Types of control and their features in the implementation

Any organization or enterprise consists ofpeople who fulfill their professional duties and carry out the development of the company. The organizational hierarchy of the organization implies the presence in it of a link of managers, and those whose work is supervised by managers, i.e. subordinates. Since the human factor plays an important role in performing many tasks, it becomes necessary to control the worker. To do this, the responsible manager can monitor the work process, prompt, help or even come to the time when the task has already been completed.

Why you need control in the organization

First, the control of employees is necessary to ensure that,so that they work qualitatively. Secondly, this is especially necessary in cases when the subordinate's problems have arisen in solving the problem, and the manager must help him solve them in order to achieve a good result.

There are several types of control, and the right one of them can become a good intangible motivation for employees.

How to control personnel

To begin with, you need to evaluate the specifics of the problem,which was assigned to the employee. Then remember what skills, experience and personal qualities of the subordinate. And finally to understand what is more important in this situation: the result or the process of implementation? The fact is that there are a number of instructions that are focused only on the outcome, and how an employee will go to this goal - does not matter. In this case, you need to apply one type of control, which is described below. There are other instructions that are aimed at ensuring that the task is carried out in a certain way: according to the scheme, instructions or simply at the request of the boss, since he is a professional and knows exactly how to succeed in the business, and in the event that he considers it important to accomplish the task in certain ways, then other types of control are needed.

Let's look at the types of control:

Periodic

In this case, the manager at the same time withthe same interval (for example, at 8:00, every Wednesday or last Friday of each month) comes to the employee and checks how he gets to do the work and finds out what difficulties he encountered and whether he could overcome them.

This method has the advantage that bothknow when and how much testing will be carried out, but, on the other hand, it takes a long time to do this. It is used to support the workflow and it is better not to apply this type of control to tasks where only the result is important.

The types of control for results-oriented tasks

The final control is needed in order to check the result and give it an estimate. It is held once and coincides with the moment of execution.

This method saves considerable time, but it is better to use it as a control of those employees who have managed to prove their competence and professionalism.

At the same time, if the manager is not sure that the performer has correctly understood the task, then the application of one final control puts the whole thing at risk.

Types of control for tasks with phased implementation

Projects that require control points needphased participation of the head. Often this method is used if the case is entrusted to an experienced employee, and it is distinguished by its scale, novelty and high level of complexity. This minimizes the risk of "failure".

Types of control convenient for the manager

In this case, the employee does not know when it will becheck the boss. The latter thus arbitrarily chooses the time and frequency of such inspections, and this is very convenient for him, because the schedule does not oblige to be at a certain time in a particular place.

But with this, such a test causes a largediscomfort to employees, tk. they begin to distrust the manager, there is stress due to unexpectedness. To mitigate the situation, it is best to make selective control immediately for all employees.

It is very important for all types of control to be able to correctly and calmly inform employees what they are doing right and what is not.

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