Control practices were grouped into clear objectives and targets, mana translation - Control practices were grouped into clear objectives and targets, mana Indonesian how to say

Control practices were grouped into

Control practices were grouped into clear objectives and targets, manager – worker relationships and agreement,
and established standards and corrective action. The findings are tabulated on table 4.
The results on clear objectives and targets conclude that SMEs have fair mechanisms of ensuring clear objectives
and targets. They corroborate other scholars like Galloway & Mochrie (2005) who noted that most SMEs
operated as “extensions” of their owner-managers and their objectives and targets reflected the ambitions, wishes
and desires of the owner. Hutchinson & Fleck (2009) observed that the fear of losing control obstructed vision,
diverted the entrepreneurs objectives and caused them to be average performers.
The findings on manager-worker relationship conclude that SMEs have fair manager – worker relationships. This
corroborate Coyte, Ricceri & Guthrie (2012) who established that formalised controls or governance was critical in
manager worker relationships and had an impact on how knowledge was harvested and used in Australian SMEs.
Temtime & Pansiri (2006) noted that manager-worker relationships were heavily impacted by social attachment
because most SME employees were mostly family and friends. Hutchinson & Fleck (2009) observed that the fear
of losing control had a negative impact on the organisational learning and internationalisation of SMEs in the UK.
However, these findings contradict Borbuza (2007) who noted that SME managers didn’t like to share knowledge
even within the organisation itself because they were afraid of losing control.
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Control practices were grouped into clear objectives and targets, manager – worker relationships and agreement,and established standards and corrective action. The findings are tabulated on table 4.The results on clear objectives and targets conclude that SMEs have fair mechanisms of ensuring clear objectivesand targets. They corroborate other scholars like Galloway & Mochrie (2005) who noted that most SMEsoperated as “extensions” of their owner-managers and their objectives and targets reflected the ambitions, wishesand desires of the owner. Hutchinson & Fleck (2009) observed that the fear of losing control obstructed vision,diverted the entrepreneurs objectives and caused them to be average performers.The findings on manager-worker relationship conclude that SMEs have fair manager – worker relationships. Thiscorroborate Coyte, Ricceri & Guthrie (2012) who established that formalised controls or governance was critical inmanager worker relationships and had an impact on how knowledge was harvested and used in Australian SMEs.Temtime & Pansiri (2006) noted that manager-worker relationships were heavily impacted by social attachmentbecause most SME employees were mostly family and friends. Hutchinson & Fleck (2009) observed that the fearof losing control had a negative impact on the organisational learning and internationalisation of SMEs in the UK.However, these findings contradict Borbuza (2007) who noted that SME managers didn’t like to share knowledgeeven within the organisation itself because they were afraid of losing control.
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Praktek pengendalian dikelompokkan menjadi tujuan yang jelas dan target, manager - hubungan pekerja dan perjanjian,
dan menetapkan standar dan tindakan perbaikan. Temuan ini ditabulasikan di atas meja 4.
Hasil pada tujuan dan sasaran yang jelas menyimpulkan bahwa UKM memiliki mekanisme yang adil untuk memastikan tujuan yang jelas
dan target. Mereka menguatkan ulama lain seperti Galloway & Mochrie (2005) yang mencatat bahwa sebagian besar UKM
dioperasikan sebagai "ekstensi" dari mereka pemilik-manajer dan tujuan mereka dan sasaran mencerminkan ambisi, keinginan
dan keinginan pemilik. Hutchinson & Fleck (2009) mengamati bahwa rasa takut kehilangan kontrol terhalang visi,
dialihkan tujuan pengusaha dan menyebabkan mereka menjadi rata-rata pemain.
Temuan pada hubungan manajer-pekerja menyimpulkan bahwa UKM memiliki manajer yang adil - hubungan pekerja. Ini
menguatkan Coyte, Ricceri & Guthrie (2012) yang menetapkan bahwa kontrol diformalkan atau pemerintahan itu penting dalam
hubungan pekerja manajer dan berdampak pada bagaimana pengetahuan dipanen dan digunakan di UKM Australia.
Temtime & Pansiri (2006) mencatat bahwa hubungan manajer-pekerja yang sangat dipengaruhi oleh keterikatan sosial
karena sebagian besar karyawan UKM kebanyakan keluarga dan teman-teman. Hutchinson & Fleck (2009) mengamati bahwa rasa takut
kehilangan kontrol memiliki dampak negatif pada pembelajaran organisasi dan internasionalisasi UKM di Inggris.
Namun, temuan ini bertentangan Borbuza (2007) yang mencatat bahwa manajer UKM tidak ingin berbagi pengetahuan
bahkan di dalam organisasi itu sendiri karena mereka takut kehilangan kontrol.
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