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Management Control Systems
Finance & Accounting
Pages 5 (1255 words)
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.
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. ...
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