Controlling is one of the most basic functions of management.

It involves several important steps that

play a big role in effective management. In order to meet their targets according to plans, managers
must have a good control system at disposal. This system requires certain basic elements for it to fulfil
its functions.

Elements of a good Control System

Every decent control system must possess certain basic elements. Since they all play a major role, the
absence of any one of them can make the whole system weak. Hence, managers must ensure that their
control systems contain the following basic elements and considerations.
1) Feedback
Feedback is the backbone of all control systems. This feedback is nothing but the information that
managers use to correct their organization’s actual performance.
The aim of feedback is basically to adjust future actions using previous experiences. Managers use the
information they receive from feedbacks to implement corrective measures. Such measures generally
help in bridging the gap between the actual performance of the organization and its goals.
Feedback may be either formal or informal. Formal feedback consists of sources like financial
statements, statistics, reports, other written communication, etc. On the other hand, informal feedback
includes personal opinions, informal discussions and an individual’s observations.
2) Control must be objective
The second essential requirement of a good control system is that it must always be objective. A
subjective criterion should never be the basis of evaluating actual performances.
For example, evaluation of an employee’s performance should comprise of standards like working
hours, productivity, efficiency, etc. Managers should not evaluate employees using subjective
prejudices.
3) Prompt reporting of deviations
This element of the controlling system basically requires quick reporting of deviations and
discrepancies. If some work is not going according to plans, relevant managers must take notice of
this immediately. This is because any delay in reporting problems and taking corrective measures can
lead to financial losses for a business.
4) Control should be forward-looking
Control systems can often suffer from the defect of delays in reporting of deviations and taking of
corrective measures. As we saw above, this problem can lead to financial losses for a business.
Hence, managers must ensure that their control systems are forward-looking. This will help in
predicting deviations in advance as well as giving adequate time for course correction.
5) Flexible controls
A rigid control system can often make it ineffective in extraordinary and unpredictable situations. It
should, thus, be flexible and open to changes. Managers must be able to adapt their control measures
as per the requirements of every possible scenario.
6) Hierarchical suitability
Almost all business organizations possess management hierarchies comprising of managers at various
positions and levels. Since each manager performs controlling functions at his level, the system itself
must suit his organization’s hierarchy. Every manager must have adequate powers for this purpose and
the flow of information for evaluation should be effective.
7) Economical control
Every good controlling system has to be economical when it comes to its implementation and
maintenance. In other words, its benefits should outweigh its costs. An organization must be able to
afford it and also derive all possible advantages from it.
8) Strategic control points
Not all deviations require the same level of attention and importance. For example, if an infrastructure
company loses one government tender for constructing roads, it can work on other projects.
However, if the government blacklists it altogether due to its financial irregularities, this can be a huge
issue.
A good control system must be able to deal with every deviation as per its seriousness. No
organization can afford to accord equal importance to each and every problem. This is basically the
whole aim of strategic control points.
9) Control must be simple to understand
Sophisticated policies can often make elements of control systems difficult to understand and
implement. A good system, however, is always simple to comprehend and work on.
Thus, before launching controlling measures, managers should first check whether their employees
will be able to understand them. They should also try to resolve any ambiguities and confusion that
may arise later.
10) Control should focus on workers
Good control systems always focus on workers instead of the work itself. Since it is workers who
implement these systems, everybody should be able to work with them effectively.
The Control Process
The proper performance of the management control function is critical to the success of an
organization. After plans are set in place, management must execute a series of steps to ensure that the
plans are carried out. The steps in the basic control process can be followed for almost any
application, such as improving product quality, reducing waste, and increasing sales. The basic control
process includes the following steps:
1. Setting performance standards: Managers must translate plans into performance standards.
These performance standards can be in the form of goals, such as revenue from sales over a
period of time. The standards should be attainable, measurable, and clear.
2. Measuring actual performance: If performance is not measured, it cannot be ascertained
whether standards have been met.
3. Comparing actual performance with standards or goals: Accept or reject the product or
outcome.
4. Analyzing deviations: Managers must determine why standards were not met. This step also
involves determining whether more control is necessary or if the standard should be changed.
5. Taking corrective action: After the reasons for deviations have been determined, managers
can then develop solutions for issues with meeting the standards and make changes to
processes or behaviors.

