The limited control of the employees with the resources of business can help in reducing the corruption in any form of business. The most important and vital idea in this article is, to make constraints on the controls and authorities of the upper and lower management. This approach will limit the responsibilities and authorities, and ultimately the level of corruption will decrease in the business. In large organizations, it is easy to do frauds and corruption by manipulating the results. Therefore, there must be a limited control for the department managers. For example, if the manager in the production department needs an employee, then he must request hiring department to find a suitable candidate for this job. If the manager at production department is hiring an employee, then it is highly probable that the selection will be biased. (Lange, 2008)
Similarly, the physical presence of the employees must be restricted to critical places of the organization. Any irrelevant individual must not visit other departments of the organization frequently. For example, lower staff must not be allowed to visit the account department frequently. It is highly probable that any employee may steal cash. Moreover, the management of the business must restrict the movement of employees in the warehouses to minimize the incidents of stealing of inventory or stock. (Lange, 2008)
However, the most important idea of this article is to grant small controls to the managers of every department and automatically it will create a check and balance situation. Moreover, the responsibility level in the lower staff and department managers will increase when the managers of other departments will maintain strong checks. For example, the purchasing department will keep the record of buying raw material purchased and delivered to the production department. The manager at production department cannot change the quantity of raw material received. Therefore, the checking of resources becomes easy and effective when the controls are limited and distributed. (Krasikova, Green & LeBreton, 2013)
References
Lange, D. (2008, July 1). A multidimensional conceptualization of organizational corruption control. Retrieved from http://amr.aom.org/content/33/3/710.full
Krasikova, D., Green, S., & LeBreton, J. (2013, January 25). Destructive leadership a theoretical review, integration, and future research agenda. Retrieved from http://jom.sagepub.com/content/39/5/1308.full
