Key Issues in Managing Design and Control
Some of the critical issues in managing design and control include globalisation, sustainability, ethical conduct, and system design. Globalisation has led to reduced trade barriers, in addition to advanced information and transportation technology. Managers experience competition locally, nationally, and internationally (Kettering University 2016). This presents challenges to firms that have to establish their competitive advantage. On the other hand, sustainability encompasses three pillars: the social, economic, and environmental pillars (Kettering University 2016).

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Operations managers have to be concerned with the outcomes of these pillars and how the firm’s work affects communities’ safety, welfare, economic sustainability, and the environment. Ethical conduct is also a pressing issue in managing design and control. It is meant to guarantee that production is not damaging the society or the customers (Kettering University 2016). Unethical behavior has led to the downfall of many successful corporations and is a stain on the company as a whole. Finally, organisations’ system designs have failed to ensure that goods and services are of the right quality, quantities, and acceptable time frames. Designing a perfect system, planning the system, and managing is a significant issue.

Preparing for Future Change
Few people respond positively to change. In an organisational setting, managers have the task of helping their employees prepare for future change. First, managers can reduce uncertainty by systematically communicating the aims, processes, and probable outcomes of the change as well as its effects to the staff (Bordia et al. 2004). Secondly, managers can facilitate employee participation. Employees always resist change when they lack involvement in the change process (Frahm and Brown 2007).

Therefore, giving employees an empowering opportunity can positively affect their attitudes towards change. Lastly, managers can build a shared understanding and mutual interpretation of the change initiative. Employees facing difficulties in adapting to change since they attempt to make sense out of initiative and comprehend how it affects them. If managers helped them make sense of the process and provide adequate information and communication, it could resolve the ambiguities and uncertainties that a change process presents.

  • Bordia, P., Hunt, E., Paulsen, N., Tourish, D. and DiFonzo, N. (2004). Uncertainty during organisational change: Is it all about control? European Journal of Work and Organizational Psychology, 13(3), pp.345-365.
  • Frahm, J. and Brown, K. (2007). First steps: linking change communication to change receptivity. Journal of Organizational Change Management, 20(3), pp.370-387.
  • Kettering University (2016). What are the 5 current challenges for operations management? [online] Available at: