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date: 14 October 2019

Abstract and Keywords

This article explores the reliance on cybernetic control models by managers and organizations when making decisions by investigating the desire for people to establish and maintain control. Further, it argues that applying cybernetic models of control to decision making might be inappropriate when applied to humans. Establishing control via the application of cybernetic models is illusory and can lead to a repetitive spiral of increased control. In contrast, research on leadership offers a different paradigm of control. It considers how a manager's behavior can trigger the appropriate response in an employee by activating the employee's working self-concept for how he or she should behave in the workplace. That is, this article examines how employees' desired behaviors and performance can be realized without the need to engage in electronic monitoring.

Keywords: cybernetic control models, decision making, manager's behavior, working self-concept, workplace behavior, electronic monitoring

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