Consider a situation in which a fictional company, The XYZ Group, has suffered a
decrease in the profits from its high-end sunglasses due to employee theft. Senior
executives establish a plan to eliminate the occurrence of employee theft. It has been
determined that the items are being stolen from the company warehouse. The executives
establish a goal of zero thefts ($0) within a three-month period (Step 1). The company
currently loses an average of $1,000 per month due to employee theft. To discourage the
undesired behavior, XYZ installed cameras in the warehouse and placed locks on the
cabinets where the most expensive sunglasses are stored. Only the warehouse managers
have keys to these cabinets.

After three months, XYZ managers contact the bookkeeper to get the sales and inventory
figures for the past three-month period (Step 2). The managers then compare the figures
with the previous period, taking into account orders for deliveries, returns, and defective
merchandise (Step 3). It has been determined that the company lost $200 the first month,
$300 the second month, and $200 the third month due to theft, which is an improvement
but short of the goal. Managers then come up with suggestions for making adjustments to
the control system (Step 4).

XYZ senior executives approve of the suggestion to institute a zero-tolerance policy for
employee theft. Now, if there is evidence that an employee has stolen a pair of sunglasses,
that employee’s job will be terminated. The employee handbook is updated to include the
change, and XYZ executives hold a meeting with all warehouse employees to
communicate the policy change (Step 5).

Kinds of Control

In modern organizations, there are three kinds of control that you will usually find,

 Concurrent control
 Feedback control
 Feedforward control

Concurrent Control

This control can also be referred to as steering or real-time control. Thus, this control is
associated with adjusting a performance before any high damage is done. For example,
the ship’s movements are navigated by a sailor continuously. Also, a driver adjusts the
steering of its car continuously.

This direction for both the examples depends upon the obstacles, destination, and many
more. Usually, you will find a control chart in a factory. This is an example of concurrent
control. So, this control occurs when the activity is still in the process.

Feedback Control
In biological and physical systems, sometimes messages are transmitted in the mechanical
form of energy. It can also be in the form of a chemical reaction or other forms. While in
social systems, some information is sent back in order to exercise the control.

Thus, any managerial system that is good controls itself in the form of information
feedback. This discloses errors in accomplishing goals and thereby initiates the proper
corrective action. Thus, feedback is the process that adjusts future actions based on the
information about past performance. Although feedback is done after the process, it is a
very important part of the control process.

Many times the input variables are considered as immeasurable. For example, the value
that an employee brings to the organization. So, these feedbacks are not detected by the
organization. Feedback is very important for continuous activity. Also, it enables to take a
corrective course of action.

Furthermore, the feedback concept is also important for the development of effective
communication in an organization. This can also be termed as post control. As the name
says, this refers to the various information about the completed activity. This is done to
evaluate the information and to improve the activity by taking corrective action.

Feedback permits the manager to use the information about the past performance by
bringing the future performance in line with the objective that is planned. Thus, testing
the validity and its appropriate standards is helped by post control. Thus, to make it more
effective and meaningful, it is required to analyze the post-performance.

Feedforward Control

This involves evaluating the various inputs. Feedforward follows a very simple principle
that any organization is not stronger than its weakest link. For example, when a machine
is not working properly then the operator will look for some critical components to check
whether the machine is working or not.

Thus, the same logic is applied to feedforward control as well. The main example of
feedforward control is a preventive maintenance program. This system is employed to
prevent the breakdown of any machinery. Another example of this can be considered as
policies. Policies are formed in a country to prevent any critical problem from happening.
Change management theory refers to the concepts, models, frameworks, and
methodologies used to manage the people side of organizational change.

Navigating change is never easy in personal and professional life. However, change
management theories provide a structured approach to help individuals and organizations
navigate and adapt to environmental changes.

More companies are undergoing enterprise-scale transformations than ever before. It’s
easy to see why change initiatives are so popular as digitalization continues to change
how businesses operate.

