Command and Control Perspective - Revision history

Flc at 02:28, 16 September 2025

2025-09-16T02:28:28Z

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	[[File:Command_And_Control.png\|right\|~~600px~~]]		[[File:Command_And_Control.png\|right\|450px]]
	=Introduction=		=Introduction=
	The traditional, historical, and often implicit understanding of an organization’s performance is that it functions like a machine, with its performance measured by efficiency, predictability, and control. This article reviews some aspects of this traditional vision and the evolution of management control systems that came along.		The traditional, historical, and often implicit understanding of an organization’s performance is that it functions like a machine, with its performance measured by efficiency, predictability, and control. This article reviews some aspects of this traditional vision and the evolution of management control systems that came along.

Flc: /* Human Limiting Factor */

2025-09-16T00:09:37Z

Human Limiting Factor

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	=Human Limiting Factor=		=Human Limiting Factor=
	~~Human Limiting Factor~~		Despite being challenged by the era of knowledge workers, the traditional command and control model continues to be valid in many situations. That’s the case, for instance, for large military and administrative structures, repetitive tasks in predictable environments, or when decision-making and execution by a team need to happen fast under a leader’s command, such as SWAT teams in both business and the military, or in crisis and emergency situations.
	~~Challenged~~ by the era of knowledge workers, the traditional command and control model continues to be valid in many situations. That’s the case, for instance, for large military and administrative structures, repetitive tasks in predictable environments, or when decision-making and execution by a team need to happen fast under a leader’s command, such as SWAT teams in both business and the military.

	The traditional management control system applies to work being subcontracted or executed remotely by another entity, which itself may apply a different system. ~~In all cases, although~~ not directly accounted for by the ~~management control~~ system, the human factor is expected to be managed professionally, according to the company's norms, values~~, and culture, norms~~ that ~~also~~ vary from industry to industry and country to country.		The traditional management control system applies to work being subcontracted or executed remotely by another entity, which itself may apply a different system. Although not directly accounted for by the company's system, the human factor of the subcontractor is generally expected to be managed professionally, according to the company's norms and values; values that vary from industry to industry and country to country.

	How do people feel about and are productive in a command-and-control system while being in charge as a manager or as a team member? This question can be answered by knowing their adaptive profile and the profile of their job, as we measure them at GRI. For knowledge workers, this system will most often cause inefficiency and disengagement.		How do people feel about and are productive in a command-and-control system while being in charge as a manager or as a team member? This question can be answered by knowing their adaptive profile and the profile of their job, as we measure them at GRI. For knowledge workers, this system will most often cause inefficiency and disengagement.

Flc at 05:57, 15 September 2025

2025-09-15T05:57:31Z

← Older revision		Revision as of 05:57, 15 September 2025
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	[[File:~~Performance_Cybernetic~~.png\|right\|600px]]		[[File:Command_And_Control.png\|right\|600px]]
	=Introduction=		=Introduction=
	The traditional, historical, and often implicit understanding of an organization’s performance is that it functions like a machine, with its performance measured by efficiency, predictability, and control. This article reviews some aspects of this traditional vision and the evolution of management control systems that came along.		The traditional, historical, and often implicit understanding of an organization’s performance is that it functions like a machine, with its performance measured by efficiency, predictability, and control. This article reviews some aspects of this traditional vision and the evolution of management control systems that came along.

Flc: /* Human Limiting Factor */

2025-09-14T03:44:54Z

Human Limiting Factor

← Older revision		Revision as of 03:44, 14 September 2025
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	The traditional management control system applies to work being subcontracted or executed remotely by another entity, which itself may apply a different system. In all cases, although not directly accounted for by the management control system, the human factor is expected to be managed professionally, according to the company's norms, values, and culture, norms that also vary from industry to industry and country to country.		The traditional management control system applies to work being subcontracted or executed remotely by another entity, which itself may apply a different system. In all cases, although not directly accounted for by the management control system, the human factor is expected to be managed professionally, according to the company's norms, values, and culture, norms that also vary from industry to industry and country to country.

