Introduction: It is the methodology of observing, reviewing and adjusting work performance. All managers must be included in the control capability, regardless of whether their units perform as expected. Managers generally cannot know whether their units are performing properly until they evaluate the exercises that have been carried out and compare actual execution and the coveted standards. A powerful control framework ensures that exercises are completed in a manner that supports the achievement of the association's objectives. The paradigm that decides the adequacy of a control framework is therefore the means by which it effectively helps workers and managers achieve their goals. An organizational structure could be created to encourage effective achievement of goals and workers could be mobilized through viable authority. There is still no affirmation that the exercises are proceeding as planned and that the objectives sought by managers are being achieved. Schermerhorn Control Process: The Schermerhorn Control Process is a three-step process that involves measuring actual performance, comparing actual performance to a standard, and taking management action to correct deviations or inadequate standards.1. Measure: i. How We Measure: Four methodologies managers use to measure and report true execution are personal observation, measurable reports, oral reports, and composed reports. Most administrators use a combination of these methodologies because it increases both the quantity of information sources and the likelihood of obtaining reliable data. ii. What we measure: What we measure is probably more discriminating for the monitoring process than how we measure...... middle of paper ......the organization and how it can monitor and influencing employees through the extensive use of rules, policies, and other formal mechanisms. Conclusion: All the control process models described above have some importance. The model given to Schermerhorn is quite simple compared to the other two. But I think that the Samson model is more complete because on the one hand it has all the properties of the Schermerhorn and Robinson model and on the other hand it gives the techniques to control the behavior of employees. In particular, bureaucratic and decentralized stages can be implemented depending on the nature and a specific organization. References: Schermerhorn, 'Management, Foundations and Applications' (2nd Asia-Pacific edition) John Wiley and Sons, 2013, PP 279 - 280 Robbins 1943, PP 652-664 Fundamentals of Management by Danny Samson 2009, PP 596 - 611