Assignment格式范文：Identifying Managerial Approaches In Implementing Controls
Assignment格式范文-确定实施控制的管理方法。本文是一篇由本站代写服务提供的留学生assignment范文，本篇assignment主要内容是讲述控制是确保活动提供所需结果的任务。管理控制是一种系统的努力，旨在设定具有规划目标的绩效基准，设计信息反馈系统，将实际绩效与这些预先确定的标准进行比较，确定是否存在任何偏差，并衡量其重要性，并采取任何必要行动，确保所有公司资源以最有效和高效的方式用于实现公司目标。下面就一起来看一下这篇Assignment格式范文的具体内容。
Most managers always encounter difficulties while applying management methods to control operations and govern their subordinates within their department. ‘Many different schools of thought on management approaches, has their own proponents. Generally, an original proponent makes his or her name in that particular concept, and becomes an ‘expert’ of it. There is little incentive to integrate this one approach with others’ (Arveson, 1998). Therefore, managers will usually tend to use their most familiar approach and a company’s management culture tends to be dominated by one school of thought.
大多数管理者在运用管理方法控制业务和管理部门下属时总是会遇到困难。”关于管理方法，许多不同的学派都有自己的支持者。一般来说，最初的支持者在这个特定的概念中成名，并成为它的“专家”。几乎没有动力将这一方法与其他方法相结合（Arveson，1998）。因此，管理者通常倾向于使用他们最熟悉的方法，公司的管理文化往往由一个学派主导。
In today’s context, managers are required to identify the possible causes to operational or subordinates’ problems and handle it professionally. They can incorporate certain types of managerial control to minimize such disruptions in their work environment and to increase workplace productivity. ‘The major approaches that managers use include bureaucratic control, clan (decentralized) control, market control, personal centralized control.’ With these, a suitable control approach & system in placed, problems & conflicts will be minimised and will result in improvements that the workplace will become a more productive & fair environment to work in. In this assignment, we seek to investigate the correlates and consequences of each style of control approach and to find out which of this/these plays the most positive effect.
在今天的背景下，管理者需要确定运营或下属问题的可能原因，并专业地处理。他们可以结合某些类型的管理控制，以最大限度地减少对工作环境的干扰，提高工作场所的生产力。”管理者使用的主要方法包括官僚控制、家族（分散）控制、市场控制和个人集中控制有了这些，适当的控制方法和系统，问题和冲突将被最小化，并将得到改善，工作场所将成为一个更高效、更公平的工作环境。在本文中，我们试图调查每种控制方法的相关性和后果，并找出其中哪一种起到了最积极的作用。
Problem Statement 问题说明
The effectiveness of management control exercised is inconsistent.
管理控制的有效性不一致。
Research Objectives 研究目标
To identify the different managerial approaches of control.
确定不同的控制管理方法。
To find out the pros and cons to control style adopted.
找出所采用的控制方式的利弊。
To understand the effectiveness of each control style.
了解每种控制方式的有效性。
To identify the human problems of controls
识别控制的人为问题
To conclude the control approach in service organizations and explore the possibility of a hybrid usage of the researched control approaches.
总结服务组织中的控制方法，并探索混合使用所研究的控制方法的可能性。
Introduction 简介
All organizations change over time. Some make these changes rapidly in revolutionary modes whereas others bring about change through evolutionary modes (Miller, 1992). These changes manifest in different organizational strategies, structures, or processes and have been referred to as transitions (Kimberly & Quinn, 1984).
所有组织都会随着时间的推移而变化。一些人以革命性的模式迅速做出这些变化，而另一些人则通过进化模式带来变化（Miller，1992）。这些变化表现在不同的组织战略、结构或流程中，被称为过渡（Kimberly&Quinn，1984）。
Control is the task of ensuring that activities are providing the desired results. Management control is a systematic effort to set performance benchmarks with planning objectives, to design information feedback systems, to compare actual performance with these predetermined standards, to determine whether there are any deviations and to measure their significance, and to take any action required to assure that all corporate resources are being used in the most effective and efficient way possible in achieving corporate objectives. ‘Management control involves setting a target, measuring performance, and taking corrective action, that lead to the attainment of organizational benefits.’ (Arrow, 1974; Flamholtz et al, 1985) ‘All control systems collect, store and transmit information on profits, sales or some other factor. And they are aimed at influencing employees’ behaviour. A poor manager delegates nothing, and a mediocre manager delegates everything. Effective managers delegate all that they can to their subordinates, while at the same time establishing sufficient checkpoints so that they know how the work has been performed.’ (Dessler, 1987).
