I need a response to the below statement:

Compare performance standards appeals to me the most out of the four organizational control methods. I like the fact that managers make face-to-face contact with employees and attempt to resolve and or identify problems by digging in and getting involved with their followers. This allows managers to identify risk hands-on and the findings can be backed by data. This method also, allows managers to engage first hands with followers and they can build relationships and trust. This further allows management and employees to have useful control tools that will benefit the organization and again, build relationships. Janićijević (2012), notes What will be determined as a suitable, efficient, or useful way of control will depend significantly on the shared assumptions and values of employees and managers built in their interpretative schemes.

In my organization, compare performance standards appears to be used and are influential. The city manager occasionally walks around once a week and asked staff, is everything ok? This is the city manager’s way of reaching out to staff, face-to-face and thus gives staff an opportunity to engage first hands with the city manager, thus is influential. Managers read computer reports or walk through the plant, they identify whether actual performance meets, exceeds, or falls short of standards, Daft (2013). There have been times when a problem is being solved and his timing could not be better. He has assisted in resolving a few concerns in our department. In addition, when problems or issues arise, he asks staff for their input and I think this is a way of empowering staff. The staff fell included in conversations and engaged. Empowerment The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority, Griffin (2020).

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Daft, R. L. (2013). Management (11th ed.). Mason, OH: South-Western Cengage Learning.

Griffin et al. (2020). Organizational behavior: Managing people and organizations. Cengage Learning, Inc. Janićijević, N. (2012). The Impact of Organizatizonal Culture on Control of Behavior in Organizations. Economic Themes, 50(3), 289–308.

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