But in management, control management is an important part and is positive regarding the overall development of the organization. As early as in 1949, management theoreticians had defined control and planning “as the beginning and end…
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From a future-oriented perspective, control can be seen as the “exercise of influence over the actions and decisions of others” (Camillus, 1986:9). The remedial perspective has of late been set aside as old-fashioned. The future oriented perspective has more relevance today.
Early research (Antony, Dearden and Vancil, 1972:2) had concluded that every control system essentially has four elements, namely, a detector or sensor, an assessor, an effector and a communications network. These respectively are linked to measuring problems, determining the importance, altering behavior and transmitting information to all those who are concerned (Antony, Dearden and Vancil, 1972:2). Management control was defined by Antony, Dearden and Vancil (1972:6) as “the process by which managers influence other members of the organization to implement the organization’s strategies” (Antony, Dearden and Vancil, 1972:2). This is only a primary level definition when compared to the advanced thoughts involved in the current management studies. A recent management theory book (Macintosh and Quattrone, 2010:3) has drawn attention to the phenomenon that half of the world thinks control is undesirable and against freedom and the rest believe that the world is in chaos and needs to be more in control. As management theoreticians went on having a deeper understanding of this concept, a consensus was evolved where bureaucratic control is replaced by intelligent control (Leitch, 2008:8).
Today control management systems are designed so as to “give each person the benefits of effective and helpful supervision while information about control performance is moved efficiently upwards and used” (Leitch, 2008:101). Control management now involves setting the standards for effective performance, evaluation of performance according to those standards and altering behavior to better the performance if any lacuna is found. If the standards are not being met, there have
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Literature Review 08 4. Research Methodology 09 4.1. Specific Research Questions 11 4.2. Qualitative vs. Quantitative Research Design 12 4.3. Information Collection 13 4.4. Qualitative Research Tool 14 5. Data Analysis 17 6. Recommendations 19 7. Conclusion 22 8.
The Company’s system is known to be hierarchical and inflexible. In addition, the company is obsessed with status differentiation which is clearly portrayed in the company’s staff uniform. British Airways is also known to be rules-oriented and this contributes greatly to the problems faced by the airline.
Established in 1971, British Airways has become one of the leading organizations within Britain to offer airline services across the region. British Airways has put in place a proper framework for identifying, assessing and managing the risk at the organization wide level.
Since its formation in the year 1974, the company has experienced huge expansion in the aviation industry and has become an admired flying enterprise internationally (British Airways, n.d.). The company had commenced a series of renovations since it had privatised and registered in the London Stock Exchange.
This enables them to lay down their strategies with the employees in mind. In the current organizational climate, every organization treasures the contribution of its employees in the achievement of its goals and objectives. As such, they take their employees through training and device ways of motivating them to achieve their goals and objectives.
Usually, the main purpose of why an organization exists is to make profit for the shareholders. However, this is not all, organizations are obliged to take care of the people that sustain it in different aspects ion order to have a corporate social responsibility.
The company's primary goal of maximizing shareholder wealth is unattained evidenced by its decreasing return on common equity ratio. British Airway's resources are largely financed by riskier financing debt. The company enjoys higher liquidity enhancing the ability of the air carrier to pay off its immediate obligation by its current assets.
dditionally, British Airways maintains a cargo carrying business which provides considerable revenue to the company’s portfolio and profit expectations. Currently, the global economic slowdown is greatly impacting the firm’s ability to remain competitive due to the fact that