Management Difference Between Direct Control and Indirect Control 5

1. Different constraints.

Direct control is a macroeconomic management method in which a socialist state directly intervenes in the economic activities of enterprises mainly by administrative means in accordance with the requirements of the national economic plan. It mainly controls the scale and direction of economic activities through means such as administrative orders and directive plans issued by the state, and has mandatory binding force.

In cybernetics, most constructed systems have a purpose, and the outside world exerts control over the system in a specific or explicit way. We can call this kind of control direct control or definite control, through which the system achieves a given purpose.

2. The advantages are different.

Through the function of leverage and competition mechanism, the resource allocation is allocated to the links with better benefits, and the pressure and motivation are given to enterprises to achieve the survival of the fittest; We should make use of the market's advantages of being sensitive to various economic signals to promote the coordination of supply and demand, strengthen and improve the state's macroeconomic regulation and control capacity and level, and guide economic activities through regulating the market.

Direct control can have greater accuracy when delegating tasks to individuals; Direct control can motivate supervisors to proactively take corrective action and make it more effective. Direct control can also achieve good psychological effects. As a result of improved quality of supervisors, deviations are reduced and expenses are saved.

3. The limitations are different.

In actual economic management activities, the method of direct control often does not make the effect of the whole system optimal. This is due to several reasons: the time lag phenomenon caused by information feedback is too much information to be comprehensively and scientifically processed under the existing technical conditions; Direct control ignores the human factor in the enterprise, which is not conducive to the enthusiasm and creativity of the subordinates, and the potential and initiative of people cannot be brought into play.

Or refers to the actual results of the plan and standard assessment of the actual results, analysis of the reasons for the deviation, and the personal responsibility of the responsible person to improve the future work of a control method, more common in the superior manager to the subordinate personnel of the work process control.

Encyclopedia - Indirect control.

Encyclopedia - Direct Control.

Indirect control. Indirect control refers to a control method that analyzes the causes of deviations according to the actual results of the plan and standard appraisal work, and holds the responsible person personally responsible for improving the future work.

This control is based on the assumptions that:

Effectiveness is measurable and therefore comparable with each other (in fact, the performance of many management departments or positions is difficult to measure and compare with each other). Even if the criteria for quantitative evaluation are established, these quantitative criteria may be misleading about their performance);

People are personally responsible for work tasks, and individual responsibility is clear, divisible and comparable, and the degree of personal responsibility is also comparable (in fact, responsibility for many activities is shared by multiple departments, and work performance may not be related to personal responsibility);

The time, expense, etc., required to analyze the deviation and pursue accountability are fully guaranteed (in fact, sometimes the supervisor may not be willing to spend the time and expense to analyze the truth of the deviation);

Deviations can be predicted and detected in a timely manner;

Corrective action will be taken by the responsible entities and responsible persons (in fact, shirking is a common phenomenon).

Indirect control is not a universal and effective control method, and there are still many imperfections in it.

Direct control. Direct control refers to a control method that prevents adverse consequences caused by mismanagement by improving the quality of supervisors and enabling them to improve management.

This control model is characterized by efforts to improve the quality and sense of responsibility of supervisors through training and other forms, and to implement self-control in the control process.

It looks like this:

Control is the process of checking the work according to the established plan, standards and methods, discovering deviations, analyzing the causes and correcting them to ensure the realization of organizational goals.

Management refers to the process of integrating the resources of the organization and achieving the set goals of the organization through the implementation of planning, organization, leadership, control and other functions in a specific environment. It has three meanings:

1) Management is a conscious, purposeful activity that serves and is subordinated to organizational goals.

2) Management is a continuous process of activities, and the process of achieving organizational goals is the process in which managers perform functions such as planning, organization, leadership, and control. Since these functions are interrelated, the management process is reflected as a continuous process of activities.

3) Management activities are carried out in a certain environment, under the condition of openness, any organization is in a ever-changing environment, and the complex environment has become an important factor in determining the survival and development of the organization.

Management is a comprehensive discipline. The dynamics of the management process, the complexity and the diversity of management objects determine the in-tube.

It is natural to diversify the knowledge, methods and means that should be accommodated.

Management is a soft science. There are many factors that affect management, and some are still uncontrollable and uncertain. There is no eternal or "eternal" theorem in management, and specific problems must be analyzed in detail.

Management is a very practical discipline. The complexity of management objects and the variability of the management environment determine the skill, flexibility and creativity in the application of management knowledge. Theoretical teaching in schools alone cannot produce "qualified" managers, so they must learn to manage in practice.

Management is a developing discipline. It is closely related to social and economic development, and its theory is in a critical period of replacing the old with the new, and will surely continue to develop with the development of the economy and the progress of science and technology.

These characteristics of management determine that it is both a science and an art.

1. Pre-control, in-process control and post-event control.

1) Advance control. Refers to the managerial efforts of an organization before an activity officially begins. It is primarily concerned with the determination of the final output of an activity and the control of resource inputs, with a focus on preventing qualitative and quantitative deviations in the resources used by the organization.

2) In-process control. In the course of an activity, the manager always gives guidance and supervision to the ongoing activities on site to ensure that the activities are carried out in accordance with the prescribed policies, procedures and methods.

3) Post-event control. It takes place after the end of an operation or mission. This is the oldest type of control, and traditional control methods almost always fall into this category.

2. Preventive control and corrective control.

1) Preventive controls. It is designed to avoid errors and minimize future corrective activities, preventing the waste of funds, time and other resources.

2) Corrective control. It is often the result of managers not foreseeing problems and taking measures when deviations occur, so that the behavior or activity can return to a predetermined or desired level.

3. Feedback control and feedforward control.

1) Feedback control. It refers to discovering deviations from the information feedback in the process of organizing activities, and taking corresponding measures to correct the deviations by analyzing the causes.

2) Feedforward control. It is also known as guiding future control, that is, through the observation of the situation, the grasp of the law, the analysis of information, and the trend of the future, it is expected that the problems that may occur in the future will be prevented before they occur.

Control (re-control) is to check whether the work is carried out in accordance with the established plan, standards and methods, find the deviation analysis causes, and correct them to ensure the realization of the organization's goals.

Thus, the control function encompasses almost all the activities taken by managers to ensure that the actual work is consistent with the organizational plan. Control and planning are relatively closely related and are two sides of the same coin. The clearer, more comprehensive and complete the plan, the better the control.

The purpose of control is to bring the actual work into line with the original planned objectives by taking corrective measures.

For example, damage control, that is, a company has many departments, for example, the PR department makes a mistake that is very serious for PR, but it is only a small mistake for the administrative department, so that the people in the PR department can shift the responsibility to the administrative (when the two work together) and reduce the damage.

Control is the process of checking the work against the established plan, standards and methods, finding deviations, analyzing the causes, and correcting them to ensure that the organizational goals are achieved.