Question 3. Strong balanced controls were practiced in stage 3 for they were good (tight) controls. A cost benefit analysis of the controls reflects that the benefits outweigh the costs in stage 3 due to the good (tight) controls. * Cultural control and Personnel control used the least but these controls were effective as they recognize the employee’s potential and psychological needs. * Predominantly action controls used and it is of no surprise as the firm need to achieve a target. Getting there desired actions has to be followed to attain the desired outcomes. * Result control also used to reward and keep employees motivated to achieve their required targets. In order to be balanced control it came through 3 stages reflecting there is no optimal control for matured firm like PCL, through plans and choosing the mix that will yield more benefits than the cost to the firm. All the three controls have to be used together for they are all needed to make a management control system become effective. For the short run it is clear that tying reward to performance is the best way of motivating employees. However in the long run trusting employees and valuing their performance can be done in other ways such as a pad on the back and say job well done or acknowledging and thanking them in the monthly newsletter of the firm. Annual Bonus schemes and appraisal performance may be a loss to the firm for they should focus on profit (instead of downgrading that profit) and existence of the firm and secondly, the money isn’t theirs it is the shareholders money. Now employee has developed the norm that they can only perform to get a reward. The author believe that the salary is enough but what needs to be done is to have well defined followed protocols and trainings for it is clear that the ASCs are incompetent for them to feel that they belong and the firm cares about them to execute their task successfully and to achieve the firms long term goals. For both the short run and long run employees has to adapt to change and management has to form controls that are behavioral focus depending on the organization architecture and their cultures with legisitimising to the nation's culture. Recommendation In the long run * There is a need for the firm to set objectives and targets that are realistic to time through rapid growth not a one day transformational change. * Managers should lead by example in aiding employees to the acceptable behaviors. Above all, criticism of the control system may lead to downfall. There is no universal control system to be used by a firm and so mix of the controls are prone to errors for there is no one perfect control system. * Bureaucratic leading styles should be flexible and give employees the sense that you trust them and their loyalty to the firm will never be stripped away.