One of the things to note about control management is the fact that in a bid to enhance organisational performance, researchers and scholars have developed different management control systems that firms can rely upon to exploit the potential of their employees and as such, achieve their performance objectives. Note that these control management systems play a critical role in distributing power in organisations, thus allowing the management to gain control over their employees in one way or the other. According to Sisaye (2005), there are three main types of management control system namely normative, coercive and utilitarian. To begin with, Sisaye (2005) observes that normative power and control entails the use of prestige symbols, rituals and norms, and symbolic rewards to cultivate positive response from employees in organisations. For instance, a manager who uses normative control can allow employees under him to participate in the decision-making processes as a way to empower them and encourage them to own up the processes that happen in their department. By doing this, such employees are likely to express a high level of responsibility towards their work.
关于控制管理，需要注意的一点是，为了提高组织绩效，研究人员和学者开发了不同的管理控制系统，企业可以依靠这些系统开发员工的潜力，从而实现绩效目标。请注意，这些控制管理系统在组织中分配权力方面发挥着关键作用，从而允许管理层以某种方式控制其员工。根据Sisaye（2005），管理控制系统主要有三种类型，即规范性、强制性和功利性。首先，Sisaye（2005）观察到规范性权力和控制需要使用威望符号、仪式和规范以及象征性奖励来培养组织中员工的积极反应。例如，使用规范控制的管理者可以允许其下属的员工参与决策过程，以此增强他们的能力，并鼓励他们承认在其部门发生的过程。通过这样做，这些员工可能会对自己的工作表现出高度的责任感。
Apart from normative control, another form of management control system that is used in some organisations is remunerative power and control. In reference to Sisaye (2005), remunerative power and control relies upon material elements such as commissions, salaries and wages, working conditions, allowances, and fringe benefits among others to control employees. In this case, these material benefits are tied to elements such as performance levels and as such, employees seek to satisfy the requirements of the employer in return, he or she is accorded these benefits. With this mind, the management control employees through provide promises that when they achieve certain performance levels, they will be accorded certain benefits. For example, car dealers and insurance companies accord their salespersons certain benefits when they achieve certain number of sales.
除了规范性控制外，在一些组织中使用的另一种形式的管理控制系统是有报酬的权力和控制。关于Sisaye（2005年），薪酬权力和控制依赖于诸如佣金、工资、工作条件、津贴和附带福利等物质要素来控制员工。在这种情况下，这些物质福利与绩效水平等要素相关联，因此，雇员寻求满足雇主的要求，作为回报，他或她获得这些福利。基于这一理念，管理层通过提供承诺来控制员工，当他们达到一定的绩效水平时，他们将获得一定的福利。例如，汽车经销商和保险公司在销售人员完成一定数量的销售时，会给予他们一定的利益。
In addition to these, Sisaye (2005) identifies coercive power and control as another control system that the management in some organisations rely upon to control the behaviour of their employees. The organisations that rely on this form of control rely on physical sanctions and threats as a way to encourage their employees to comply with their requirements. This is affirmed by Singh (2009) who reiterates that coercive form of control achieves its success through eliciting fear among the target group. In this regard, Singh (2009) argues that whenever employees fear that they can be deprived of something if they fail to comply, they are likely to ensure their behaviour reflect the desired behaviour in the organisation in question. For example, when employees have fear that when they come to work late they would either be demoted or sacked, they are likely to respond to such form of control by adhering to its regulations.
除此之外，Sisaye（2005）还将强制权力和控制确定为另一种控制系统，一些组织的管理层依靠该系统来控制其员工的行为。依靠这种形式控制的组织依靠人身制裁和威胁来鼓励其员工遵守其要求。Singh（2009）重申了这一点，他重申强制控制形式通过在目标群体中引发恐惧而取得成功。在这方面，Singh（2009）认为，当员工担心如果他们不遵守，他们可能会被剥夺某些东西时，他们很可能会确保自己的行为反映出相关组织所期望的行为。例如，当员工担心上班迟到会被降级或解雇时，他们可能会通过遵守其规定来应对这种形式的控制。