learning. Merchant, K.A. and Van der Stede, W.A. (2007) Management control systems: Performance measurement, evaluation and incentives, Canada: Financial Times/Prentice Hall. Miller, W, (2009) ProActive sales management: How to lead, motivate and stay ahead of the game, Canada: AMACOM Div American Mgmt Assn. Paton, R., McCalman, J. (2008) Change Management: The guide to effective Implementation. SAGE Publications. Sethi, S.P. and Thompson, G.L. (2000) Optimal control theory: applications to management science and economics, New York: Springer. Stahl M.J. and Grigsby, D.W. (1997) Strategic management: total quality and global competition, Wiley-Blackwell. Ethical Form Revised 2.4 Questions to be answered in the research Which are the factors affecting control management practices at British Airways What is the impact of control management on employee performance at British Airways? Which are the control management methods which could improve employee performance at British Airways? 2.5 Research Approach/Methods (How you will go about answering the critical questions and indicate in step-by-step point form) First I will conduct a quantitative survey among a stratified sample of British Air Ways emloyees working at different levels of the organizational hierarchy. I will use inferential statistics obtained from the survey using a 5-point likert scale to assess what percentage of the sample take a positive outlook towards control management and what percentage has a negative outlook. Also it will be assessed what percentage of the sample remain neutral regarding this subject and what percentage is only mildly opinionated. This compilation of data will help me to arrive at conclusions in answering all the research questions Based on these conclusions derived from solid data, I will make my recommendations regarding control management in British Air Ways so as to improve the performance of the organization as well as employee satisfaction. About 3.4, you can say yes to all the questions. Regarding informed consent form, you can use the form given below and attach it to your ethical form. Implied Informed Consent Form for Social Science Research   Title of Project: ------   Principal Investigator: -------------   Other Investigator(s): -------------------     1. Purpose of the Study: You are invited to participate in a research survey investigating Importance of overcoming negative reactions to control management on employee performance at British Air ways management’. The purpose of this research is to gain a deeper understanding the importance of overcoming negative reactions to control management on employee performance at British Air ways management   2. Procedures to be followed: You will be asked to fill out a series of survey questions. You may choose to provide your email address at the end of the survey for follow-up questions. Project notes, including logged activities and email follow-up, recorded by investigators during investigation will be stored in a locked cabinet with access only to project members.   3. Duration/Time: The survey will take approximately 20 minutes to complete.   4. Risks/Discomforts: There are no risks to you.   5. Benefits: The survey will encourage you to reflect on your own attitude towards control management and also through the recommendations of this study will aim at Improving your working atmospheree and the growth of your organisation.   6. Statement of Confidentiality: Your participation in this research is confidential. No personally identifiable information can or will be reported or published because your name is in no way linked to your responses. The following may review records related to this research: -------------------------------------(researchers name, your instructors name)   7. Internet Confidentiality: Your confidentiality will be safe to the degree permitted by the technology used. Specifically, no guarantees can be made regarding the interception of data sent via the Internet by any third parties.   8. Right to Ask Questions: If you have questions, concerns, or complaints about the research, please call the Principal Investigator, -------- at telephone number: ----------. You may also call this number if you feel you have been harmed by your participation. If you have questions about your rights as a research participant, please call the Office for Research Protections at ------------.     9. Voluntary Participation: Your decision to be in this research is voluntary. You can stop at any time. You do not have to answer any questions you do not want to answer. Refusal to take part in or withdrawing from this study will involve no penalty or loss of benefits you would receive otherwise.   You must be 18 years of age or older to take part in this research study.   Completion and submission of the survey is considered consent to participate in this research. I agree. Name Signature. Read More