Professional Documents
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Management Control System
Management Control System
BASIC CONCEPTS
1. Control
An organization must be controlled i.e. devices
that ensure that it goes where its leaders want it
to go must be operative.
Any control system has at least 4 elements:
1. A detector or sensor: it is a measuring device
that identifies what is actually happening in the
process being controlled.
2. An assessor: It is a device for determining the
significance of what is happening. Usually,
significance is assessed by comparing the
information on what is actually happening with
some standard or expectation of what should be
happening.
3. An effector: it is a device that alters behaviour
if the assessor indicates the need for doing so.
This device is often called feedback.
4. A communications network: it transmits
information between the detector and the
assessor, and between the assessor and the
effector.
Control
device
Effector. Behaviour
alteration, if needed
Entity
being
controlled
2. Management
An organization consists of a group of people
who work together.
The organization has goals- that is, it wants to
accomplish certain results.
Management is the process whereby the
resources of man, machine and material are
integrated to accomplish these goals.
Therefore the role of management is to plan,
organize, integrate and interrelate organizational
activities and resources in order to achieve the
organizations objectives. This role is facilitated
through appropriate management ctrl systems
and processes.
In
a
business
organization,
earning
a
satisfactory profit usually is an important goal.
The leader of the organization are its
management there is a hierarchy of managers,
with the CEO at the top, and business unit,
departmental, section
and other managers
below the CEO.
Depending on the size and complexity of the
organization, there may be several layers in the
hierarchy. Except for the CEO, each manager is
both a superior and a subordinate. Each
supervises
people
in
his
or
her
own
organizational unit and is a subordinate of the
manager to whom he or she reports. These
relationships usually are shown on the
organizational chart.
The CEO (or, in some organizations, a team of
senior managers) decides on strategies that are
expected to attain the organizations goals. If
the company is organized into business units,
business unit managers formulate strategies for
their units, subject to the approval of the CEO.
The management control process is the process
that managers use to assure that the members
of the organization implement these strategies.
Systems
A system is a prescribed way of carrying out an
activity or set of activities; usually the activities are
repeated. A system is characterized by a more or
less rhythmic, recurring, coordinated series of steps
that are intended to accomplish a specified purpose.
An important characteristic of systems is control.
(assessors
compare
this
information with the desired state, which
is the implementation of strategies)
and if there is an significant difference, a
course of action is recommended (by people)
and action taken (by people) (effectors
take corrective action if there is a
significant difference between the actual
state and the desired state;)
This is why the process of control is more complex
than the automatic control system.
Three levels of management
An organisation is made of three distinct levels of
management:
1. Corporate
managementconsists
of
executives who are responsible for the
performance of the organisation as a whole. The
chairman or managing director and executives in
charge of specific functions such as finance,
marketing or personnel constitute the corporate
management.
2. Divisional
management:
consists
of
executives responsible for total performance of a
particular region or product division.
3.
Operating
management:
consists
of
executives changed with the management of
unit operations or are responsible for specific
operational tasks.
Strategic planning
Corporate
management
Management control
Operational control
Institutional level
Strategic planning
Divisional management
Managerial level
Management control
Operating
management
Technical level
Operational control
2.
activities.
Management
control,
however
involves both planning and control.
Management control is not automatic: like
control of an automobile, but unlike the
thermostat and body temperature systems, mgt
control is not automatic. Some of the detectors
(i.e. instruments for detecting what is happening
in the organization) are mechanical, but
important information is often detected through
the managers own eyes, ears, and other
senses.
Although there are routine ways of comparing
certain reports of what is actually happening
against some standard of what should be
happening, managers themselves must judge
whether the difference between actual and
standard performance is significant enough to
warrant action, and, if it is, what action to take.
Action taken to alter the organizations
behaviour involves human beings; in order to
effect change, a manager must interact with
another person.
Detectors are not just mechanical, managers
senses detect important information
Although there are routine ways of comparing
certain reports of what is actually happening
against some standard of what should be
happening, managers themselves must
judge
whether the difference between
actual and standard performance is
significant enough to warrant
action,
3.
4.
5.
General relationships
control functions
Activity
among
planning
and
Strategy
formulation
Management
control
Implementation of strategies
Task control
Management control
Management control is the process by which
managers
influence
other
members
of
the
organization to implement the organizations
strategies.
Management control is the process of evaluating,
monitoring and controlling the various sub-units of
the organization so that there is effective and
efficient allocation and utilization of resources in
achieving the predetermined goals.