控制是确保活动提供所需结果的任务。管理控制是一种系统的努力，旨在设定具有规划目标的绩效基准，设计信息反馈系统，将实际绩效与这些预先确定的标准进行比较，确定是否存在任何偏差，并衡量其重要性，并采取任何必要行动，确保所有公司资源以最有效和高效的方式用于实现公司目标。”管理控制包括设定目标、衡量绩效和采取纠正措施，从而实现组织效益。”（Arrow，1974；Flamholtz等人，1985）“所有控制系统都收集、存储和传输有关利润、销售额或其他因素的信息。它们旨在影响员工的行为。一个糟糕的经理什么都不委派，一个平庸的经理什么也不委派。高效的管理者将他们所能委托给下属，同时建立足够的检查点，让他们知道工作是如何进行的。”（Dessler，1987）。
Control as a Management Function (J Meredith, 2008)
作为管理职能的控制（J Meredith，2008）
The example of the process shown above has affirmed that Management Control in an organization plays an important role.
上述过程的例子证实了管理控制在组织中发挥着重要作用。
The Management Control function will be important in maintaining the business continuity, increase productivity in the production to achieve targeted profit set by organization, improve vision of the whole company to focus on coping with production innovation in inventory control to compete in the business world; to lead a productive team and improve effectiveness and efficiency; to drive the performance level to fulfill objectives of the organization. It also helps to reduce reluctance of managers to delegate authority and empower employees, thus protects the organisation and the physical workplace.
管理控制功能将在保持业务连续性、提高生产生产力以实现组织设定的目标利润、提高整个公司的愿景以专注于应对库存控制中的生产创新以在商业世界中竞争方面发挥重要作用；领导一个富有成效的团队，提高效率；以推动绩效水平实现组织目标。这也有助于减少管理者不愿下放权力和赋予员工权力，从而保护组织和实际工作场所。
Management can implement controls before an activity commences, while the activity is going on, or after the activity has been completed. The three respective tools of control based on timing are feedforward, concurrent, and feedback.
管理层可以在活动开始前、活动进行时或活动完成后实施控制。基于时序的三种控制工具分别是前馈、并发和反馈。
Major control tool by timing
主控制工具（按正时）
Feedforward control (preliminary or preventative control)
前馈控制（初步或预防性控制）
Regulation of inputs to ensure they meet standards, ex: McDonald in Russia: help farmers to grow high-quality potatoes and bakers to bake high quality bread.
监管投入以确保其符合标准，例如：俄罗斯的麦当劳：帮助农民种植高质量的土豆，帮助面包师烘焙高质量的面包。
Concurrent control
并发控制
Regulation of activities to ensure they conform to standards, ex: budgetary control, quality control
监管活动以确保其符合标准，例如：预算控制、质量控制
Feedback control (Ex: financial reports – financial control)
反馈控制（例如：财务报告-财务控制）
Regulation of completed product to ensure standards are met
对已完成的产品进行监管，以确保达到标准
Control types of timing: (J Meredith, 2008)
定时的控制类型：（J Meredith，2008）
Literature Review 文献综述
Dr. Barnat, Ryszard (2005) suggests regardless of whether the organization focuses control on inputs, production, or outputs, another choice must be made between different approaches for control.
Barnat，Ryszard博士（2005）建议，无论组织是将控制重点放在投入、生产还是产出上，都必须在不同的控制方法之间做出另一种选择。
There are four control approaches that the mechanisms managers will use to implement controls: ‘market control’ (Robbins et al, 2003), bureaucratic control, clan control and ‘personal centralized control’ (Mullins, 2002).
管理者将使用四种控制方法来实施控制：“市场控制”（Robbins等人，2003年）、官僚控制、家族控制和“个人集中控制”（Mullins，2002年）。
Bureaucratic Control 官僚主义控制
It is a managerial approach relying on regulation through rules, policies, supervision, budgets, schedules, reward systems and other administrative mechanisms aimed at ensuring employees exhibit appropriate behaviours and meet performance standards. It is ‘do by the book’ or process control (Barnat, 2005).
