Personal control is maintained by direct supervision and personal interaction with subordinates.

Personal control entails ensuring that individuals and units act in a way that is compatible with
the organization's objectives through personal inspection and direct supervision. Control by a
standardized system of written rules and procedures is known as bureaucratic control.
Bureaucratic control strategies depend on defining bureaucratic standards to prescribe what
individuals and units should and cannot do as a control technique. If workers try to get around
rules, they believe are unfair, bureaucratic standards may have unintended consequences.
The focus of output control in an organization is on measurable outcomes. The number of hits a
website gets per day, the number of microwave ovens an assembly line generates per week, and
the number of cars a car salesperson sells per month are all examples from the business world.
Market controls include establishing an internal market for valuable resources such as capital to
regulate the actions of individuals and units within an organization. Market controls are most
common in diversified companies organized into product divisions, where the head office can
serve as an internal investment bank, allocating capital funds between competing claims of
various product divisions based on an evaluation of their probable future success. Price
competition is used to measure production in market control. Managers evaluate their
organization's efficiency by comparing revenues and costs.
When workers at the same organizational level or in the same area exert lateral influence over
their subordinates, this is known as peer control. Peer control is common in businesses, but it's
not well known. Peer control eliminates the need for direct leadership of a team and can help
organizations shift toward a flatter management hierarchy when it is well-functioning.
ORGANIZATIONAL CULTURE is a collection of beliefs, values, and norms, as well as
symbols such as dramatized events and personalities, that represents an organization's unique
character and sets the stage for action within and by it. It is a highly descriptive concept that is
neither evaluative nor feeling centered, like job satisfaction. The values, norms, and assumptions
that an organization's workers share is referred to as organizational culture. Values are beliefs or
common assumptions about what is good, right, and desirable in a community. And norms are
social rules and guidelines that specify how people should behave in specific circumstances. We
mean abstract concepts about what a community considers to be healthy, right, and desirable
when we say values. To put it another way, values are common beliefs about how things should
be. By norms, we mean social rules and guidelines that specify how people should act in specific
circumstances. The most successful businesses share a common denominator: a strong culture.
All have agreed on cultural priorities at the top, and those values focus not on individuals but on
the organization and its goals.