Thus, the focus of management control is on the
managers of organisational sub-units and hence its
focus is on line managers responsible for the
performance of their departments.
DS
ENVIRONMENT
R
SENSOR
FEEDBACK
AS
RA
CHOICE
Generation of
solutions
AS-measurement of actual state
DS-desired state as indicated in goals or standards
C-comparator, i.e. comparison of actual with standard
RA-initiation of remedial action
Goals
objectives
and Basic
objectives
Structuring
Activity patterns
Tangible
goals,
with in framework
of
overall
objectives
Relatively
Fairly
highly
unstructured structured
but
flexible
Irregular
Rhythmic, regular
Character
activity
Focal point
of Creative
persuasive
Entire
organisation
Reliability
of Reliability is
data generated subject
to
by the process high level of
of planning or doubt due to
control
uncertainties
involved
Administrative,
little initiative
All
operations,
line management
More
accurate
and reliable as it
relates to past or
current events or
events likely to
occur in the near
future.
The
estimates
used
are
impersonal
and neutral
Data
used
for
setting standards
against
which
performance
is
evaluated
is
weekly,
monthly)
Short-term
tangible
operating
unit
Quite rigid
pre
established
Highly
repetitive
Following
directions
Operating
unit
More
accurate
and
reliable as
it relates to
past
or
current
events or
events
likely
to
occur
in
the
near
future.
Basis
decisions
of
Focus of activity
Measures
performance
of
Information/data External
used
information
personalised
Overall, consisting
of
related
subsystem.(Whole
operation of the
organisation)
Managerial
judgment
is
required and the
scope
of
quantitative
models is limited
Organizational
effectiveness
Human
considerations are
more
dominant.
Control is more
difficult
Operating
unit
(Specific
tasks)
Decision
rules
developed
to
decide
about
optimum
decisions
Efficiency
The system
is
more
important
then
the
human
element
becoz
system
makes the
decisions
not
managers
Both in physical Physical
terms
and terms
financial terms
Internally
Data
generated data
generated
on specific
tasks
or
activities
Control Environment:
THE
CONTROL
ENVIRONMENT
HAS
A
PERVASIVE structure that affects many business
process activities. It includes elements such as
managements integrity and ethical values, operating
philosophy and commitment to organizational
competence.
What is the Control Environment?
The control environment provides an atmosphere in
which people conduct their activities and carry out
their
control
responsibilities.
The
control
environment sets the tone of an organization by
influencing the control consciousness of its people. It
is the foundation for all other components of internal
control, providing discipline and structure. Control
environment factors include the integrity, ethical
values, and competence of the entity's people;
management's philosophy and operating style; the
way
management
assigns
authority
and
responsibility; the way management organizes and
develops its people; and the attention and direction
provided by the audit committee and board of
directors.
What
is
the
Environment?
objective
of
the
Control
factors
constitute
the
control
in
reviewing
the
Strategies
Strategy is the route with alternatives for reaching
objectives and goals - Smith and Walsh
Strategy is an outline of the proposed path of
action of an enterprise.
It is futuristic and indicative of the direction of
growth on the basis of which the plan for growth is
formulated.
Since strategy pertains to the interface between the
enterprise and its environment, the important
determinants of strategy in relation to internal
environment are:
Corporate goals and objectives
Physical resources of the enterprise in terms of
technology, finance and personnel,
Policies and styles of the management
Determinants of strategy in relation to external
environment are:
Competition
Technology
Political stability
Socio-economic factors
Governmental controls and policies
Strategies are evolved in response to changes in the
environment in which the enterprise operates.
While some enterprises systematically scan the
environment to identify the threats or opportunities,
others do it on an as and when basis.
Behavioral considerations
Decision making process has 2 types of aspects (i)
technical aspect and (ii) behavioral aspect.
Technical aspects focus on technical details of data
processing
or
external
financial
reporting,
emphasizing compliance with legal requirements or
(e)
(f)
(g)
(h)
personnel development
employee attitudes
public responsibility
balance between short-range and longrange goals
3.internal control
An internal control system consists of method and
procedures that are concerned with the authorization
of transactions, safeguarding of assets, and accuracy
of the financial records. Both manager and
accountants are responsible for developing and
evaluating internal control systems.
An internal control system has 3 goals:
(i)To prevent errors and irregularities by a system of
authorization for transactions, accurate recording of
transactions, and safeguarding of assets.