这是一种依靠规则、政策、监督、预算、时间表、奖励制度和其他行政机制进行监管的管理方法，旨在确保员工表现出适当的行为并达到绩效标准。它是“照本宣科”或过程控制（Barnat，2005）。
Pros: The nature of this control cause an organization’s personnel to focus on those behaviors that management requires or desires. They provide employees with a set of day-to-day guidelines with which they can function. By observing the rules and procedures, people do what the system requires.
优点：这种控制的性质使组织的人员专注于管理层要求或期望的行为。他们为员工提供了一套日常指导方针，使他们能够正常工作。通过遵守规则和程序，人们可以按照系统的要求行事。
Cons: It will also result in rigid and inflexible behavior. Employees become accustomed to obeying the rules and doing nothing more. They often make the organization lethargic and stifle creativity and innovation.
缺点：这也会导致僵硬和不灵活的行为。员工已经习惯于遵守规则，什么也不做。它们经常使组织无精打采，扼杀创造力和创新。
Clan Control 氏族控制
Clan control represents cultural values almost the opposite of bureaucratic control. Clan Control replies on values, beliefs, traditions, corporate culture, shared norms and informal relationships to regulate employee behaviours and facilitate reaching of organisational goals.
宗族控制代表着文化价值观，与官僚控制几乎相反。Clan Control对价值观、信仰、传统、企业文化、共同规范和非正式关系做出回应，以规范员工行为并促进组织目标的实现。
Pros: Organizations that use clan control require trust among their employees. Given minimal direction and standards, employees are assumed to perform well – indeed, they participate in setting standards and designing the control systems (Barnat, 2005).
优点：使用家族控制的组织需要员工之间的信任。在最低限度的指导和标准下，员工被认为表现良好——事实上，他们参与制定标准和设计控制系统（Barnat，2005）。
Cons: The threat to clan control is change. This is often associated with geographical mobility, urbanization, growth, turnover, or specialization that undermines goal compatibility on which communal trust is founded. The instability of employment, which upsets the long socialization period, is a major enemy of clan control. Any tendency toward opportunism in the clan is destructive. (Moores, Mula, 2000)
缺点：对部落控制的威胁是变化。这通常与地理流动性、城市化、增长、流动性或专业化有关，破坏了建立社区信任的目标兼容性。就业的不稳定扰乱了漫长的社会化时期，是氏族控制的主要敌人。家族中任何机会主义的倾向都是毁灭性的。（Moores，Mula，2000）
Market Control
市场控制
Market control uses external market mechanisms to establish standards in the system. It involves the use of price competition to evaluate output.
市场控制利用外部市场机制在系统中建立标准。它涉及到使用价格竞争来评估产量。
Pros: Managers compare profits and prices to determine the efficiency of their organization. In order to use market control, there must be a reasonable level of competition in the goods or service area and it must be possible to specify requirements clearly. (Barnat, 2005)
优点：管理者通过比较利润和价格来确定组织的效率。为了利用市场控制，商品或服务领域必须有合理的竞争水平，并且必须能够明确规定要求。（Barnat，2005）
Cons: Market control is non appropriate in controlling functional departments, unless the price for services is set through competition and its representative of the true value of provided services.
缺点：在控制职能部门时，市场控制是不合适的，除非服务价格是通过竞争及其代表所提供服务的真实价值来确定的。
Personal Centralised Control
个人集中控制
This approach is usually practiced in small owner-managed organizations where decision-making and taking initiatives are centralized around a leadership figure. Centralized decisions will be made and executed. It emphasis direct supervision and personal leadership founded upon ownership, charisma, or technical expertise. It uses reward and punishment to reinforce conformity to personal authority (Mullins, 2002).
这种方法通常在小型所有者管理的组织中实施，在这些组织中，决策和采取举措都集中在一个领导人物周围。集中决策将被制定和执行。它强调直接监督和建立在所有权、魅力或技术专长基础上的个人领导力。它使用奖励和惩罚来加强对个人权威的遵守（Mullins，2002）。
The pros and cons deeply rely on the “super star” or leadership figure, whether this person is a good or bad influence.
