CODMAN & SHURTLEFF : Planning and control system Introduction Define the situation. JJ and CD .. The teams‚ etc 1. The Johnson & Johnson planning and control system efficiency Definition : Management & Control System Management control system can be defined as a critical function in organizations. (K. A Merchant & Wim A. Van Der Stede‚ 2007). In other words‚ it can also be described as the process by which an organization secures to achieve its performance. Major roles of control
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Introduction This paper will review the "Codman & Shurtleff‚ Inc.: Planning and Control System" case study found in the 2nd edition of " Accounting for Managers: Texts and Cases". The case illustrates a comprehensive formal planning and control system used in formulating and implementing strategy at Codman & Shurtleff‚ one of Johnson & Johnson’s 155 subsidiaries. This paper will focus on the relationship between organizational innovation and formal planning and control systems in a decentralized organization
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Codman & Shurtleff‚ Inc [pic] Team 7 Week 9‚ September 26 Executive Summary: Codman & Shurtleff is a subsidiary of Johnson & Johnson which supplied hospitals and surgeons worldwide with over 2‚700 products for surgery. Codman is now facing a profit shortfall of two million. A series of actions was decided in order to recover the shortfall‚ while the decisions made were somehow not aligned with J&J’s group philosophy. Codman managers decided to cut budgets of R&D expenditure which might
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Analysis of Codman & Shurtleff Codman & Shurtleff is an autonomous subsidiary of Johnson and Johnson (J&J). J&J is a decentralized company which has 3 basic doctrines to achieve success decentralized management‚ sense of responsibility and long term management. J&J has 155 autonomous subsidiaries in 46 countries and it employs 75‚000 people worldwide. These 155 units are divided into sectors based primarily on products. Codman & Shurtleff employs 800 people in 3 manufacturing locations and
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Report Body: Management information‚ including planning and budgeting‚ can be used for a variety of purposes‚ such as decision making‚ control‚ signaling‚ education & learning‚ and‚ external communication. With respect to J&J’s formal planning and budgeting system‚ these above-mentioned purposes are all well served. Johnson & Johnson was organized on the principle of decentralized management and conducted its business through autonomous‚ integral operating subsidiaries‚ with which
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“A budgetary planning and control system may include many individual budgets which are integrated into a ‘master budget’.” Budgeting is concerned with the implementation of long term strategic plans‚ by translating these long term plans into short term plans of action. A budget is a plan showing a firms short term objectives‚ and how management intends to acquire‚ use‚ and control the resources in order to attain these objectives. A firms budget should be comprehensive and co-ordinated. That
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Introduction Planning 3 2. Planning 3 2.1 Goals 3 2.2 Plans 4 2.2.1 The Planning Process 5 3. Controlling the Management Process 6 3.1 Steps in Control 6 3.2 Areas of Control 7 3.3 Characteristics of Control 7 4. Conclusion 8 Reference 1. Introduction Of the four fundamental tasks of management I have chosen to discuss the first and forth steps of management which are Planning and Controlling the management process. Planning is the
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The Life of Earnest Codman Ernest Amory Codman was born in Boston‚ Massachusetts‚ on December 30‚ 1869.odman was a pioneer in many different fields including contributions to anaesthesiology‚ radiology‚ duodenal ulcer surgery‚ orthopaedic oncology‚ shoulder surgery‚ and the study of medical outcomes. Codman entered Harvard College in 1887‚ graduated cum laude in 1891 and subsequently entered Harvard Medical School. During his time there‚ he met and became best friends with Harvey Cushing‚ the famous
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Organisational strategy 3 2.2 Employee control problems 4 2.2.1 Lack of directions 4 2.2.2 Lack of motivation 4 2.2.3 Personal limitations 4 2.3 Processes and output 4 3. Management Control System 5 3.1 Action controls 5 3.1.1 Preaction reviews - Audit Management Information System (AMIS) 5 3.1.2 Action accountability and Redundancy - employee/partner involvement 5 3.2 Result controls 6 3.2.1 Audit reviews 6 3.4 Personnel controls 6 3.4.1 Training and provision of resources
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Table of Contents Title page 1 Table of Contents 2 Strategic Management as it Relates to PMM 3 Introduction to Performance Measurement and Management 3 How Modern Performance Measurement Techniques Facilitate PMM 4 Emerging Systems for Performance Measurement 6 The Balanced Scorecard 7 The Impact of Globalization and Cultural Differences on the Application of PMM 9 Conclusion 13 Bibliography 15 STRATEGIC MANAGEMENT ACCOUNTING AS IT RELATES TO PMM Strategic management
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