The Need for Balance: Control in an Age of Empowerment
The essay addresses corporate policy in regards to workforce control and empowerment. It has always been critical for companies to ensure that creativity is an integral part of their operations. However, research suggests that unbridled empowerment in an enterprise will lead to serious and expensive problems. ‘Control in an Age of Empowerment' examines the internal controls that senior management can aim to incorporate into their companies to ensure that creativity is managed responsibly (Simons 80). Robert Simons is a Harvard Business School professor who specializes in management regulation and policy implementation. He has written a lot of publications discussing on these issues as he strives to make people master strategy execution.
Evidence-Based Analysis
The paper can be said to be in line with the scientific conventions of research and publication as it has strived to provide evidence to match with the arguments put forward. In looking at the proposed methods and interventions, the author was keen to indicate their functionality in the real world. While the paper leans extensively towards qualitative analysis, the author manages to provide concrete proof that indicates that there is evidence to support his ideas. In looking at the four levels of control used to monitor innovation and responsibility, one gets a practical understanding of the ways to get ahead and improve the functional and operational aspects of business strategy (Simons 83).
The Four Levers of Control
An essential component of scientific writing is the requirement to provide a conceptual framework for a hypothesis or idea. In this article, Robert Simons provides a conceptual framework with regards to the way in which business strategy can be strengthened through the comprehension of the four levers of control. These Four Levers of Control are the Belief Systems, Interactive Control Systems, Boundary Systems, and the Diagnostic Control Systems (Simons 86). According to Robert, most companies tend to focus on critical performance variables which define the diagnostic control function of an organization. These will include things such as market share statistics, profit margins, sales numbers, and so forth. However, an organization will always do well to remember that such a control mechanism only serves to increase unnecessary pressures to the employees. The better option is to work with a specified matrix of control measures that are bound to create a system of checks-and-balances (Simons).
The Role of Belief Systems and Boundary Systems
The belief systems are basically designed to integrate core values into mindsets and perceptions. They are beliefs that are shared widely in an organization and can provide direction in moments of close decision-making. The boundary systems, on the other hand, are designed to encourage the people to be wary of risks. They usually come in the form of business codes and ethics (Simons 85). Other organizations may identify industries and markets that need to be avoided so as to ensure that strategy and company values are upheld by the organization. The interactive control system is designed to reiterate the importance of strategic awareness with regards to market uncertainties. The top management is supposed to declare to the organization the issues that are most important to its future. As a result, the various levels of leadership and their departments are supposed to have clear markers on the way forward (Simons).
Improving Graphical Presentation
The use of figures and tables was also embraced, and this helped to elaborate on the issue at hand. However, there is more that could have been done to improve the graphical presentation of facts and figures. The examples provided can be supported with more facts and figures which show the spread of incompetent practices and management. The real costs of irresponsibility can be attained although this may be subjective to industry dynamics.
Works Cited
Simons, Robert. “Control In An Age Of Empowerment”. Harvard Business Review (1995): n. pag. Print.
