Professional Documents
Culture Documents
of Management
Control Systems
Basic Concepts
• What does Control mean?
• Press the accelerator,
– and your car goes faster.
• Rotate the steering wheel,
– and it changes direction.
• Press the brake pedal,
– and the car slows or stops.
• With these devices,
– you control speed and direction;
• if any of them is inoperative,
– The car does not do what you want it to.
• In other words, it is out of control
Basic Concepts
• An organization must also be controlled;
– that is, devices must be in place
• To ensure that its strategic intentions are
achieved.
– But controlling an organization
• is much more complicated than controlling a car.
• We will begin by describing
– the control process in simpler systems.
Elements of a Control System
Every control system has at least four
elements:
• 1. A detector
• 2. An assessor
• 3. An effector
• 4. A communications network
The four elements
• 1. A detector or sensor
– a device that measures what is actually happening in the
process being controlled.
• 2. An assessor
– a device that determines the significance of what is actually
happening by comparing it with some standard or
expectation of what should happen.
• 3. An effector
– a device (often called “feedback”) that alters behavior if the
assessor indicates the need to do so.
• 4. A Communications network
– devices that transmit information between the detector and
the assessor and between the assessor and the effector.
Elements of the
control process
Examples
• Thermostat
• Body Temperature
• Automobile Driver
Management
• An organization consists of a group of
people
• who work together to achieve certain
common goals
– in a business organization a major goal is
to earn a satisfactory profit
hierarchy of managers
• Organizations are led by a hierarchy of
managers,
• with the chief executive officer (CEO) at
the top,
• and the managers of
– business units, departments, functions,
– and other subunits ranked below him or her
in the organizational chart.
Hierarchy in the organization
• The complexity of the organization
determines the number of layers in the
hierarchy.
• All managers other than the CEO are both
superiors and subordinates:
– they supervise the people in their own units,
– and they are supervised by the managers to
whom they report
The management control process
• The CEO
– (or, in some organizations, a team of senior managers)
– decides on the overall strategies that will enable the
organization to meet its goals.
• Subject to the approval of the CEO,
– the various business unit managers formulate additional
strategies that will enable their respective units to further these
goals.
• The management control process is the process by
which managers at all levels
– ensure that the people they supervise implement their
intended strategies
Contrast with Simpler Control
Processes
• The control process used by managers
contains
• the same elements as those in
• the simpler control systems described
earlier:
– detectors, assessors, effectors, and a
Communications system
Contrast with Simpler Control
Processes
• Detectors
– report what is happening throughout the
organization;
• assessors
– compare this information with the desired state;
• effectors
– take corrective action once a significant difference
between the actual state
– and the desired state has been perceived;
• Communications system
– Tells managers what is happening and how that
compares to the desired state
differences
• There are significant differences
between
• the management control process and
• Strategy formulation
– focuses on the long run,
• Task control
– focuses on short-run activities,
• and management control is in between.
• Strategy formulation
– uses rough approximations of the future,
• Task control
– uses current accurate data,
• management control is in between.
• Each activity involves
– both planning and control,
• but the emphasis varies with the type of
activity
• The planning process
– is much more important in strategy
formulation,
• the control process
– is much more important in task control,
• and planning and control are of
approximately equal importance in
management control.
General relationships among planning and
control
Management Control Activities
• Planning what the organization should do.
• Coordinating the activities of several parts
of the organization.
• Communicating information.
• Evaluating information.
• Deciding what, if any, action should be
taken.
• Influencing people to change their
behavior.
• Management control does not necessarily
require that all actions
– correspond to a previously determined plan,
• such as a budget.
• Such plans are based
– on circumstances believed to exist at the time
they were formulated
• If these circumstances have changed at
the time of implementation,
• the actions dictated by the plan may no
longer be appropriate.
• While a thermostat responds to the actual
temperature in a room,
• management control involves
– anticipating future conditions to ensure that
the organization’s objectives are attained
• If a manager discovers a better approach
– one more likely than the predetermined plan to
achieve the organization’s goals—
– the management control system should not obstruct
its implementation.
• In other words,
• conforming to a budget is not necessarily good,
• and departure from a budget is not necessarily
bad.
Goal Congruence
• Although systematic, the management
control process is by no means
mechanical;
• it involves interactions among individuals,
which cannot be described in mechanical
ways.
• Managers have personal as well as
organizational goals.
Goal Congruence
• The Central control problem is to induce them to
act in pursuit of their personal goals in ways that
will help attain the organization’s goals as well.
• Goal congruence means that,
– the goals of an organization’s individual members
should be consistent
– with the goals of the organization itself.
• The management control system should be
– designed and operated with the principle of goal
congruence in mind.
Tool for Implementing Strategy
• Management control systems help managers
– move an organization toward its strategic objectives.
• Thus, management control focuses primarily on
strategy execution.
• Management Controls are only one of the tools
– managers use in implementing desired strategies.
• strategies are also implemented
– through the organization’s structure, its management
of human resources, and its particular culture.
Framework for strategy implementation
Framework for strategy implementation
• Organizational structure
– specifies the roles, reporting relationships, and
division of responsibilities that shape decision-making
within an organization.
• Human resource management
– is the selection, training, evaluation, promotion, and
termination of employees so as to develop the
knowledge and skills required to execute
organizational strategy.
• Culture refers
– to the set of common beliefs, attitudes, and norms
that explicitly or implicitly guide managerial actions.
Financial and Nonfinancial
Emphasis
• Management control systems encompass
– both financial and nonfinancial performance
measures.
• The financial dimension focuses on the
monetary “bottom line”—
– net income, return on equity, and so forth.
• virtually all organizational subunits have
nonfinancial objectives—
– product quality, market share, customer satisfaction,
on-time delivery, and employee morale.
Aid in Developing New Strategies -
interactive control
• the primary role of management control is
to ensure the execution of chosen
strategies.
• In industries that are subject to rapid
environmental changes,
– management control information,
– especially of a nonfinancial nature
• can also provide the basis for considering
new strategies
Interactive control
Interactive control
• Interactive control calls management’s attention
to developments
• both negative
– (e.g., loss of market share, customer complaints)
• and positive
– (e.g., the opening up of a new market as a result of
the elimination o f certain government regulations)
• that indicate the need for new strategic
initiatives.
• Interactive Controls
– are an integral part of the management control
system.
Strategy Formulation
• is the process
• of deciding on the goals of the organization
• and the strategies
– for attaining these goals
• Goals are timeless; they exist until they are
changed, and they are changed
• only rarely
Strategy Formulation
• For many businesses, earning a
satisfactory return on investment is an
important goal;
– for others, attaining a large market share is
equally important.
• Nonprofit organizations also have goals;
– they seek to provide the maximum services
possible with available funding.
Strategy
• In the strategy formulation process,
• the goals of the organization are usually
taken as a given,
• although on occasion
• strategic thinking
– can focus on the goals themselves.
Strategies
• Strategies are big plans, important plans.
• They state in a general
– way the direction in which senior
management wants the organization to move.