1. Lewin’s Change Management Model

Many experts consider Kurt Lewin one of the forbears of change management,
organizational development, and social psychology, which is why Lewin’s change
management model is our number one change management theory.

Lewin’s change management model is straightforward, yet its simplicity makes it

powerful.

How it works

Lewin states that every change follows a 3-step process that addresses existing mindsets:

 Unfreezing.
 Transition.
 Freezing.

1. Unfreezing

First, a process must shift away from its current state. It’s necessary to overcome inertia,
bypass defense mechanisms, and dismantle present viewpoints.

2. Transition

The second stage is where the change occurs. It can involve confusion and uncertainty.
The end goal is not always clear.

3. Freezing

The final transition stage involves replacing the old ways of thinking and operating.
During this stage, people return to their comfort zone and feel more comfortable with this
new status quo.

Who is it best for?

Lewin’s change management model is one of the most popular, making it suitable for any
organization, from SMEs to large enterprises.
Pros

 Simple.
 Easy to follow.
 Easy to communicate.

Cons

 Difficult to tailor to specific needs.

 No step-by-step instructions.

2. Kotter’s 8-step model for change

John Kotter is a leading authority in the change management industry.

His change management framework is designed explicitly around organizational change,

so we chose Kotter’s eight-step model for change as number two in our list of eight
concepts for change management theory.

How it works

Kotter’s model consists of eight steps.

The steps are as follows:

1. Create a sense of urgency.

2. Build a guiding coalition.
3. Form a strategic vision and initiatives.
4. Enlist a volunteer army.
5. Enable action by removing barriers.
6. Generate short-term wins.
7. Sustain acceleration.
8. Institute change.
The only downside to this model is that it focuses more on strategy and organizational
development than employees, ignoring that employee feedback is an essential element of
change.

Listening to employee voices and acting on feedback is critical to avoid employee

frustration and resistance.

Consider pairing Kotter’s model with other change models for maximum benefits.

Who is it best for?

Kotter’s eight-step model for change aims toward larger enterprises that need step-by-
step instructions as they implement change management models over long periods,
reviewing and adjusting their organizational structure along the way.

Pros

 Practical.
 Stepped process.
 Room for review and adjustment.

Cons

 Focuses on strategy, not employees.

 Not suited to SMEs.

3. Prosci’s ADKAR Change Management Framework

Prosci’s ADKAR change management framework is another theory designed as a

roadmap and execution plan.

Like Kotter’s theory, this change management model combines theoretical and practical
applications.

How it works
The ADKAR model consists of 5 stages.

These stages include:

1. Awareness of the need to change.

2. Desire to support change.
3. Knowledge of how to change.
4. Ability to demonstrate skills and behavior.
5. Reinforcement to make the change stick.

Who is it best for?

The ADKAR change model is a favorite among people-centric organizations.

It prioritizes a system that supports employees throughout the change program, and by
raising awareness of this need to change, you encourage participation from everyone.

ADKAR helps employees understand how they benefit from change and why they should
actively work with the company to streamline the transition.

Pros

 It helps employees understand change.

 Long-lasting change success.

Cons

 Less effective for quick change initiatives.

 Less emphasis on employee feedback.

4. Kübler-Ross Change Curve

The Kübler-Ross Change Curve is well-known for taking inspiration from the five stages
of grief, initially defined by Elisabeth Kübler-Ross.

The change model recognizes that people react emotionally to change.

Business leaders often approach change logically and neglect emotions.

How it works

The Kübler-Ross change model consists of five stages of grief:

1. Denial.
2. Anger.
3. Bargaining.
4. Depression.
5. Acceptance.
Employees experience these stages out of order, sometimes even experiencing the same
emotion multiple times throughout the change process.

The Kübler-Ross Change Curve requires the most empathetic approach out of all the
change management models.

Without communication and empathy, employees feel left out of the transformation, and
change will not stick, wasting resources and possibly reducing employee retention.

Who is it best for?

The ADKAR change model is a favorite among people-centric organizations.

It prioritizes a system that supports employees throughout the change program, and by
raising awareness of this need to change, you encourage participation from everyone.

ADKAR helps employees understand how they benefit from change and why they should
actively work with the company to streamline the transition. It encourages organizations
to provide adequate training to inform employees of coming changes.

Pros

 It focuses on the employee experience.

 There is a higher chance of change sticking.

Cons

 It is too theory-based for some change initiatives.

 It can be time-consuming.

5. Bridges Transition Model

Bridges’ transition model takes a personal approach to change. It asks leaders to consider
how change impacts people, reminding leaders that frustration is a natural part of the
change.

How it works

The Bridges change model involves breaking up the change journey into three stages.

These stages involve:

1. Ending, losing, and letting go

The first stage involves letting go of familiar ways of working. This process is complex
and leads to a lot of resistance.

As Bridges’ model suggests, asking employees to reach the neutral zone is easier.

2. The neutral zone

Think of the neutral zone as a stepping stone between the old way of work and new
processes and systems.

It’s a safe place where employees can get a feel for the new status quo. It helps them let
go of old methods gradually.

3. The new beginning

The new beginning represents a new familiar. Employees feel more comfortable using
new systems, workflows, and processes.

This personal approach connects employees and management, allowing them to tackle
transformation together. It guarantees a smoother transition from old to new.

Who is it best for?

The Bridges Transition model is less like strategy-structure systems and more feelings-
based, which many employee-focused organizations prefer.

Pros

 It focuses on the employee experience.

 There is a higher chance of change sticking.

Cons

 It is too theory-based for some change initiatives.

 It can be time-consuming.
6. Nudge Theory for change management

Richard H. Thaler and Cass R. Sunstein introduced the concepts of nudge theory in their
book “Nudge: Improving Decisions About Health, Wealth, and Happiness.”

“Nudge theory” is a behavioral science idea suggesting that subtle alterations can
predictably influence people’s decisions and behaviors in how choices are presented.

How it works

Nudge theory has seven steps.

These steps incorporate the following actions:

1. Clearly define changes.

2. Consider the changes from your employees’ perspective.
3. Use evidence to show the best option.
4. Present the change as a choice.
5. Listen to feedback.
6. Limit obstacles.
7. Maintain momentum with quick wins.
Who is it best for?

Companies have achieved positive results employing nudge theory to motivate staff
slowly as part of a long-term change plan involving large changes.

Pros

 It focuses on the employee experience and feedback.

 It can be more successful due to a gentle approach.

Cons

 It is oriented toward long-term changes.

 It requires large amounts of time and high staff retention.
 It can be costly.

7. The Satir change model

The Satir Change Model is grounded in the five stages of grief, offering a framework to
increase employee productivity throughout the change process.

How it works

The Sarir change model is based on the five stages of grief.

The five stages of grief include:

1. Late status quo – Employees comprehend the expectations at this stage but may not
align with productivity requirements.
2. Resistance – Following the introduction of change, initial resistance surfaces, leading
to a productivity decline.
3. Chaos – Productivity hits its nadir as the change takes an emotional toll; maximum
support is crucial for successful implementation.
4. Integration – Productivity improvement occurs as employees recognize the positive
impact of the change.
5. New status quo – Productivity stabilizes, ideally at a higher level, as people accept
and integrate the change into their work.

Who is it best for?

This model proves beneficial for teams operating in deadline-oriented settings.

Anticipating periods of potential productivity decline enables project managers to
establish more lenient project timelines.

Pros

 Can prepare and respond to reactions to change.

 It is easier to understand the root cause of change resistance.

Cons

 It can be time-consuming to implement.

 It is less effective for creative teams that are less time-oriented.

8. PDSA Cycle change management theory

The Plan-Do-Study-Act (PDSA) Cycle is an ongoing process for optimizing and
enhancing your business. Rooted in the contributions of W. Edward Deming and Walter
Shewhart, it is also known as the Deming Wheel or Deming Cycle.

How it works

The intention is for the cycle to operate in a loop involving repeating the four steps.

These steps involve:

1. Plan – Identify necessary changes and formulate a plan.

2. Do – Experiment with your concept on a small scale.
3. Study – Evaluate your results, discerning successful aspects and shortcomings.
4. Act – Implement actions based on your findings and newfound knowledge.

Who is it best for?

We appreciate that in this cycle’s “Study” phase, actual results are compared with
projections. This straightforward four-step procedure can be reiterated until the outcomes
align with the objectives of process-driven organizations.

Pros

 Practical, with quick, measurable results.

 Process-driven.

Cons
  Ignores employee experience.

Introduction to Resistance to Change

Change is basically a variation in pre-existing methods, customs,
and conventions. Since all organizations function in dynamic
environments, they constantly have to change themselves to succeed.

Change management contains several strategies that help in

facilitating the smooth adoption of such changes.

One of the most important facets of change management is resistance

to change. It is simply human nature to counteract any changes and
maintain the status quo.

Reasons for Resistance to Change

In order to facilitate transitions and changes, managers must first be able to identify the
exact reason for resistance. Such resistance to change is common in all organizations. The
following are some common reasons for this:

 People generally find it convenient to continue doing something as they have always
been doing. Making them learn something new is difficult.
 Changes always bring about alterations in a person’s duties, powers, and influence.
Hence, the people to whom such changes will affect negatively will always resist.
 People who are adamant on maintaining customs instead of taking risks and doing
new things will always resist changes. This can happen either due to their insecurities
or lack of creativity and will.

Types of Resistance to Change

Resistance to change may be of the following three types:

a) Logical resistance: This kind of resistance basically arises from the time people
genuinely take to adapt and adjust to changes. For example, when computers became
common, accountants had to shift from accounting on paper to digital accounting. This
naturally takes time to adapt to.

b) Psychological resistance: Under this category, the resistance occurs purely due to
mental and psychological factors. Individuals often resist changes for reasons like fear of
the unknown, less tolerance to change, dislike towards the management, etc.

c) Sociological resistance: This resistance relates not to individuals but rather to the
common values and customs of groups. Individuals may be willing to change but will not
due to peer pressure from the group they are members of. For example, if a workers’
union protests against new management policies, all workers face pressure to protest
together.

Overcoming Resistance

While change will almost always face resistance, it is certainly possible to overcome it.
Managers must strive to help their employees adjust to changes and facilitate new
variations in functioning.

Firstly, managers must be able to convince workers that the changes they are proposing
are necessary. They should show how the workers and the organization itself will benefit
from these changes.

Secondly, the management can keep the following considerations in mind to implement
changes smoothly:

 Changes should not happen in one go because it is easier to implement them in stages.
 Changes should never cause security problems for the workers.
 Managers must consider the opinions of all employees on whom the proposed change
will have an effect.
 If managers portray leadership by first adapting to the changes themselves, employees
are less likely to resist.
 Sufficient prior training of employees can help them accept changes with confidence.

The 12 reasons for resistance to change

Pour surmonter la résistance au changement, commençons par comprendre ses

mécanismes. Voici les 12 raisons de résistance au changement, listées par le site
@meliorate :

1. Misunderstanding the meaning of the change - If people do not understand the

reasons for the change, you can expect resistance. Especially when people have
considered the existing model to be effective, and have done so for over 20 years!
2. Fear of the unknown - This is the most common reason for resistance to change. To
get your teams to move forward and change their habits, it is best that they feel that
what is really dangerous is not to change anything.
3. Lack of skills - Any transformation, be it organisational, digital, managerial, etc.,
requires an evolution in skills, and not everyone feels capable of it. Consider
implementing an acculturation programme to bring all your employees up to speed, so
that everyone "speaks the same language".
4. One's personal relationship with the old ways of doing things.
5. Lack of confidence - Because employees do not always believe in the company's
ability to make change happen.
6. Belief in a passing fad - When teams see the desire to transform as a fad, a trend that
will soon pass.
7. Lack of consultation - People are less resistant to change when they are involved.
People like to know and understand what is going on. Even more so if their jobs are
affected by the transformation. It is therefore essential to involve them, ask for their
feedback, carry out surveys, etc.
8. Poor communication - because it is better to communicate a little too much than not
enough...
9. Breaking the routine - We like our comfort zone. It is safe. Resistance to change is
therefore a natural behaviour in the face of danger.
10. Saturation - Don't mistake compliance for acceptance. And don't mistake acceptance
for commitment. Sometimes employees get tired of the constant changes and become
resigned. If they agree to comply with your demands, they are not motivated.
11. Changing the status quo - Resistance to change can come from a relative perception
of change. If change is seen to lead to a worse situation, or if it will cause us to lose
our advantages, then it will lead to resentment and a real lack of commitment.
12. Lack of reward - when the benefits and rewards for sustaining change are not
perceived as being as beneficial as the difficulties to be overcome.

