What is the relationship between control and resistance in organisations? Use relevant theoretical approaches and illustrative examples in your answer.
组织中的控制和抵抗之间的关系是什么？在回答中使用相关的理论方法和示例。
Introduction 介绍
The management of organisations across the globe play a critical role in defining their success in the fast changing environment. In particular, the management focuses on controlling the behaviour of different groups of people within organisations with the aim of influencing behaviour that contribute to better performance levels. To achieve this, the management relies on management control. Over the years, researchers and scholars have developed different management control approaches to enhance how they influence people’s behaviour within their domains to guarantee high performance levels. In their analysis, Bedford, Malmi and Sandelin (2016) argue that through adopting an appropriate management control, organisations are able to align individual and group behaviour towards intended objectives. Despite the role that control play in organisations, there is a need to observe that employees often resist any form of control, thus undermining the effectiveness of different management control practices. Speaking from this perspective, this paper explores the relationship between control and resistance in organisations using different theoretical approaches and illustrative examples. The paper will first look at management control in organisation, and then employee resistance before looking at how the two relate with each other.
在快速变化的环境中，全球各组织的管理在决定其成功与否方面发挥着关键作用。特别是，管理层侧重于控制组织内不同人群的行为，目的是影响有助于提高绩效水平的行为。为了实现这一目标，管理层依赖于管理控制。多年来，研究人员和学者开发了不同的管理控制方法，以增强其在各自领域内影响人们行为的方式，从而确保高绩效水平。在他们的分析中，Bedford、Malmi和Sandelin（2016）认为，通过采取适当的管理控制，组织能够使个人和群体行为与预期目标保持一致。尽管控制在组织中发挥着重要作用，但需要注意的是，员工往往抵制任何形式的控制，从而破坏了不同管理控制实践的有效性。从这一角度出发，本文运用不同的理论方法和例证探讨了组织中控制与阻力之间的关系。本文将首先研究组织中的管理控制，然后是员工阻力，然后再研究两者之间的关系。
Management control in organisations 组织中的管理控制
To begin with, researchers and scholars define management control as the process of managing organisations and enabling them to develop viable patterns of activities in a changing environment (Berry, Broadbent and Otley 2018). According to Lebas and Weigenstein (1986), management control entails the process through which organisations guarantee that is sub-units act in a cooperative and coordinated way and as such, provide a platform for obtaining and optimally using resources, thus creating an avenue for the organisation in question to achieve its goals. In this regards, management control focuses on encouragement certain behaviour of different organisational participant in order to ensure that such behaviour support the goals and objectives of the organisation in question. For instance, to improve punctuality as well as reduce absenteeism without permission, the management may opt to introduce biometric scanners that allow employees to check in and check out when entering and leaving the organisation’s premises. Notably, through the use of such control measures, employees are forced to come to work early and regularly to ensure that they do not received negative score on their attendance and punctuality score. In this regard, there is a perception that such measures help employers to receive employee service that is equivalent to what they are paying as wages and salaries. This is particularly the case considering the fact that management control focuses on making certain actions and behaviours desirable and likely to occur within the organisation.
首先，研究人员和学者将管理控制定义为管理组织并使其能够在不断变化的环境中发展可行的活动模式的过程（Berry、Broadbent和Otley，2018）。根据Lebas和Weigenstein（1986）的观点，管理控制需要一个过程，通过这个过程，组织保证is子单位以合作和协调的方式行动，从而为获取和优化使用资源提供一个平台，从而为相关组织实现其目标创造一条途径。在这方面，管理控制侧重于鼓励不同组织参与者的某些行为，以确保此类行为支持相关组织的目标。例如，为了提高守时性和减少未经许可的旷工，管理层可能会选择引入生物识别扫描仪，允许员工在进出组织场所时进行登记和结账。值得注意的是，通过使用此类控制措施，员工被迫提前和定期上班，以确保他们的出勤率和准时性得分不会出现负值。在这方面，有一种看法认为，这些措施有助于雇主获得与其支付的工资和薪金相等的雇员服务。考虑到管理控制的重点是使某些行动和行为在组织内可取并可能发生，这种情况尤其如此。