Академический Документы
Профессиональный Документы
Культура Документы
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Literature:
K. A. Merchant & W.A. van der Stede, 2003, Management
Control Systems, Prentice Hall, ISBN 0 273 65596 5
OR
K. A. Merchant & W.A. van der Stede, 2007, Management
Control Systems, Prentice Hall, ISBN 0 273 7080 15
Website
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Ch. 1
April 21
Ch. 2 & 3
May 6
May 19
June 2
Ch. 11 & 12
Ch. 10 & 11
June 9
Ch. 14 & 15
June 16
7. Situational influences
Ch. 16 & 17
June 23
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Benefit
increased probability that the organizations objectives
will be achieved.
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Process-breakdown
Objective setting; what goals do we want to achieve?
Strategy formulation; how are we going to realize these goals?
Control: are we on track in realizing these goals?
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Objectives can be
financial versus non-financial;
quantified, explicit versus implicit;
economic, social, environmental, societal.
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Hence,
strategies put constraints on employees to
focus activities on what the organization does
best or areas where it has an advantage over
competitors.
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Control ...
Strategic control
Is our strategy (still) valid?
Strategy revision -- intended vs. emergent strategies.
Management Control
Are our employees likely to behave appropriately?
(design)
Do they understand what we expect of them?
Will they work consistently hard and try to do what
is expected of them?
Are they capable of doing what is expected of them?
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Objective Setting
Strategy Formulation
Strategy Implementation
Strategic Control
Management Control
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Self-interested behavior
Statement!!
Personal limitations
Remedies:
Training
Job assignment / promotion
Job design
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measure performance;
compare with pre-set standard;
take corrective action.
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Automation
Computers / robots eliminate the human problems
of inaccuracy, inconsistency, and lack of motivation;
Only applicable to relatively easy decision situations;
Automation can be very costly.
Centralization
Superiors reserve for themselves the most critical
decisions.
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Control alternatives
Controls can focus on:
the actions taken
the results produced
the types of people
employed and their
shared values and
norms.
ACTION CONTROLS
RESULTS CONTROLS
PEOPLE CONTROLS
Depending on ...
Excellent
Action Control
and/or
Action Control
Results Control
Results Control
Poor
High
People Control
(e.g., research lab)
Low
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Overview ...
Can people be avoided?
(e.g., automation, centralization)
Yes
No
Yes
Yes
Control-problem
avoidance
People controls
No
No
Action controls
Have knowledge about what
results are desirable?
No
Yes
Results controls
?
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