Here are some of the contributions that have been made to control systems in the organizational world. According to Gerry Johnson and Kevan Scholes (1997, p. 264.): ". Managers often have a very limited view of what constitutes managerial control of a strategic context."
Both consider the control systems into two broad categories:
1. Information systems and measurement: financial systems, indicators, etc.
2. Systems that regulate the behavior of individuals.
Other authors set times by which you must pass through any control system. For Harold Koontz and Heinz Weihroh (1994, p. 128.) Any control system must pass through these three stages:
1. "Establishment of standards and critical points.
2. Performance measurement.
3. Correction of deviations. "
This foundation is very similar in general to the classical concept of control. Both concepts stand and base the following:
- The establishment of standards and critical points, enables management to directly oriented indicators to report on the situation (a priori or a posteriori) of the organization. The plans provide a comparison with what has been achieved, but attacks against innovation.
At this point involves determining the objectives that outlines the organization to overcome them but little flexibility in the most cases only helps them survive.
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