正反两面都深深地依赖于“超级明星”或领导人物，无论这个人的影响力是好是坏。
Social and Informational Prerequisites of Control (Moores, Mula, 2000)
控制的社会和信息先决条件（Moores，Mula，2000）
Type of Control
控件类型
Social Requirements
社会要求
Informational
信息性
Requirements
要求
Market
集市
Norm of reciprocity
互惠准则
Prices
价格
Bureaucracy
官僚主义
Norm of reciprocity
互惠准则
Rules
规则
Legitimate authority
合法权力
Clan
宗派
Norm of reciprocity
互惠准则
Traditions
传统
Legitimate authority
合法权力
Shared values, beliefs
共同的价值观和信念
Are there control combinations that best fit particular types of organizations/industries?
是否存在最适合特定类型的组织/行业的控制组合？
Long, (2003) suggests that the three controls are better than one. This notion of formal and informal
Long（2003）认为，三种控制比一种更好。这种正式和非正式的概念
controls being combined echoes the early advice of Anthony (1952), who suggested that
合并的控制呼应了Anthony（1952年）的早期建议，他提出
“management control is most effective when the formal and informal techniques are skillfully blended.”
“当正式技术和非正式技术巧妙地融合在一起时，管理控制是最有效的。”
Ouchi (1979) is one subsequent researcher who reiterates this call for balance. He notes that the “problem of organization design is to discover that balance of socialization and measurement which most effectively permits a particular organization to achieve cooperation among its members” (Ouchi, 1979). Ouchi (1979) developed a framework for organizational control based on market, bureaucratic, and clan controls. He contends that market relations are efficient when there is little ambiguity over performance, so the parties can tolerate relatively high levels of goal incongruence (Ouchi, 1980). Bureaucratic relations are efficient when both performance ambiguity and goal incongruence are moderately high. Ouchi (1979) introduces the concept of the clan as a means of exercising social control, where market and bureaucratic controls may not work or may be inappropriate. Table 1 outlines the informational requirements and social underpinnings necessary to operate each control type. Ouchi (1979) recognizes that pure forms of controls through markets, bureaucracies, or clans do not really exist. Organizations contain some features of each, and the control design problem requires an assessment of the social and informational characteristics of the organization or task to determine which of the forms of control ought to be emphasized.
Ouchi（1979）是随后的一位研究者，他重申了这种平衡的呼吁。他指出，“组织设计的问题是发现社会化和衡量的平衡，这最有效地允许特定组织在其成员之间实现合作”（Ouchi，1979）。Ouchi（1979）提出了一个基于市场、官僚和部落控制的组织控制框架。他认为，当业绩几乎没有歧义时，市场关系是有效的，因此各方可以容忍相对较高水平的目标不一致（Ouchi，1980）。当绩效模糊度和目标不一致度都适度高时，官僚主义关系是有效的。Ouchi（1979）引入了氏族的概念，将其作为行使社会控制的一种手段，在这种情况下，市场和官僚控制可能不起作用，也可能不合适。表1概述了操作每种控制类型所需的信息要求和社会基础。Ouchi（1979）认识到，通过市场、官僚机构或部族进行的纯粹形式的控制并不真正存在。组织包含每个组织的一些特征，控制设计问题需要对组织或任务的社会和信息特征进行评估，以确定应该强调哪种控制形式。
Research Framework 研究框架
Budgets put Supervisors under Pressure
预算给主管带来压力
Different Managerial Approaches for Control
控制的不同管理方法
Bureaucratic
官僚的
Clan
宗派
Market
集市
Personal Centralised
个人集中式
Hybrid
混合的
Controls Result in Narrow Viewpoints
控制导致视角狭窄
Most Effective Managerial Approach of Control for Organisation
组织控制的最有效管理方法
Short-Run Factors are Overemphasized
短期因素被过分强调
Easily Measure Factors are Overemphasized
容易衡量的因素被过分强调
Some Controls Results in Politicking
一些控制导致政治问题
Specific human problems caused by control from 5 potential sources.
由5个潜在来源的控制引起的具体人类问题。
Methods and Research Design 方法和研究设计
Conduct a literature review on employees’ different types of perceptions and approaches on managing, handling and ultimately solving issues in the workplace environment.
对员工在工作环境中管理、处理和最终解决问题的不同类型的看法和方法进行文献综述。
Control is being exercised in workplace environment because supervisors, managers etc, will frequently expect their subordinates to exhibit some hostile or aggressive behavior when participating discussions or involved in work issues. Different types of managerial control styles are applied for things to work out on common ground. If the wrong control system is adopted, it will negatively influence the workplace behavior which will evolve into an uncooperative and non assertive environment. Employees will avoid in collaborating with the management. Employees may eventually lose their work commitments for the organisation when they lose confidence in their management’s styles and decisions in handling workplace processes.
在工作环境中进行控制是因为主管、经理等经常希望他们的下属在参与讨论或涉及工作问题时表现出一些敌意或攻击性行为。不同类型的管理控制风格被应用于共同点上的事情。如果采用错误的控制系统，将对工作场所的行为产生负面影响，从而演变成一个不合作、不自信的环境。员工将避免与管理层合作。当员工对管理层在处理工作流程时的风格和决策失去信心时，他们最终可能会失去对组织的工作承诺。
Conduct primary research in 4 education service-oriented organisations in order to gain understanding of the employees’ viewpoint from the middle management to the senior management staffs, on how their workplace environment and policies. The service industry is chosen for this research as this is where companies are always on the front line and lots of management control need to be executed due to the direct peer competition and handling clients.
在4个教育服务型组织中进行初步研究，以了解从中层管理人员到高级管理人员的员工观点，以及他们的工作环境和政策。选择服务业进行这项研究，因为这是公司始终处于第一线的地方，由于直接的同行竞争和处理客户，需要执行大量的管理控制。
In these organisations, different conflicts arise due to different control styles. As a result, there are many factors that allow employees to build up and intensify situations that lead to impairment and dysfunctional of the workplace. When action is undertaken to control the situation or process, the impact on these organisation can be seen in a negative or positive manner. This is either affecting a higher staff turnover rate in the organisation or leading to an organisation where the employees develop effective communication and solve differences in the common working ground. Problems run daily in workplace and the effectiveness of management control used are important. This will impact either positively or negatively to the standards of professional service rendered to customers.
在这些组织中，由于控制风格的不同，会产生不同的冲突。因此，有许多因素会使员工建立并加剧导致工作场所受损和功能失调的情况。当采取行动控制情况或过程时，对这些组织的影响可以从消极或积极的角度来看。这要么会影响组织中更高的员工流动率，要么会导致组织中的员工在共同的工作环境中发展有效的沟通并解决分歧。工作场所每天都会出现问题，管理控制的有效性也很重要。这将对向客户提供专业服务的标准产生积极或消极的影响。
An online open-ended questionnaire will be designed with questions which list out the various factors that lead to conflict issues and the ideal strategy to resolve conflict. The questionnaire will be distributed to the proposed sample size of employees from the different hierarchical levels across all 4 service organisation population.
将设计一份在线开放式问卷，其中列出了导致冲突问题的各种因素以及解决冲突的理想策略。问卷将分发给所有4个服务组织人群中不同层级员工的拟议样本量。
An interview questionnaire was developed to find out on the types of controls the management of the company administered during different scenarios and the results obtained. I had made an attempt to contact each company’s CEO or business manager by phone to secure his or her cooperation in accepting my interview. Response rates are significantly better when verbal commitment is obtained prior to sending a interview instrument. (O’Keefe & Homer, 1987). One-to-one interviews are carried out on the middle and senior management. Questions are focused on the various control styles they applied in handling their subordinates and the processes in the work environment, the observations from each control style, the impact on the organisation, as well as how it affects the workplace environment. Each type of control handling styles will lead to a hypothesis or a proposed explanation for an observable phenomenon. For example, managers established strict ground rules for employees to abide, or when one company inculcate strong beliefs and visions, together all staff behave like a big family, and the organisation will not suffer a high staff turnover rate because of workplace control approaches.
编制了一份访谈问卷，以了解公司管理层在不同情况下实施的控制类型及其结果。我曾试图通过电话联系每家公司的首席执行官或业务经理，以确保他或她在接受我的采访时给予合作。当在发送面试工具之前获得口头承诺时，回复率明显更好。（奥和霍默，1987年）。对中层和高级管理人员进行一对一访谈。问题的重点是他们在处理下属和工作环境中的流程时采用的各种控制风格，每种控制风格的观察结果，对组织的影响，以及它如何影响工作环境。每种类型的控制处理风格都会导致对可观察现象的假设或拟议解释。例如，管理者为员工制定了严格的基本规则，让他们遵守，或者当一家公司灌输强烈的信念和愿景时，所有员工的行为都像一个大家庭，组织不会因为工作场所的控制方法而导致员工流失率高。
Schedule (Gantt chart): (Saunders et al, 2009)
时间表（甘特图）：（Saunders等人，2009年）
Sampling 采样
From the definition of population of the 4 education service organisation, a census is not feasible for this study. A sample from the targeted population is needed to define. Probability sampling is used as the questionnaire is adopted to generate vital information where the population group is more than 50 (Saunders et al, 2009).
