Discussion on Change in Bureaucratic Control in Business Management1. IntroductionThe aim of this article is to understand what "bureaucratic control" is, and to identify and explain what happens to changes in the development of bureaucratic control in the context of the development of modern management techniques. Mockler (1967) defined management control as the systematic effort to establish performance standards consistent with the planning objectives of the enterprise, with the aim of designing a feedback system, comparing actual performance according to the standards predetermined, to assess whether there are any deviations from their significance, in order to ensure that resources are managed effectively and efficiently. Bureaucratic control is the use of rules, hierarchies and authority policies that take the form of written documentation, reward systems and other formal mechanisms that can impact employee behavior and also evaluate its performance. Bureaucratic control can be adopted when employee behavior can be controlled through market mechanisms or pricing strategy (Chenhall, 2003). It is a system of verified standardized rules, methods and processes, with the aim of achieving management objectives. Bureaucratic control would be demolished in the context of a changing business environment, the ways and reasons are identified and explained in Part 2, before the conclusion to be reached in Part 3.2. Identifying and Explaining Change in Bureaucratic ControlBureaucratic control helps shape the behavior of departments, functions, and individual employees. It can guarantee middle of paper......n, JA 2003, Creating Leading Organizations: How to Bring Out Leadership in Everyone., CA: Berrett-Koehler, San Francisco.Rosen, M and Baroudi, J. 1992 , “Computer technology and the emergence of new forms of control”. In A. Sturdy, D. Knights and H. Willmott (Eds.), Skill and consent: Contemporary Studies in the Labor Process, UK: Routledge, London. Rouleau, L. 2005, “Micro-practices of strategic sensemaking and sensemaking”. : How middle managers interpret and sell change every day”, Journal of Management Studies, vol. 42, pp. 1413-1441. Styhre, A. 2008, “Management control in bureaucratic and post-bureaucratic organizations: a Lacanian perspective”. Group and Organization Management, Vol. 33, pp. 635-656. Sunder, S. 2002, “Management control, expectations, common knowledge and culture”. Journal of Management Accounting Research, Vol. 14, pages. 173-187.