(ii) to detect errors and irregularities by reconciling
accounting recording with independently kept
records and physical counts and reviewing accounts
for possible write-downs of values.
(iii) To promote operating efficiency by examining
policies and procedures for possible improvements.
A management control system encompasses
administrative controls (such as budgets for planning
and controlling operations) and accounting controls
(such as the common internal control procedure of
separating the duties of the person who counts cash
form the duties of the person who has access to the
accounts receivable records.) top mgt has the
ultimate responsibility for both administrative and
accounting controls.
4.cost Benefit considerations
the choice of a system should be governed by
weighing the collective costs and benefits, give the
The
members
dedication
or
commitment
to
organisational purpose, and the efficiency with
which that purpose is translated into results.
Climate is the atmosphere in which individuals
help, judge, reward, constrain, and find out about
each other. It influences morale- the attitude of
the individual toward his or her work and his or
her environment.
Certain practices are rituals, and others are
taboos.
Culture exists unchanged for many years. There is
resistance to any attempts to change the culture.
Culture is influenced by:
1. Personality and policies of the CEO (and by
those of lower-level managers w.r.t the part of
the organisation that they manage.)
2. The rules and norms accepted by the union (if
the organisation is unionized)
2. Management style
Management style, in particular, the attitude of a
managers superior toward control has greatest
impact on mgt control.
Some managers are charismatic and outgoing
Some are less ebullient
Some rely on mgt by waling around
Others rely more heavily on written reports
3.the informal organisation
The relationships that constitute the informal
organisation are important in understanding the
realities of the mgt control process
4.Perception and communication
1.Rules
Rules refer to all types of formal instructions and
controls. They include standing instructions,
practices, job descriptions, standard operating
procedures, manuals, and codes of ethics.
Rules are in force indefinitely.
They are changed infrequently.
Responsibility Centres
A responsibility centre can be defined as an
organisation unit headed by a responsible
executive.
It represents a set of activities assigned to a
manager or a group of managers.
A small collection of machines may be responsibility
centre for a production supervisor, a full department
for the department head and the centre organisation
for the managing director.
Inputs
Resources used,
measured by cost
Outputs
Work
Goods or services
Capital
1.Revenue centers
ii)
TRANSFER PRICING
2.
3.
4.
5.
6.
BUDGET
A budget is a plan expressed in quantitative, usually
monetary term, covering a specific period of time,
usually one year. In other words a budget is a
systematic plan for the utilization of manpower and
material resources.
In a business organization, a budget represents an
estimate of future costs and revenues. Budgets may
be divided into two basic classes: Capital Budgets
and Operating Budgets. Capital budgets are directed
towards proposed expenditures for new projects and
often require special financing. The operating
budgets are directed towards achieving short-term
operational goals of the organization, for instance,
production or profit goals in a business firm.
Operating budgets may be sub-divided into various
departmental of functional budgets.
The main characteristics of a budget are:
1. It is prepared in advance and is derived from the
long-term strategy of the organization.
2. It relates to future period for which objectives or
goals have already been laid down.
It is expressed in quantitative form, physical or
monetary units, or both.
Different types of budgets are prepared for different
purposed e.g. Sales Budget, Production Budget,
Administrative
Expense
Budget,
Raw-material
Budget etc. All these sectional budgets are
for
evaluating
the
BUDGETARY
CONTROL
What
is
likely
to
happen?
What can the objectives to be achieved?
What are the constraints and to what extent their
effects
can
be
minimized?
Having found answers to the above questions, the
Budget Procedures
Having established the budget organization and fixed
the budget period, the actual work or budgetary
control can be taken upon the following pattern:
STEPS IN BUDGETARY CONTROL
1.
Organization
2. Budget manual + Theory
for
budgeting
Lump Sum
Typically, lump sum budgeting involves the allocation by the
librarys parent organizations upper-level management of a lump
sum of budget resources to the library. Since the lump sum
method lacks specific ties to corporate goals and objectives, many
library managers prefer other types of budgets. However, lumpsum budgets can be perceived as representing a high-level of
flexibility and control within the library itself.
sum is allocated, the library management proceeds with lowerlevel allocations among library programs and services.