从4个教育服务组织的人口定义来看，人口普查对本研究来说是不可行的。需要从目标人群中抽取样本进行定义。在人口超过50的情况下，采用概率抽样作为问卷来生成重要信息（Saunders等人，2009年）。
Four stages of probability sampling:
概率抽样的四个阶段：
Identify sampling frame based on research objectives.
根据研究目标确定采样框架。
Decide on suitable sample size.
决定合适的样本量。
Select sampling technique and sample.
选择采样技术和采样。
Ensure sample is able to represent the population.
确保样本能够代表总体。
(Saunders et al, 2009)
（Saunders等人，2009年）
In this study, an online questionnaire is to be disseminated to 4 local service companies. The employees are selected based on:
在这项研究中，将向4家当地服务公司分发一份在线问卷。员工的选择基于：
Middle management (Examples: Operational Managers, Human Resource Managers etc.)
中层管理人员（例如：运营经理、人力资源经理等）
Senior management (Examples: Managing Directors, Executive Directors etc.)
高级管理人员（例如：常务董事、执行董事等）
With the considerations on the minimum sample size and estimated response rate, an actual sample size of 667 employees is decided. This figure is derived from the calculation as below (Saunders et al, 2009).
考虑到最小样本量和估计回复率，决定了667名员工的实际样本量。该数字来源于以下计算（Saunders等人，2009年）。
na = n x 100 / re%
= 200 x 100 / 30
= 20000 / 30
= 667
Explanation for the above formula:
对上述公式的解释：
na = the actual sample size required.
na=所需的实际样本量。
n = the minimum sample size.
n=最小样本量。
re = the estimated response rate expressed as a percentage.
re=以百分比表示的估计响应率。
200= adjusted minimum sample size.
200=调整后的最小样本量。
This study will adopt stratified random sampling method. The population will be divided into subgroups and random samples were then drawn from these individual subgroups. For this, the sampling frame will be divided into the subgroups. The stratification variables used for the population division into the subgroups are to associate with particular characteristic (Lind et al, 2009, ). Therefore, with this division of population into series of relevant subgroups (strata), the sample will be more representative (Saunders et al, 2009).
本研究将采用分层随机抽样方法。将人群分为几个亚组，然后从这些亚组中随机抽取样本。为此，采样帧将被划分为多个子组。用于将人群划分为亚组的分层变量与特定特征相关（Lind等人，2009年）。因此，通过将人群划分为一系列相关的亚组（地层），样本将更具代表性（Saunders等人，2009年）。
Analysis Methods 分析方法
Open-ended online questionnaire and one-to-one interview used in this study are the few examples of qualitative data. Qualitative data provide rich descriptions and explanations (Miles & Huberman, 1994) to uncover and describe the reality of the individual operators. Such data are not standardised and complex. Therefore, the data are needed to be summarized, categorized and restructured as a narrative for a reliable interpretation. Qualitative data analysis aids to develop theory from the data collected. The analysis will be done in an inductive approach.
本研究中使用的开放式在线问卷和一对一访谈是少数定性数据的例子。定性数据提供了丰富的描述和解释（Miles&Huberman，1994），以揭示和描述个体经营者的现实。这些数据并不标准化和复杂。因此，需要对数据进行总结、分类和重组，作为可靠解释的叙述。定性数据分析有助于从收集的数据中发展理论。分析将采用归纳法进行。
below shows ‘The process of induction’
显示了“诱导过程”
The ethnographic approach enables informants to share how their situations are structured and the motivations and interests through which the informants interpret their situations.
民族志方法使举报人能够分享他们的处境是如何构建的，以及举报人解释他们处境的动机和兴趣。
Grounded theory analytical procedure which states the 3 coding methods is selected for the analysis of this study.
