As we noted in Chapter 1, not all aproaches to control have adopted a systems perspective. The aim of this chapter is to provide a broad outline of the work of some of the authors and researchers who have considered the problem of control using various social and organisational frameworks. Social and organisational approaches seek to locate control in their context and, therefore, in various different ways take into account the structures, the people connected to them and the environment of the organisation. The approaches give differential emphasis to the various elements. Subsequent chapters will seek to look in more depth at the impact on control of the structures of organisations and the contexts in which they exist, as well as the roles of people within them. The intention in this chapter is not to provide any prescription as to a ‘best’ way to operate systems of control, but to continue the task we began in Chapter 1, of sketching an outline of the huge diversity of approaches which have been adopted in seeking to theorise control in organisations.
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