Effective Management Control Systems

Haiser entered into overseas markets as a contract manufacturer for multinational brands in early 1990s. First exported products to UK, then Germany, France and Italy. It also establisted joint ventures to explore the foreign markets; i.e. established a JV with Mitsubishi to set up China’s largest AC (“air conditioners”) production plant in 1994, in 1995 set up a JV with a local firm in India to produce refrigerators and ACs, in 1997 establised a JV with a Yugoslav company in Belgrade to produce ACs.

The most dominant problem addressed in the case that Haier is facing is that it lacks of brand popularity in the global market, comparing to its direct competitors such as Whirlpool, GE appliances, and Electrolux. Even though Haier made its effort to amplify its brand image and popularity globally by making a bid to acquire Maytag Corporation yet did not succeed, it is still difficult for Haier to enter the high-end segment of the US white goods market. According to statistics from Euromonitor, Haier’s 2013 market shares in consumer appliances segment in the North American and Western European markets were 0.9% and 0.5% respectively, which are significantly lower than Whirlpool’s, one of Haier’s major competitors in the U.S. and Europe,

My example of a company that utilizes most, if not all the controls listed in chapter 5 is Pep Boys Automotive Retail. The Pep Boys business is one of the premier automotive retailers with stores located throughout the United States. Given their volume, I believe Pep Boys execs strictly enforces the company’s policies with their management staff to ensure an internally structured environment. One of the most important control methods that Pep Boys should use is to hold their managers accountable for financial profitability,

Abrams’ top management is satisfied with their management systems and performance measurement scheme but they notice three areas of concern.

The purpose of this paper is to analyze a case study related to issue of control and how organizations can utilize different approaches of control in order to improve quality and performance in all arenas, domestic and global. The focus of this case revolves around Lincoln Electric, an Ohio based company that has set the bar for how to develop and implement a successful management system. This paper will use the Lincoln Electric case analysis to present recommendations on how managers can use control methods to enhance employee performance, increase employee participation and empowerment, and improve organizational quality in

Managerial effectiveness is defined as the management 's uses of organizational resources and the meetings of the organizational goals. Leadership, mentoring, effective communication, proper planning, organization, control, possession of skills, and teamwork are all fundamentals of becoming an effective manager. In the process of striving for the most valuable ways to become effective, a manager must obtain both, effectiveness along with efficiency. With all of these qualities under one 's belt, an effective manager will arise.

“A distribution channel strategy enables us to sell to customers in geographical areas or market sectors that the direct sales team cannot reach. We can choose from a number of distribution channels, including wholesalers, retailers, distributors and the Internet. Each channel gives us different options for dealing with customers and prospects. However, to ensure that our distributors operate effectively on our behalf, our strategy must incorporate the right level of control and support.” (Linton)

The definition of effective is “adequate to accomplish a purpose” (“Effective” 591). In the era of globalization, the word “effective” tends to be a management keyword, since effectiveness leads to greater opportunities and achievements for corporations; in other words, effective management is able to maximize profits and maintain or even minimize costs. In today’s society, effective management is achieved if a corporation applies a departmentalized framework, encourages more multilingual communication, and is successful at motivating its staff.

2- reject disruptive technologies: listening to customers; tracking competitors actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater

Nowadays, most markets are developing into progressively dynamic, thus business corporations encounter accelerating change of business environment. As stated by Ashurst & Doherty (2003), the importance of firms to act in the optimum capabilities increasing because of globalisation and other market factors that boost the competition. Therefore, firms need to imply the best control method to achieve this target. Significantly, the objective of the firms should parallel with the actual state of affairs of a business to maintain effective functioning state of the corporations. Merchant (1982) emphasises the need of control to reassure desirable actions and prohibit inadmissible behaviour. There is a lot management control, including financial and non-financial factors. Ittner and Larcker (2000) stress the limitations of control system based on financial data to measure company performance and support the statement by the survey of U.S. financial services firms. Most of the institutions not satisfied with traditional financially oriented, thus made an extensive change in the control system during the past two years. Therefore, this paper is strongly believed that firms should not rely on quantitative targets in uncertain environments. Thus, this essay aims to evaluate a management control system (MCS) as a package from contingency theory viewpoint and further assess the challenges and solution towards that control.

This paper determines the effects contextual factors have on the design of Management Control Systems. The paper firstly discusses what is meant by “Management Control Systems” and what is expected of “Management Control Systems”. Contingency-based research is outlined and five key contextual variables are identified for discussion. The five factors (external environment, technology, structure and size, strategy and national culture) are assessed to determine their impact on design and implementation of management control systems.

A manger has a very important role in a company. A perfect manager is a boon for any company and a good manager needs to have a strong knowledge about the functioning of a company. In one’s company, there are appear of some managers which are inspired, some are motivated, and others are failing miserably to engage with their employees. When the employees are choosing to leave from their position, it is often because of their manager or the relationship between other employees in their working environment. So, if one’s are decided to become effective as a manager then he or she need to have the ability to lead other people, the ability to communicate the goals and objectives as well as the mission of the company to the employees that

With the entry into WTO, Chinese household appliances industry begins facing the globalization challenges and also worldwide learning challenges. Haier has started its formal globalization in 1997, and has been able to set up a successful example in competing with those challenges. However, the coming years are bringing more challenges including how to establish itself as a major localized US brand, integrate with locality, build brand recognition and manage its brand.

The purpose of this case study is to describe and analyse the features of the management control system (MCS) of University of Southern California (USC). Before commencing the analysis a brief background of USC is provided.

全球大宗商品年报 莫尼塔全球宏观研究云平台 2015 年 1 月 6 日星期二 2015：原油再平衡元年 原油 核心提示 2014 年油价暴跌最核心的驱动因素在于供给的增加，而油价反弹同样只能 依赖供给出现减少。2015 年供给变化的可能路径主要有三种： 1）委内瑞 拉国内出现军事对抗导致其国内原油产量骤减；2）美国部分页岩油企业出 现破产倒闭；3）下半年美国原油产量增速减慢结合美元升值放缓。 这三种情形都将触发原油供需再归于平衡，从而支撑油价出现反弹。2015 年原油料呈现先跌后涨格局，我们预计布伦特全年中枢为 65 美元/桶。 报告摘要  油价暴跌缘起供给激增，反弹也必须依赖供给减少。14 年 7 月利比亚 恢复原油出口后产量激增，是本轮油价暴跌的导火索；而 OPEC 大打 价格战争夺市场份额，加剧了原油跌势。不过归根到底，页岩气革命 后美国产量大幅增长才是油价下跌的根本原因。短期内经济增长对于 原油需求的拉动有限，因此寄望油价反弹还必须依赖供给端的减少。  2015 年油价先跌后涨，全年中枢 65 美元/桶。15 年年初原油大概率仍 将维持下跌趋势，而供给出现减少后油价料将出现反弹。根据可能出 现的三种情形假设，我们预计 2015 年布伦特油价中枢为 65 美元/桶。  OPEC 主动减产概率不大。页岩油对全球原油市场的影响类似上世纪 北海油田开发。当时，沙特采取减少产量以维持高价的策略，最终深 受其害。这次沙特很可能吸取了上次的教训，其主动减产可能不大。 而伊拉克、伊朗、利比亚都处在产量恢复期，减产可能也较有限。 