本研究选择了三种编码方法作为基础理论分析程序进行分析。
Opening coding
打开编码
Axial coding
轴向编码
Selective coding
选择性编码
The aim of open coding is to develop categories from the data collected. Opening coding is a process of breaking down, examination, comparing, conceptualising and categorising data. Axial coding is the process of establishing relationships between categories as well as to the subsequent sub-categories. This approach aids in the phenomenon definition. A hypothesis test will be used to test on the relationships with the data collected. Lastly, selective coding involves core category selection among the principal categories which will relate to other categories. In this process, it will validate the relationships of the principal categories from the grounded approach to develop an explanatory theory. Microsoft Office Excel software is used in collating the results.
开放编码的目的是从收集的数据中开发类别。开放编码是对数据进行分解、检查、比较、概念化和分类的过程。轴向编码是建立类别之间以及与后续子类别之间关系的过程。这种方法有助于现象的定义。假设检验将用于检验与所收集数据的关系。最后，选择性编码涉及在与其他类别相关的主要类别中选择核心类别。在这个过程中，它将从扎根的方法中验证主要类别的关系，以发展一个解释理论。Microsoft Office Excel软件用于整理结果。
Results of Analysis
分析结果
The results of the analysis may be summarized as follows.
分析的结果可以总结如下。
Managers within market control systems rely less on formal and informal organizational controls and more on performance-based contracts to ensure that the work of employees aligns with organizational goals. Managers within bureaucratic control systems apply primarily formal control mechanisms such as
市场控制系统内的管理者较少依赖正式和非正式的组织控制，而更多地依赖基于绩效的合同，以确保员工的工作与组织目标保持一致。官僚控制系统内的管理者主要应用正式的控制机制，如
rules and regulations through task specialization and hierarchies. Managers within clan control systems direct workers using informal control mechanisms such as common values, traditions, and beliefs or religion. A manager, who only has experience in one approach, will definitely encounter difficulties as there are too many deviations within organizations. For example, if a manager only exercises bureaucratic control, may have issues “controlling” his subordinates in the long run.
通过任务专业化和等级制度制定规则和条例。氏族控制系统内的管理者使用非正式的控制机制（如共同的价值观、传统和信仰或宗教）指导工人。只有一种方法经验的经理肯定会遇到困难，因为组织内部有太多的偏差。例如，如果一个经理只进行官僚控制，从长远来看，可能会出现“控制”下属的问题。
Exercising a combination of control systems is possible and has been known during the interviews with the education service organizations. Unfortunately, there are no actual formulas of managerial control for specific organizations or tasks. It is usually customized according to their company’s direction or employees’ attitude, abilities and/or job nature.
实施控制系统的组合是可能的，并且在与教育服务组织的访谈中已经知道。不幸的是，对于具体的组织或任务，没有实际的管理控制公式。它通常是根据公司的方向或员工的态度、能力和/或工作性质定制的。
Conclusion 结论
The focus of this assignment is to determine which managerial approaches best implement controls within education service organisations. Results from the data collected have shown support for the general proposition of the dominance of a particular control strategy or a combination. There is also some evidence to suggest that the relative importance of market, bureaucratic, and clan controls are ranked in accordance with propositions made. Existing control systems and new control systems should be assessed to ensure that they have the right qualities. They also need to consider how the control systems could be misused, manipulated or be negatively viewed. A manager can be much more effective if he or she is able to select a management approach that is most appropriate to the desired need or goal. This adaptability may prove very useful in the changing government management environment. There is no good reason why managers must follow the latest school of management thought. On the other hand, just because an idea is new does not mean that it should be dismissed. There are reasons why one particular approach is better than another depending on the strategic goal or need.
本文的重点是确定哪些管理方法最能在教育服务组织内实施控制。所收集数据的结果表明，支持特定控制策略或组合的主导地位这一一般命题。也有一些证据表明，市场、官僚和部族控制的相对重要性是根据所提出的主张来排序的。应评估现有的控制系统和新的控制系统，以确保它们具有正确的质量。他们还需要考虑如何滥用、操纵或负面看待控制系统。如果管理者能够选择最适合所需需求或目标的管理方法，那么他或她会更加有效。这种适应性可能在不断变化的政府管理环境中非常有用。管理者必须遵循最新学派的管理思想，这是没有充分理由的。另一方面，仅仅因为一个想法是新的并不意味着它应该被驳回。根据战略目标或需求，一种特定方法优于另一种方法是有原因的。
I have come across some interesting information such as the Balanced Scorecard while searching for research materials and reference. Unfortunately, I do not have the enough time to further explore and to research on it. It appears to be a very appropriate technique for meeting the urgent management needs of many Government agencies, such as their need to comply with the requirements. This concept was developed by Kaplan and Norton (1992) at Harvard Business School. It is a framework that translates an organisation’s strategy into a coherent set of initiatives and performance measures.
