Four Step Control Process

First, the bureaucratic control system can be defined as the situation where the management of certain organization controls the worker’s output by providing incentives and sometimes punishment. Moreover, it ensures that the performance of the worker meets the target set by the management and the defined agenda of the company (Gaspar, Arreola-Risa, Bierman, Hise, & Kolari, 2013). The rules are dictated by the directors who are above in the chain of command. The following are the four steps that Lei can apply so that she could address the problem of misreporting hours. They include the following setting performance standards, measuring performance, comparing performance against the standards, and lastly, he could correct problems and reign force success (Bateman, & Snell, 2009).

Setting performance standards: it is the first step, and for an organization to get the desired results, they are required to implement the goals or standards they set. However, the organization’s standards are certain levels of performance that all employees are required to attain or achieve. Similarly, the goals may include satisfying the workers and customers, profit making, technology and various operating activities. According to the context, Lei is required to provide his employees with updates on the new standards they should expect. Also, he should caution them on the consequences if they fail to comply. The employees who would not follow the rules will face the disciplinary actions.

Measuring performance: It is the second step in the bureaucratic control process. However, it entails the management measuring the performance of the processes and standards that each and every employee in the organization uses. For this case, Lei will have to measure the employee’s performance through using written or oral report and personal observation. The final information from the performance that had been obtained would be compared with the new standards so that Lei can figure out the discrepancy. The discrepancy would be found the same way she figured out unearned hours in the records being reported by the person concerned as hours worked.

Comparing performance with the standards: Lei will have to compare the new standards with processes the employees are using at the moment. Therefore, Lei will scrutinize and determine the number of correction papers for timekeeping that had been put on file. Also, she will have to assess the days her employees were absent, the amount sold during a given period and what was earned. Lastly, she will look at anything helpful and will help her to determine the truth. However, the allegation was that the employees are deliberately adding some hours in the employee handbook, and they have not worked a single of the added hours.

Correct problems and reinforce success: It is the last step, and Lei can decide to take if the need arises. Precisely, in a situation when one or some of the employees provide an improved sales return or profit, then it would be ideal if Lei recognizes their achievement. However, any slight mistake of faking time will result in Lei taking disciplinary action against them. Additionally, the revised handbook of the organization should clearly state the rules and regulations that all employees should follow. For the case of Lei and the company, the revised handbook encompasses the proper corrective actions for the management. On the other hand, in a situation when the issue had not been highlighted in the handbook, then it would be good if the management would add. It would help the organization to control and avoid further cases.



Bateman, T. S., & Snell, S. (2009). Management: Leading & collaborating in a competitive world. Boston: McGraw-Hill Irwin.

Gaspar, J., Arreola-Risa, A., Bierman, L., Hise, R., & Kolari, J. (2013).Introduction to Global Business: Understanding the International Environment & Global Business Functions. Cengage Learning.

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