Are you employees resistant to change?  Learn how to encourage change versus resistance to change.  Grow your company with full engaged employees with vital leaders. While there is much agreement nowadays about the need for good leaders and managers, the need for command and control have come under fire as organizations move away from hierarchical (vertical) layers to horizontal or flat structures. These are not distinct processes, but rather concepts that all leaders perform in order to build and strengthen their organizations. As the above diagram shows, the four pillars overlap, thus they are not separate processes. Leadership drives the interpersonal aspects of the organization, such as moral and team spirit. Management deals with the conceptual issues of the organization, such as planning, budgeting, and organizing. While most people think of command as simply telling others what to do, it goes far beyond that. An example would be visioning a process that helps to increase informal learning and make it more effective. Now you might implement a social media tool as explained below, but the real goal is to increase interactions that lead to informal learning, while a supporting process is the tool itself. In contrast, Control is the process used to establish and provide structure in order to deal with uncertainties. For example, an organization might implement a new social media tool to enable its worker to interact with others and aid the process of informal learning more effectively. Inherent in evaluation is efficiency — the act of examining the new tool often leads to processes that make it more efficient. A good example of this is our recent recession and its effects on our economy that caused many organizations to perform massive layoffs.

Management's primary focus is on the conceptual side of the business, such as planning, organizing, and budgeting. Management helps to acquire, integrate, and allocate resources in order to accomplish goals and task. If the tool becomes the primary goal, then the wrong polices could be put into place that decrease its value as an informal learning tool, for example, implementing a policy that no one in the company can ask a question on Twitter as it might make us look stupid or our competitors will know what we are trying to do.
Secondly, if the focus is only on the tool, then other options are omitted, such as tearing down cubicles and creating open spaces where people can meet with each other. In contrast, Leadership deals with the interpersonal relations such as being a teacher and coach, instilling organizational spirit to win, and serving the organization and workers. While all four processes have their place, they are not implemented separately, but rather in concert. Management allocates the resources and helps to organize the activities that will make it a reality. Leadership helps to guide, coach, and motivate the people to do their best throughout the entire process.
Control looks for opportunities to reduce risks, which in turn makes the process more efficient. Thus, the four pillars must consistently be weighed against each other to ensure they are in proper balance so the organization can grow and prosper.
However, command and control are just as important as leadership and management if we return to their true meaning. Informal leaders are often good sources of visions; however, if the vision requires resources, then they normally need the support of a strong formal leader. Going back to the above example of increasing informal learning by implementing a new social media tool, the managers must look at the real goal, rather than the tool.

This policy removes the real purpose of the tool—enabling the employees to learn informally from each other. In fact, they are the four pillars of every organization as they directly drive the organization.
These uncertainties cause tensions that leaders must deal with so they do not impede the organization.
The danger of this is if the command process is weak and the control process is strong then it can make efficiency the end-goal. The real goal is to increase informal learning and human interactions in order to make them more effective, not to put into place a social media tool.
By responding to the change leaders prepare followers to focus on learning and discovery instead of security and control.
This is far different from most peoples' conception in which they think of control as controlling others.
In fact, good managers know that trying to control others is extremely difficult if not impossible. That is, the organization has to be successful to survive and in turn, reward its members (both intrinsically and extrinsically).

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