我在搜索研究材料和参考资料时遇到了一些有趣的信息，比如平衡记分卡。不幸的是，我没有足够的时间来进一步探索和研究它。这似乎是一种非常适合满足许多政府机构的紧急管理需求的技术，例如它们需要遵守要求。这个概念是由哈佛商学院的Kaplan和Norton（1992）提出的。这是一个将组织战略转化为一套连贯的举措和绩效衡量标准的框架。
Adapted from The Balanced Scorecardby Kaplan &Norton
改编自Kaplan&Norton的平衡记分卡
A Balanced Scorecard Example
平衡记分卡示例
However, this need should not blind managers to other, perhaps even more pressing goals of their organization that may require a different approach.
然而，这种需求不应使管理者忽视组织中其他可能更紧迫的目标，这些目标可能需要不同的方法。
Limitations of Study 研究的局限性
Time is a deciding factor. As this study involves in a lot of human relationships, work relationships, certain research need time to generate better concrete results. A major limitation of this analysis is the reliability and validity of the operational measures used for the control constructs. Some individual measures did not produce results that are consistent with my propositions. Additionally, I did not manage to confirm that the groups of measures that used coalesce as factors that represent composite dimensions of the four forms of control. Reliance was placed on face validity; further validity tests are necessary to test the construct and content validity of the measures.
时间是一个决定性因素。由于这项研究涉及许多人际关系、工作关系，某些研究需要时间才能产生更好的具体结果。该分析的一个主要局限性是用于控制结构的操作措施的可靠性和有效性。有些个别措施没有产生与我的主张相一致的结果。此外，我没有设法证实，使用联合作为代表四种控制形式的综合维度的因素的措施组。依赖于表面有效性；需要进一步的有效性检验来检验测量的结构和内容的有效性。
Directions for Future Research 未来研究方向
Future research on managers’ attempts to balance control in organizations will revolve around three general issues. First, researchers should examine the composition of various combinations of trust-building and task control activities. Second, researchers need to develop a much clearer understanding of what leads managers to promote various forms of control approach both jointly and independently. Third, researchers need to focus more effort on understanding the relationships between various types of task controls activities. Future research should begin by examining how managers conceptualize task controls.
未来关于管理者试图平衡组织控制的研究将围绕三个一般问题展开。首先，研究人员应该检查建立信任和任务控制活动的各种组合的组成。其次，研究人员需要更清楚地了解是什么导致管理者共同和独立地推广各种形式的控制方法。第三，研究人员需要把更多的精力放在理解各种类型的任务控制活动之间的关系上。未来的研究应该从研究管理者如何将任务控制概念化开始。
Future investigations are needed on how managers use combinations of these activities to accomplish various types of goals and respond to a range of contextual factors. To date, our analysis leaves unanswered the question asked earlier: Are there control combinations that best fit particular types of transitions? Answering this question requires further research on the combinations of management controls that other businesses or industries adopt to achieve successful transitions. Researchers would require to follow up on the research and testing of the balance scorecard for organizations over a period of time to justify its validity.
未来需要研究管理者如何利用这些活动的组合来实现各种类型的目标，并对一系列背景因素做出反应。到目前为止，我们的分析没有回答之前提出的问题：是否有最适合特定类型转换的控制组合？要回答这个问题，就需要进一步研究其他企业或行业为实现成功转型而采用的管理控制组合。研究人员将要求在一段时间内跟进组织平衡记分卡的研究和测试，以证明其有效性。
Through this study, I will broaden my understanding regarding the independent roles of control in the workplace as well as the effects produced when they combined and integrated by managers.
通过这项研究，我将拓宽我对控制在工作场所的独立作用以及管理者将其结合和整合所产生的影响的理解。
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