Definition

Controlling: Having the power to control how something is managed or done. Monitoring performance and making necessary changes in a timely manner. (Britannica, n.d.)(Konopaske)

Summary

The articles I research are Controlling management to deliver diversity and inclusion: Prospects/limits and Psychological safety and learning behavior in work teams. This study research shows how great control through needed training programs, different goals, and culture monitoring can push managers by taking the correct steps to help their organization do better. There are multiple plans to help leaders and top management to identify the differences and similarities in their attitudes and preferences to help identify their attitudes towards discrimination and focused at changing and controlling the actions of individual managers who vary in their preference to accept and create change as advised by Brief & Barsky (Brief & Barsky, 2000). The research was made by interviewing different senior managers, executives, and board members in an organization. This research was separated by 2 phases which on the 1st phase, themes of control strongly influenced the analysis, managers were showing a state of control and showed confidence about their leadership. On the 2^nd phase multiple problems popped up that indicated due to conict and other experiences about control issues. (Lincoln, 1985). This helps by creating on agency problems and examining the results of interviews with executives and senior managers. In several research, the study shows how top management in many organizations have tried to fill the gaps by controlling managers and obviously this makes top leaders not do their work correctly by feeling controlled and pressure. Sometimes these organizations can use of three control techniques, like required diversity education, diversity goals, and diversity monitoring, this can indicate a major problem or error that can make up for the limited research. A major element that began in the Proserv study was the different degrees of leadership engagement for proposed changes that were created to help them manage their preconceptions, which is similar with planning spacing study (e.g., Kirton et al., 2016). While some managers showed a flexibility to change, others showed indifference and some even showed symptoms of rejection to the programs, this is one of the major reasons why some companies do not have any program trainings because they feel like the training do not make a change in their organizations but a few of the reasons why there is no change is because of most leader's way of thinking or attitudes towards training. The problem is that senior managers are not being trusted to achieve on key planning, which many employees seek inner interests. (Kirton, 2016). They also found that management organization can be used at every level of control: diversity training that is needed is used to adjust attitudes, but compliance with the training does not mean that managers have received the messages. To push pro-diversity behavior change, they must present it to employees and act which sometimes managers share doubts about the success of planning and delivery. The focus of many managers being examined or monitored help decide whether monitoring controls are working, including those enforced through collecting information. Sometimes attempts to control and guide top managers actions in the direction of pro-diversity and equality goals can be limited, refused, and damaged. This is not just about controlling but knowing how to guide as a leader or high command. Many times, leaders believe that being in charge of a high command is only to send and give orders, but a good leader is not only to order but to teach, guide, and accept that he also needs wisdom and understanding.

Mike Noon

School of Business and Management, Queen Mary University of London, London, UK

Discussion

There are similarities and contrast on both of the articles Controlling management to deliver diversity and inclusion: Prospects/limits and Psychological safety and learning behavior in work teams. I found a similarity on both articles which both researchers created a study survey method in different stages to show diversity in team style, they performed interviews and observation involving eight teams, which in the other article was among 8 individuals as managers, executives, and board members. They both created and used surveys with a list of questions as well as a formal interviewing tool to gather information from each. And last they did the interviews and observations based on survey responses indicating their level of learning behavior. The contrast on the articles I research is that in one the leaders do not know how to come together and go through a training process, they have doubts about the many training programs, some reject it, and some others have expressed that they do not have the time to go through training. While the other work together in teams by seeking feedback, sharing information, asking for help, and address errors to work in their company. For these teams the importance of trust in groups and organizations help their expectations and future actions which will be favorable to their own interests. When working together to learn about their customer's needs, this improves their work productivity and find it easier when a problem arises. Therefore, there are many companies that do not put so much input or effort to understand their employees or to help them by adding or creating trainings to help their organization itself. A good organization always must have a good leader to lead the company to success, an excellent leader is willing to learn and teach at the same time to improve himself as an employee but also that his employees improve. A leader is not about demanding and controlling but also listening and being humble, they say that humility is what leads the human being to success.

References

Bible: King James Version, King James Version (KJV) - Version Information - BibleGateway.com

Kirton, G.,Robertson, M., &Avdelidou-Fischer, N.(2016).Valuing and value in diversity: The policy-implementation gap in an IT firm.Human Resource Management Journal,26(3),321-336.

Kulik, C.(2014).Working below and above the line: The research-practice gap in diversity management.Human Resource Management Journal,24(2),129-144.\

Mike Noon: School of Business and Management, Queen Mary University of London, London, UK

Robert Konopaske: Mcoy College of Business, Texas State University, Snell, Scott, 1958

Tomas S. Bateman: McIntire School of Commerce, University of Virginia, Snell, Scott, 1958

can I get a brief explanation of this