Behavioral Control


Managers monitor employee behaviors, directing and evaluating based on subjective measures of abilities and activities; not just outcomes. The manager makes sure that employee input and behavior reflects his expectations. Managers make decisions to increase or decrease salaries, promote or sanction employees’ using more complex, subjective evaluations not based on measurable outcomes. Managers dictate the level of performance required. Management cost increases because more monitoring is required, which allows for consistent, perpetual updates to strategy, whereas output-control only allows for periodic assessment. Behavior-systems afford managers more control over employees through interaction and relationships, employee participation and corporate culture. Managers impose their own ideas of what salespeople should be and do to achieve results. Managers can have employees’ focus on the firm’s long-term strategy as opposed to their individual goals. Emphasis is placed on enhanced customer service, goodwill and reputation, and pioneering new product lines instead of focusing on the products that are easier to sell.

By Nathan Phillips

 

Advertisements

One thought on “Behavioral Control

  1. Pingback: Management or Crisis Intervention? | Jacqui Senn

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s