Formula Budget
When a special library is funded through the formula budget,
the budget allocation is typically tied to a numeric value such as
full-time-equivalencies (FTEs), i.e., number of FTEs registered
students multiplied by a fixed dollar amount yields the budget for
the library. This method is fraught with weaknesses; primarily, the
budget total is calculated at a late point in time and intrudes on
Next
year
Program Budget
By its nature, a program budget focuses on the services the
library provides to its clients. Therefore, the program budget more
readily relates to overall organizational goals and objectives. Its
attractiveness is further enhanced by its usefulness when
establishing priority for library programs relative to the parent
organization.
The program budget development is typically an extension of
the line-item budget development method. Robinson and Robinson
explain that each program in the program budget appears
separately and is broken out in categories similar to the line-item
budget (Robinson and Robinson 426).
following model:
PROGRAM BUDGET
Program
#1
Salaries
Materials
Etc.
Etc.
Miscellaneous
TOTALS
Program
#2
Program
#3
TOTALS
100%
As the model demonstrates, the program budget facilitates
automation,
employee
selection,
interviewing,
this is the difference between writing those bottomline numbers in black ink or red.
Your cash budget will help you figure out what to do with
the cash you have in hand. To go back to that brewery
analogy, you may use the money to research a new brand
of ale, hire a master brewer to make it, or hire a public
relations agency to tout it at local restaurants and bars.
Cash can also be squirreled away for unexpected needs.
And every business has unexpected needs.
Work the income/outflow pipeline to your advantage when
youre building your business budget. For money owed to
your firm, insist on payment as quickly as possible. Thirty
days is obviously more preferable to 60 or 90 days. Every
time you extend payment terms, youre costing your
company money. Conversely, for money you owe, hang
on the payment for as long as possible to retain control
over your companys finances. Electronic banking is a
great way to control your outgoing business expenditures
on the timeline that works best for you.
The operating budget the municipalitys operating
budget lists the planned operating expenditure (costs)
and income, for the delivery of all services to the
community.
Operating expenditure is the cost of goods and services
from which there will be short-term benefit - that is, the
services will be used up in less than one year.
For example, the payment of staff salaries results in a
short-term benefit as salaried employees are paid
monthly for one month's work. They could resign, next
month, and the municipality would not have the benefit
of their skills anymore. Examples of operating costs are
ANALYSIS OF VARIANCES
The object of standard costing is to exercise cost
control and cost reduction. The performance targets with actual
performance will enable a control system. The management by
exception is possible under standard costing. Cost reduction is
possible through the efficiency in use of material and labour. The
deviations between standard costs, profits or sales and actual costs,
profits or sales respectively will be known as variances. The
variances may be favourable and unfavourable. If actual cost is
less than the standard cost and actual profit and sales are more than
A distinction between
CLASSIFICATION OF VARIANCES
1. Direct Material Variances
2. Direct Labour Variances
3. Overheads Cost Variances
4. Sales or profit Variances.
1. Direct Material Variances
Material Cost Variance
Material Yield
Variance
Labour Cost Variance = Standard Labour Cost Actual Labour Cost = Standard time Standard
Wage Rate) (Actual time Actual Wage Rate)
Labour Rate of Pay Variance = Actual time (Standard Rate Actual Rate)
Labour Efficiency variance = Standard Wage Rate (Standard Time Actual Time)
(a)When standard and actual times of the labour mix are same.
In this case the variance is calculated as follows:
Labour Mix Variance = Standard Cost of Standard Labour Mix
Standard Cost of Actual
Labour Mix.
Due to the non-availability of one grade of labour, there may be a
change in standard labour mix, then revised standard will be used
for standard mix. The formula will be:
Labour Mix Variance = Standard cost of Revised Standard Labour Mix Standard Cost of Actual Labour Mix.
(ii) When Standard and actual time of Labour mix are different:
In this case the variance will be calculated as follows:
Total Time of Actual Labour Mix
Total Time of Standard Labour Mix
3.OVERHEAD VARIANCE :
A VARIABLE OVERHEAD VARIANCE :
SOCAOC
SOC (per hour ) SH for AOT*SOR per H
(per out put ) AOT *SOR per unit
B. FIXED OVERHEAD VARIANCE :
( SH for AOT *SFOR ) *AFO
4. SALES VARIANCE
A:BASED ON SALES MARGIN
a) TSMV - SM-AM
b)SMQV - (S prop. For Asale*Bud. Q )* SP
c) SMPV -(SMPU-AMPU ) *AQ
d) SMVol. V (Bud. Units Aq. Units )*SM PU
e)SM Mix V (Aq.*ST. Prop. Of Ac.. Sale )*SP
Comprehensive
Performance
View
of
Business
The
Balanced Scorecard
Based Management
and
Measurement-
Outcome Metrics
You can't improve what you can't measure. So
metrics must be developed based on the priorities of
the strategic plan, which provides the key business
drivers and criteria for metrics that managers most
desire to watch. Processes are then designed to
collect information relevant to these metrics and
reduce it to numerical form for storage, display, and
analysis. Decision makers examine the outcomes of
various measured processes and strategies and track
the results to guide the company and provide
feedback.
