Controlling Practices at Different Companies

Management control
Name
Institution
Course
Instructor
Date
The executive developed an aggressive communication style that was full of intimidation. Thus, it created a hostile culture in the company. Consequently, the firm's leaders were unwittingly bringing about the company's unfortunate demise since they failed to maintain an open connection and trust with the workforce. Employees who spoke up to criticize some of the policies and choices made by the organization's executives were either ignored or terminated when they did so. The leadership of Enron was more concerned about furthering itself financially than meeting the expectations of its employees and customers. This disregard for ethical principles showed that the company's leadership had no common goal other than increasing money with its workforce. The executives at Enron demanded absolute control over the organization's entire operations. The executives ensured that only employees who followed their ways of doing things remained in the company, and anyone who questioned the dealings of the top managers was fired. Skilling only hired people who he considered were like himself. For example, Andy Fastow, who later became the CFO, usually yelled at and cursed junior employees just to get things done. Thus, many employees resigned because they could not work in such a hostile environment. Similarly, greedy and incompetent leaders like Andy Fastow promoted malpractices that led to the company's bankruptcy.
Foxconn adopted simple control where the top management controlled and ordered employees to work according to the orders. The supervisory was not friendly; managers yelled and threw insults at the employees to ensure the work was done. This led to increased employee turnover. Therefore, the company could reduce the effects of reduced job satisfaction and absenteeism by providing good employee pay, including overtime charges. From the case study, the employees were underpaid and harassed by the manager. They were overworked and lay on floors to rest from fatigue. Also, Foxconn can transition into what is known as a "post-bureaucracy," characterized by shared responsibilities, trust between management and employees, and worker empowerment. The concept of "post-bureaucracy" refers to replacing regulations with agreement and discussion based on personal influence.
Because the restroom is a private location for workers of either gender, most office buildings do not have closed-circuit televisions (CCTVs) installed in such sections. Managers and team leaders often argue that employees waste their time going to the restroom on breaks. It is impossible to prevent employees from going to the bathroom, and it is not uncommon for workers to leave their stations to go to the bathroom. Even though there is no concrete evidence that employees are abusing bathroom break...