	How do people feel about and are productive in a command-and-control system while in charge as a manager or as a team member? This question can be answered by knowing their adaptive profile and the profile of their job, as we measure them at GRI. For knowledge workers, this system will most often cause inefficiency and disengagement.		How do people feel about and are productive in a command-and-control system while being in charge as a manager or as a team member? This question can be answered by knowing their adaptive profile and the profile of their job, as we measure them at GRI. For knowledge workers, this system will most often cause inefficiency and disengagement.

	Paternalism, which emerged during the same period as the scientific management control systems, and whose principles revolve around a patriarchal, family-like, hierarchical structure, is still present in our days. If valid, including for moral and ethical reasons, it would equally benefit from a better understanding of how people function in a command-and-control system.		Paternalism, which emerged during the same period as the scientific management control systems, and whose principles revolve around a patriarchal, family-like, hierarchical structure, is still present in our days. If valid, including for moral and ethical reasons, it would equally benefit from a better understanding of how people function in a command-and-control system.

Flc: /* Generalities */

2025-09-14T01:13:26Z

Generalities

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	With the original top-down, command-and-control vision, management's role is to optimize an organization’s individual parts and processes to produce a specific, measurable output. The origin of management control goes back to the beginning of time.		With the original top-down, command-and-control vision, management's role is to optimize an organization’s individual parts and processes to produce a specific, measurable output. The origin of management control goes back to the beginning of time.

	The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>See more about the [[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>See more about the [[Holistic_Perspective\|holistic model here]]</ref> models that emerged subsequently in the 1950s and 1990s.		The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>See more about the [[Cybernetic_Perspective\|cybernetic model here.]]</ref> and holistic <ref>See more about the [[Holistic_Perspective\|holistic model here.]]</ref> models that emerged subsequently in the 1950s and 1990s.

	=Management Control Basics=		=Management Control Basics=

Flc: /* Generalities */

2025-09-14T01:13:04Z

Generalities

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	With the original top-down, command-and-control vision, management's role is to optimize an organization’s individual parts and processes to produce a specific, measurable output. The origin of management control goes back to the beginning of time.		With the original top-down, command-and-control vision, management's role is to optimize an organization’s individual parts and processes to produce a specific, measurable output. The origin of management control goes back to the beginning of time.

	The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>[[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>[[Holistic_Perspective\|holistic model here]]</ref> models that emerged subsequently in the 1950s and 1990s.		The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>See more about the [[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>See more about the [[Holistic_Perspective\|holistic model here]]</ref> models that emerged subsequently in the 1950s and 1990s.

	=Management Control Basics=		=Management Control Basics=

Flc: /* Generalities */

2025-09-14T01:10:16Z

Generalities

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	With the original top-down, command-and-control vision, management's role is to optimize an organization’s individual parts and processes to produce a specific, measurable output. The origin of management control goes back to the beginning of time.		With the original top-down, command-and-control vision, management's role is to optimize an organization’s individual parts and processes to produce a specific, measurable output. The origin of management control goes back to the beginning of time.

	The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>[[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>[[Holistic_Perspective\|holistic model here]]</ref> models that subsequently ~~emerged at the turn of~~ the ~~21st century~~.		The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>[[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>[[Holistic_Perspective\|holistic model here]]</ref> models that emerged subsequently in the 1950s and 1990s.

	=Management Control Basics=		=Management Control Basics=

Flc: /* Human Limiting Factor */

2025-09-14T01:08:30Z

Human Limiting Factor

← Older revision		Revision as of 01:08, 14 September 2025
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	How do people feel about and are productive in a command-and-control system while in charge as a manager or as a team member? This question can be answered by knowing their adaptive profile and the profile of their job, as we measure them at GRI. For knowledge workers, this system will most often cause inefficiency and disengagement.		How do people feel about and are productive in a command-and-control system while in charge as a manager or as a team member? This question can be answered by knowing their adaptive profile and the profile of their job, as we measure them at GRI. For knowledge workers, this system will most often cause inefficiency and disengagement.

	Paternalism which emerged during the same period as the scientific management control systems, and ~~which~~ principles revolve around a patriarchal, family-like, hierarchical structure, is still present in our days. If valid, including for moral and ethical reasons, it would equally benefit from a better understanding of how people function in a command and control system.		Paternalism, which emerged during the same period as the scientific management control systems, and whose principles revolve around a patriarchal, family-like, hierarchical structure, is still present in our days. If valid, including for moral and ethical reasons, it would equally benefit from a better understanding of how people function in a command-and-control system.