Resistance to change in the workplace can manifest itself in many ways. Absenteeism,
missed deadlines, failed commitments, and a general sense of apathy are all common
indicators that members of an organization are not fully invested.

To combat these problems, organization leaders must identify where resistance is

most likely to occur and devise a game plan to prevent it. In doing so, specific
strategies are proven effective in helping organizations overcome unproductive
resistance to change.

1. Listen to Employee Concerns

The first strategy in overcoming resistance to organizational change is rooted in
communication. Communication is critical — which most entrepreneurs and leaders
already know. However, try letting the employees of the organization initiate the
conversation. People want their voices to be heard, and allowing them to share their
perspectives can help alleviate frustration and confusion over the situation.

Your employees’ thoughts, concerns, and suggestions will prove invaluable in

steering your initiative for change and the overarching sentiment behind it. At the
very least, firmly understanding your employees’ perspectives will help you better
understand the premise of their resistance to change.

2. Define and Communicate Reasons for Change

The next strategy to overcome resistance to change is defining the why, what, and
how behind the change and communicating this to employees. Leaders must develop
a communication strategy that involves more than just telling employees what’s
expected of them. This strategy should segment and target each department or
employee audience, focusing on what they care about and need to know.
 According to employee engagement trends in the U.S., almost one-third of
employees don’t understand why changes are occurring. This underscores the
importance of clearly defining reasons for change as well as communicating the
intention behind it. In doing so, emphasis should be placed on why change will
ultimately benefit employees in the long run.

3. Build Excitement
The way you communicate anticipated change in the workplace has a tremendous
impact on how much resistance will arise. When leaders passionately and
wholeheartedly share the need for change, their conviction can be positively
contagious. In turn, the organization can holistically build excitement and optimistic
sentiment for change. Conversely, any apprehension can undermine and hinder
effective change.

4. Prioritize Employees
Change can only occur if your team is on board, so it’s essential to prioritize your
employees’ interests and incentives. If you’re implementing a new process or
workflow — plan your project through the perspective of employee adoption rather
than overly focusing on the system itself. Think not just about what the new method
can do. Instead, think about what employees can do with the help of this new
workflow. Putting employees first and establishing alignment is the foundation for
trust, which is crucial to organizational change.

5. Delegate Change
A powerful top-down strategy is to fight resistance with culture. Inspirational leaders
establish a company culture that makes overcoming resistance a vital part of change
management and not a separate corporate function. Start by training team members who
are natural leaders in the organization. They will serve as influential role models for the
rest of your employees, which can profoundly affect the organization.

6. Leverage Data
While resistance to change in the workplace is typically an emotional response, it can be
helpful to leverage logical facts and data as a supplementary strategy. Encourage your
employees to see the data for themselves. This is an effective way to show transparency
and demonstrate the need for improvement simultaneously.

7. Implement Change in Phases

Any sort of transformation in the workplace doesn’t occur overnight. There’s
significant preparation leading up to the change, along with a great deal of
anticipation and participation from employees at all levels. Implementing change in
phases can help employees adopt new ways of working one step at a time.

A longer, more strategic rollout is almost always the best avenue compared to a
radical shift in direction. Not only does gradual rollout allow employees to adapt to
the change, but it gives leaders a chance to answer questions and address any issues
well in advance.