The three C's in the start up equation part III
Control in an early stage company can be a make or break function, you need to have control of Finance, Operations and Sales and Marketing, these are on a primary level, but you also need to be in control of the culture of the company as well, the culture you build can be as important as the all singing ,all dancing tea maker that you going to start hawking. There has been a negative view given to the use of the word control, and in the culture of the 90's and 00's we see a rejection of all that looks like control....but even on a normal day we expect there to be control..personal, other individuals , think of the roundabout, if there was no personal control there would be chaos....and that is the essence of what I am trying to say today is that you need to develop in your team personal control that is in line with your organizations requirements....so to the scholars that read my blog here are some quotes on control...
According to Henry Fayol,
Control of an undertaking consists of seeing that everything is being carried out in accordance with plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order that they may be rectified and prevented from recurring.
According to EFL Breach,
Control is checking current performance against pre-determined standards contained in the plans, with a view to ensure adequate progress and satisfactory performance.
According to Harold Koontz,
Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.
Control of an undertaking consists of seeing that everything is being carried out in accordance with plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order that they may be rectified and prevented from recurring.
According to EFL Breach,
Control is checking current performance against pre-determined standards contained in the plans, with a view to ensure adequate progress and satisfactory performance.
According to Harold Koontz,
Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.
Traditional control mechanisms can be broken down in to four parts:
Control is a continuous process
Control is a management process
Control is embedded in each level of organisational hierarchy
Control is forward looking
To bring control to your company, develop the folks that work for you and use them as your control system.
Slainte
Gordon
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