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Study, based on a thesis, of aspects of business organization, with particular reference to management planning and control methodology in enterprises of the manufacturing industry and to practices in the USA - covers budgeting, quality control, personnel performance records, operational research, etc. References.
Effective Management Control deals with a critical but relatively neglected and misunderstood aspect of organizational effectiveness: the process of controlling the behavior of people in organizations. The issue of organizational control and the design of an optimal control system is essential for the long term effectiveness of an organization: too little control can lead to confusion and chaos; conversely, too great a degree of control can result in the erosion of innovation and entrepreneurship. This monograph presents a conceptual framework for approaching these issues, and examines the role accounting can play in a successful control system. The author works towards an understanding of the nature, role, elements and functioning of organizational control and control systems in organizations. The book posits and discusses the features of a core control system and its component parts, including: planning, measurement and feedback, evaluation and reward sub-systems. It also discusses the ways in which a core control system operates within a larger organizational structure and culture. The theory is illustrated through its application to a particular case study.
First published in 1998, this volume of readings provides an overview of the development of the study of Management Control theory over the past 35 years. The period encompasses the publication of a major and seminal text by Anthony and Dearden in 1965, which acted as a touchstone in defining the range and scope of management control systems. This laid management control’s foundations in accounting-based mechanisms of control, an element which has been seen as both a strength and a constraint. A good deal of work has followed, providing both a development of the tradition as well as a critique. In this volume we attempt to provide a range of readings which will illustrate the variety of possibilities that are available to researchers, scholars and practitioners in the area. The readings illustrate the view that sees control as goal directed and integrative. They go on to explore the idea of control as adaption, consider its relationship with social structure and survey the effects of the interplay between the organisation and the environment. The essays included are not intended to lead the reader through a well-ordered argument which concludes with a well reasoned view of how management control should be. Instead it seeks to illustrate the many questions which have been posed but not answered and to open up agendas for future research.
Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
The use of management control systems initiated from the times when globalization came into being all across the world as this was a beginning of the phase of industrial competition among the different industries in the market. The environment of management control systems was introduced in the companies as they started to face changes in size, structure, processes within the organization; complexities associated with administrative problems increased; internationalization of industrial demands began keeping in mind the geographical scope of the world. It is very important for a company or an industry to have a management control system in order to respond accurately and accordingly to the global demands and is also essential for the successful achievement of the company's objective. By definition, a management control system has the function of gathering information and using the gathered information for evaluation of certain important organizational resources like human resources, physical resources, financial resources, etc. and also of the whole company against other companies in the globalized market. Without an effective management control system, the company may not even be aware of the strategies that they have used for achieving its goals are feasible enough or not for enabling the company to attain the pre-decided set of goals and objectives. The control system is the main body which responsible for carrying out the tasks of Management Control System. The control systems are responsible for keeping a check if the processes are going as planned or not and if there is any presence of errors or deviations in the process. in case of any discrepancies, the control system also suggests some remedies to resolve the deviations and the errors.
Strategic management control differs from traditional management control in several important respects. First, it supports both strategy formulation and strategy implementation. Second, it is to a large extent based on non-financial information. Third, it deals with both the long and short term and supports not only tactical, but also strategic and operational decision-making. Fourth, and perhaps most importantly, strategic management control is designed for, and adapted to, each organisation’s unique strategies. In this context, the book emphasises the importance of dialogues. The authors argue that it is unwise to assume that decisions taken at the top of the organisation will automatically be executed and obeyed throughout the organisation. Instead, they highlight the importance of dialogue and collaboration, both between hierarchical levels within the organisation and between actors in the network. Such communication is essential to making management control processes both strategic and successful. The book follows a clear structure, from the design of strategies to the everyday evaluation and discussion of performance and results. Though primarily intended for professionals working in strategy and management control at organisations, it will also benefit students and academics interested in strategy and management control.