	=References=		=References=

Flc: /* Generalities */

2025-09-14T01:07:21Z

Generalities

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	=Generalities=		=Generalities=
	With the original top-down, command and control vision, ~~the~~ role ~~of management~~ is to optimize an organization’s individual parts and processes ~~in order~~ to produce a specific, measurable output. The origin of management control ~~came hand in hand with this vision, which~~ goes back to the beginning of time~~. It has evolved along with the understanding of how people work, learn, deliver, and react to the output expected from them~~.		With the original top-down, command-and-control vision, management's role is to optimize an organization’s individual parts and processes to produce a specific, measurable output. The origin of management control goes back to the beginning of time.

	The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>[[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>[[Holistic_Perspective\|holistic model here]]</ref> models that subsequently emerged at the turn of the 21st century.		The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>[[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>[[Holistic_Perspective\|holistic model here]]</ref> models that subsequently emerged at the turn of the 21st century.

Flc: /* Generalities */

2025-09-14T01:04:39Z

Generalities

← Older revision		Revision as of 01:04, 14 September 2025
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	The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>[[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>[[Holistic_Perspective\|holistic model here]]</ref> models that subsequently emerged at the turn of the 21st century.		The foundations of traditional management control accelerated in the 18th century through the Industrial Revolution and became scientific at the end of the 19th century and beginning of the 20th century, with, among others, the work of Frederick W. Taylor, Henry L. Gantt, and Henri Fayol. Management control of that period can be seen as the foundation for the other cybernetic<ref>[[Cybernetic_Perspective\|cybernetic model here]]</ref> and holistic <ref>[[Holistic_Perspective\|holistic model here]]</ref> models that subsequently emerged at the turn of the 21st century.

			=Management Control Basics=
	Management control, sometimes called "management audit," "management accounting," "managerial control," or simply “management,” depending on the context, has focused on:		Management control, sometimes called "management audit," "management accounting," "managerial control," or simply “management,” depending on the context, has focused on:
	* '''Strategic Planning''' for improving the decision-making process through planning and coordination. Planning is about setting strategic and performance goals, monitoring the quality and variety of resources. Coordination is about integrating disparate elements to achieve goals.		* '''Strategic Planning''' for improving the decision-making process through planning and coordination. Planning is about setting strategic and performance goals, monitoring the quality and variety of resources. Coordination is about integrating disparate elements to achieve goals.
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	It’s only progressively and more recently, since the 1990s, that the following concerns emerged and started being incorporated into management control models<ref>Simon, H. A. (1954). A formal theory of the employment relationship. Econometrica, 22(3), 293–305.<br/>Simons, R. (2000). Performance measurement and control systems for implementing strategy. Upper Saddle River, New Jersey, Prentice Hall.</ref>		It’s only progressively and more recently, since the 1990s, that the following concerns emerged and started being incorporated into management control models<ref>Simon, H. A. (1954). A formal theory of the employment relationship. Econometrica, 22(3), 293–305.<br/>Simons, R. (2000). Performance measurement and control systems for implementing strategy. Upper Saddle River, New Jersey, Prentice Hall.</ref>
	* Reporting information to managers throughout the organization that relates to their values, preferences, and what employees need to focus their attention and energy on.		* '''Reporting information to managers''' throughout the organization that relates to their values, preferences, and what employees need to focus their attention and energy on.
	* Learning and training for understanding changes in the internal and external environment, as well as the connections between their various components.		* '''Learning and training''' for understanding changes in the internal and external environment, as well as the connections between their various components.
	* External communication to disseminate information to constituents outside the organization: shareholders, analysts, suppliers, partners, customers, etc.		* '''External communication''' to disseminate information to constituents outside the organization: shareholders, analysts, suppliers, partners, customers, etc.

	Companies began to differentiate diagnostic from interactive control. While the diagnostic refers to the piloting of routines and the implementation of strategy, interactive control relates to piloting by managers, the focusing of the attention of employees, learning, and the formulation of strategy.		Companies began to differentiate diagnostic from interactive control. While the diagnostic refers to the piloting of routines and the implementation of strategy, interactive control relates to piloting by managers, the focusing of the attention of employees, learning, and the formulation of strategy.