Control is the last pillar of the planning, organizing, leading, and controlling (POLC)framework.

Control is the last pillar of the planning, organizing, leading, and controlling (POLC)
framework. The main aim of the control function to manage an organization is to detect
fundamental errors and take the respective corrective actions. The main objective is to reduce the
deviation from the set standards and ensure that the organization’s set goal is effectively and
efficiently achieved. Some of the processes present in the control functions include the
recording, transmission, and interpretation of information and data. All the control processes in
an organization start as a data processing procedure (Bibarsov, Khokholova, and Okladnikova,
2017). Thus, the level of success of the various operations in an organization largely depends on
the level of effectiveness and efficiency of the controlling procedures taking place in the
organization. The function’s primary goal is to ensure the business is in a position to future its
aims and activities. However, there are other functions in the management of an organization.
Some of the features include the principal role, human resource management, and organizing
capacity. The natural aims to develop measures and assess outcomes against plans and standards
that can be used to improve the effectiveness of operations for Sleek Motors.
In a business setting, control refers to the various processes and procedures that are used
in the regulation and protection of an organization. Power is a part of the four pillars of the
managerial function. The other three components are planning, organizing, and leading. The best
example of a control function in an organization is the financial policies set to provide direction
and course of action for the activities taking place in an organization. Control encompasses
various planning processes that are strategic and aim at making the operations in an organization
consistent with the set goals and objectives (Giannakopoulou, Thalassinos and Stamatopoulos,
2016). Sleek motors need to be concerned with the electric car results due to the existence of

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high demand in the current market. The high demand implies that they can create control
measures that can make them penetrate the already existing market and gain a competitive
advantage. Equally, Sleek motors need to be concerned due to the existence of the high
manufacturing and utilization rate. Such imply that the company is in a position to put control
measures that can improve the quality of products that they are manufacturing. Equally, they can
be in a position to utilize the readily available resources.
The yield of rate and the rate of utilization presented are viable and reasonable due to the
available marketing strategy. The manufacturing cost for Kansas City Branch is higher than the
rest. Such is mainly due to the geographical location of the branch. Kansas’ geographical location
is on an urban set up making is to gain a competitive advantage than the other departments. An
urban set up provides the best market for the automobile products and services that Kansas will e
offering. However, all the different departments equally have a role in the company’s business
operations as they have a high yield. The yield of the other branches is above 95%. Such is an
indication that the companies are making a considerable contribution to the overall success and
effectiveness in the level of operation of the company at large. For instance, Fort Wayne yield is
99% while that of Georgetown, Koenigsegg, and Lingotto is 97%, 96.50%, and 95.15%. The
market is volatile, and there are several deviations on the standards that are taking place.
However, the metric yield representation is above the standard 95%. The amount indicates that
the company is not worse off in its level of operations and control.
From my point of view, there is a need to apply more changes to the standards. However,
the differences depend on demand, and we are not in a position to take a side or make a decision.
But the most appropriate and effective way to apply is to increase and boost the branches’ sales
by making the staff in the offices be a part of the change. Equally, it is possible to provide more

MEASURES AND OUTCOMES 4
training to the existing team to a point where they will be able to offer training to the new staff.
The strategy will be valuable in enhancing the production time.
It is possible to carry out a training program where the individual offering the training
will create different coaching schedules. The schedules will assist both the staff and the
management of the organization to better understand the current matters taking place in all the
available branches for the company (Havlíček, Thalassinos, and Berezkinova, 2013). The central
concept and concern for the managers and staff will be on the behavior of the consumers of their
products. When a trainer that has specialized is appointed, they will be in a position to provide an
estimation of the amount of training required for each of the staff members. The process will be
useful in the production and maximized standards of operations. When the behavior of the
customers is analyzed, the Board of Directors of the organization will concentrate more on the
expansion by creating a promotion for the Senior level workers and assisting in the reduction
of the attrition level.

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References

Bibarsov, R.K., Khokholova, I.G., Okladnikova, R.D. (2017). Conceptual Basics and Mechanism
of Innovation Project Management. European Research Studies Journal, 20(2B), 224-
235.
Giannakopoulou, N.E., Thalassinos, I.E. and Stamatopoulos, V.T. (2016). Corporate governance
in shipping: An overview. Maritime Policy and Management, 43(1), 1938.
Havlíček, K., Thalassinos. I.E. and Berezkinova, L. (2013). Innovation Management and
Controlling in SMEs. European Research Studies Journal, 16(4), 57-70, Special Issue on
SMEs.