to other offers. One of the companies considering a bid was China ’s largest home appliance maker‚ Haier. Pros: Cons: Chinese government policy encouraged its large companies to acquire overseas brands and combine them into a single corporate global brand name. The Maytag bid would fit well with this national goal and with Haier ’s own stated goal of trying to make Americans feel like Haier was an established US brand instead of an imported Chinese brand. There was a growing backlash in the
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Case Analysis of Haier A little background: Haier‚ a Chinese enterprise founded in 1984. After thirty years research and development‚ it has become a successful case that leads Chinese enterprises to the whole world. Qingdao Electrical Appliance Factory which is the predecessor of Haier‚ it was a Chinese government collectively-owned enterprise‚ since Zhang Ruimin took over it‚ he found the shareholder agreement of Qingdao Electrical Appliance Factory‚ then defined Haier a private enterprise and
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Internal Analysis Haier Profile Haier Group is the No.1 in the top ten innovative companies issued by USA Newsweek’s website. Founded in 1984‚ Haier has grown into an international group which is making a turnover of 135.7 billion yuan in 2010 and employed more than seventy thousand people. Haier aims to create a world famous brand in the age of the internet that helps satisfying needs of user in a short time. “Zero-distance virtual and practical network combination” is fully combination with
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Management controls‚ in the broadest sense‚ include the plan of organization‚ methods and procedures adopted by management to ensure that its goals are met. Management controls include processes for planning‚ organizing‚ directing‚ and controlling program operations. A subset of management controls are the internal controls used to assure that there is prevention or timely detection of unauthorized acquisition‚ use‚ or disposition of the entity’s assets. Simons (1994) defined MCS as "the formal
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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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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
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Introduction The focus of this paper is to discuss behavioral considerations in the management control process. The paper will discuss both personal observations made as both a manager of an organization and as an employee‚ as well as certain academic aspects. The textbook describes the management control system as a circular four part process which begins as strategic planning‚ followed by budgeting‚ then measurement and reporting‚ and ending with evaluation [ (Anthony‚ Hawkins‚ & Merchant‚ 2007)
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Management controls‚ their limitations‚ and the nature of social constraint: the implications for corporate governance practice Draft (M.Phil/Ph.D) research proposal by Peter Carroll University of Greenwich‚ Business School Paper presented at the Management Control Association workshop at The Institute of Chartered Accountants in England & Wales‚ Friday 27th February 2009 Draft research proposal (approval by University’s research committee to be obtained) Please do not quote without permission
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Control and organizational learning in MNCs: an analysis through the subsidiaries Abstract : For any large complex organization the problem of ensuring its constituent activity in accordance with overall policy and‚ at the same time adapt to its environment‚ is a central and continuing concern. Thus‚ the fundamental question which must be answered is ‘what control mechanism can facilitate the adaptation process in the local market?’ In multinational corporations (MNCs)‚ the control mechanism
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Corporation: Xerox Corporation Question No.1 Outline the management control system at XEROX. What Are the elements that makes the system work ? Management Control System at XEROX Conditions prior to 1970. * Rigid System * Emphasis on Accuracy * Setting Unrealistic targets * Inadequate data analysis * Reporting & planning process was very long and bureaucratic. Management Control System at XEROX Problem raised during 1970 – 1980 * Patent
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