Final answer:
The statement is false; using influence to motivate employees to achieve goals is more aligned with leadership, particularly with styles like transformational leadership, rather than controlling, which is about measuring performance and corrective action.
Step-by-step explanation:
The statement that the use of influence to motivate employees to achieve the organization's goals refers to controlling is false.
Instead, this concept aligns more closely with leadership principles, particularly with certain leadership styles. There are different leadership styles, such as transformational leadership and transactional leadership. Transactional leadership involves supervision, organizational goals, and a system of rewards and punishments but tends to maintain the status quo.
On the other hand, transformational leadership, which is considered more influential and motivating, involves leaders being charismatic role models, inspiring, intellectually stimulating, and considerate of individual employees with a goal to enact change within the organization.
Controlling, on the other hand, is a management function that involves measuring performance, comparing it with goals, and taking corrective action as needed.
In contrast to motivating employees through influence, controlling typically involves more direct oversight and measurement of work outputs.
Theories like Theory X and Theory Y describe different assumptions about employee motivation and the level of control or autonomy they should be given.
Theory X assumes employees need to be controlled and possibly punished due to an inherent lack of motivation, whereas Theory Y assumes that employees are naturally motivated to work hard and can find creative solutions autonomously.