Management control system
Introduction
Management control system (MCS), as a vital part of an organization, which purpose allows organizations to ensure that their activities achieve the objects they desire. The process of designing and improving MCSs requires addressing three basic questions. What is desired? What is likely to occur? And What is the effect of contextual factors ?Then managers must address each of these questions. What controls should be used?
In recent years, contingency-based research has maintained its popularity with studies including these variables but redefining them in contemporary terms. This paper provides a critical review of findings from contingency-based studies over the past 20 years, deriving a series of propositions relating MCS to organizational context. The paper examines issues related to the purpose of MCS, the elements of MCS, the meaning and measurement of contextual variables, and issues concerning theory development (Robert H. Chenhall 2003). on the effect of contextual variables on the design of Management Control System (MCS). It is tests the effect of each contextual variable on the relationship between MCS design and performance by using survey instruments. It is demonstrates that contextual variables contribute to the design of MCS. The following sections describe how to address each of these questions.
What it is the organization Objectives and, more importantly, strategies that are derived from a good understanding of the organization’s objectives often provide important guides to the actions that are expected. A better understanding of objectives and strategies yields a larger set of feasible control alternatives, provides a better chance of being able to apply each alternative tightly, if so desired, and reduces the chance of creating behavioral displacement problems. The understanding of what is desired is most valuable .if it is defined in terms of the actions desired, since the purpose devised also an understanding of some of
Management control system (MCS), as a vital part of an organization, which purpose allows organizations to ensure that their activities achieve the objects they desire. The process of designing and improving MCSs requires addressing three basic questions. What is desired? What is likely to occur? And What is the effect of contextual factors ?Then managers must address each of these questions. What controls should be used?
In recent years, contingency-based research has maintained its popularity with studies including these variables but redefining them in contemporary terms. This paper provides a critical review of findings from contingency-based studies over the past 20 years, deriving a series of propositions relating MCS to organizational context. The paper examines issues related to the purpose of MCS, the elements of MCS, the meaning and measurement of contextual variables, and issues concerning theory development (Robert H. Chenhall 2003). on the effect of contextual variables on the design of Management Control System (MCS). It is tests the effect of each contextual variable on the relationship between MCS design and performance by using survey instruments. It is demonstrates that contextual variables contribute to the design of MCS. The following sections describe how to address each of these questions.
What it is the organization Objectives and, more importantly, strategies that are derived from a good understanding of the organization’s objectives often provide important guides to the actions that are expected. A better understanding of objectives and strategies yields a larger set of feasible control alternatives, provides a better chance of being able to apply each alternative tightly, if so desired, and reduces the chance of creating behavioral displacement problems. The understanding of what is desired is most valuable .if it is defined in terms of the actions desired, since the purpose devised also an understanding of some of