So the value of metrics is in their ability to provide a
factual basis for defining:
Management by Fact
The goal of making measurements is to permit
managers to see their company more clearly -- from
many perspectives -- and hence to make wiser longterm decisions. The Baldrige Criteria (1997) booklet
reiterates this concept of fact-based management:
"Modern businesses depend upon measurement and
analysis of performance. Measurements must derive
from the company's strategy and provide critical
data and information about key processes, outputs
and results. Data and information needed for
performance measurement and improvement are of
many types, including: customer, product and
service
performance,
operations,
market,
competitive
comparisons,
supplier,
employeerelated, and cost and financial. Analysis entails using
data to determine trends, projections, and cause and
effect -- that might not be evident without analysis.
Data and analysis support a variety of company
purposes, such as planning, reviewing company
performance, improving operations, and comparing
Return on Investment
Calculating EVA
In the field of corporate finance, economic value added is a way to
determine the value created, above the required return, for the
shareholders of a company.
where
, called the return on capital employed (ROCE)
is the firm's return on capital, NOPAT is the Net Operating Profit
After Tax, c is the Weighted Average Cost of Capital (WACC) and
K is capital employed.
Shareholders of the company will receive a positive value added
when the return from the equity employed in the business
operations is greater than the cost of that capital.
2.
3.
4.
6.
Size:
with some notable exceptions, service
organisations are relatively small and operate in a
single location. Top management in such
organisations can personally observe what is going
on and personally motivate employees. Thus,
there is less need for a sophisticated management
control system, with profit centres and heavy
reliance on formal reports of performance.
(Nevertheless, even a small organisation needs a
budget,
a
regular
comparison
of
actual
performance against a budget, and the other
essential ingredients of a management control
system.
7.
multi
unit
organizations:
some
service
organizations operate many units in different
locations, each of which is relatively small. These
include fast food restaurant chains, auto rental
companies, gasoline service stations, and many
others. Some of the units are owned; others
operate under a franchise. The similarity of these
separate units provides a basis for analyzing
budgets and evaluating performance that is not
present in the usual manufacturing company. The
information for each unit can be compared with
system wide or regional averages, and high
performers and low performers can be identified.
Because units differ in the mix of services they
provide, in the resources that they use, and in
other ways, care must be taken in making such
comparisons.
JIT
TQM
DSS
Just in time (JIT)
Just in time mcs tries to ensure that there are no
zero inventories, and goods are produced or ordered
only when they are needed. Hence the name, justin-time. In actual practice zero inventories may not
be possible but the term JUST-IN-TIME states the
direction in which lot size should be headed.
Just In Time (JIT) is an inventory strategy
implemented to improve the return on investment
by reducing in-process inventory and its
associated costs.
The process is driven by a series of signals, or
Kanban that tell production processes to make the
next part. Kanban are usually simple visual signals,
such as the presence or absence of a part on a shelf.
When implemented correctly, JUST-IN-TIME can lead
to dramatic improvements in a manufacturing
organization's return on investment, quality, and
efficiency.
New stock is ordered when stock reaches the reorder level. This saves warehouse space and costs.
Drawback of the just-in-time system: The reorder level is determined by historical demand. If
demand rises above the historical average planning
Benefits
1.
2.
(TQM)
is
2.
3.
Relation
with
suppliers:
total
quality
management involves a change in the traditional
relationship with suppliers. Instead of awarding
contracts to several suppliers, based primarily
on which one bid the lowest price, there are only
one or two suppliers for a given item; they are
selected on the basis of quality and on-time
delivery as well as on, price. Long term
relationships are established with them.
based systems
activities.
that
support
decision
making
Definitions
Computer data
base
Online
terminal
passive,
identify
three
generalized
Text-oriented DSS,
Database-oriented DSS,
Spreadsheet-oriented DSS,
Solver-oriented DSS,
Rule-oriented DSS, and
Compound DSS.
5. in agricultural production,
sustainable development.
marketing
for