The term 'control' has gotten a bad reputation in management circles, in recent years. Instead, the preferred terms are coordination or cooperation. However, "regardless of the negative connotation of the word 'control'" within any complex organization, some form of control process must exist "or there is no organization at all" (McNamara, 1997). The first concern for a manager is setting goals. Identifying goals require some form of planning, informal or formal. Then, there must be a plan to reach the designated goal, which means creating a strategy. Then, communication and coordination of organization must be marshaled implement the strategy (McNamara, 1997).
             Control can exist in various forms to facilitate realizing organizational goals. One form of control is gathering information, which can be valuable, but some sense must be made of the data, such as financial reports or performance reviews. "Once the organization has establish goals and associated strategies (or ways to reach the goals), funds are set aside for the resources and labor to the accomplish goals and tasks. As the money is spent, statements are changed to reflect what was spent, how it was spent and what it obtained" (McNamara, 1997). Another control strategy for management is delegation. The more complex the organization, the more delegation is needed. "Delegation is an approach to get things done, in conjunction with other employees," to achieve a strategy (McNamara, 1997). Delegation ideally deploys different individual strengths of the persons involved in the organization, although it can result in a diffusion of focus.
             To determine whether a strategy worked, evaluations must take place, "carefully collecting and analyzing information in order to make decisions. There are many types of evaluations in organizations, for example, evaluation of marketing efforts, evaluation of employee p...