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Management Control Systems - Term Paper Example

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The holistic view on management control systems (MCS) is not fresh. The academics have recognized to a rising degree that MCS should be thought as functioning simultaneously with the intention of understanding the design as well as application of MCS. …
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Management Control Systems
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Download file to see previous pages According to Bedford (2006), different MCS components represent a package if they function jointly with the purpose of attaining organisational outcomes. Following this line of discussion, it is further stated that if the links between the control system components (for instance, financial plan and organisation’s traditions) are not sufficient, then the system may not execute its planned functions. That is, the MCS may be unsuccessful to control behaviour in the anticipated manner (Macintosh & Quattrone, 2010, p. 41). Management control systems (MCS) facilitate businesses to raise the possibility that workers take decisions and actions that are in the businesses' best interest. There are a number of management control components or systems, for instance, accounting controls or non-accounting controls such as conduct and clan controls. Management control components or systems do not function independently, but might connect and influence one another. This notion of MCS functioning as a package has been there for decades pursued by calls to evaluate this feature. The complexity in evaluating particular constituents of MCS individually from other organisational controls is the chance for severe under-specification. Hence, it is essential to know the way arrangements of controls can be united to go well with the specific situation of the organisation. The term package indicates to several MCS being used within businesses that can either be purposely planned or synchronized or not. In the first instance, the complete system could be known as a MCS. The second case portrays a condition within which the various operational MCS are not synchronized deliberately such as due to the design and execution by diverse organisational divisions, and should not be considered as single system but instead as a package of systems. “Thus, the term ‘MCS package’ leaves open the questions whether and how its management control elements or MCS are coordinated” (Macintosh & Quattrone, 2010, p. 63). Regardless of its justifiable position within management control study, contingency theoretic approach has developed on organisational eventuality presumption. Organisational issues have described management accounting as well as control systems existence and aim, but the results have stayed somewhat disjointed. This is perhaps because earlier contingent issues - that is, the management control systems further than what is studied - have an effect on the central MCS more than isolated organisational traits and factors. Thus, package approach to MCS has chance to create a contingency presumption of management accounting. As a general notion, a management control systems (MCS) package is a group or set of controls as well as control systems. The individual control systems may be extra conventional accounting controls, for instance, finances and financial measures, or organisational controls, for instance, organisation structure and governance systems, together with more socially based controls like principles and traditions. The structure of Malmi and Brown (2008) contain five separate control components: planning, cybernetic, reward and compensation, administrative and cultural controls. Planning controls have two special control systems that are ‘long range planning’ and ‘action planning’. Long range planning usually has a further strategic concentration while action planning has a tactical concentration. The component of planning control has a number of special roles. They create the objectives that facilitate in directing effort as well as activities within an organisation. They as well facilitate correspondence by supporting objectives ...Download file to see next pagesRead More
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