eds3c2 - business control and systems - welcome … management task control formulation control...
TRANSCRIPT
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EDS3C2 - Business Control and
Systems
Introduction to Management Control Systems
Executive Diploma on Business and Accounting
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Definition –Management Control System
A system which gathers and uses information to evaluatetheperformanceof different organizationalresources(human, physical, financial) and also theorganization as a whole considering the organizational strategies.
It influences the behavior of organizational resources to implement organizational strategies.
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Examples
1. Employee performance appraisal 2. Key Performance Indicators 3. Bureaucratic Controls (Hospitals) 4. Guidelines/ Certifications – ISO, UN, Safety 5. Quality Control – Pre and Post Process 6. Zero Defect 7. Internal Audit Control
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Management
Planning
Organizing StrategicalWhere and why?
Staffing
Directing
Controlling Tactical How?
How to do things right? Operational
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Control System
Control Device
Detector
1. Detector
Entity being
2. Assessor
controlled
3. Effector 4. Communication network
Assessor
Effector
Prescribed
Repetitive
Co-ordinated
Recurring
Specific Purpose
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Control System
1. A detector or sensor is a device that measure what isactually happening in the process being controlled.
2. An assessor is a device that determines the significance
ofwhat is actually happening by comparing it with some standards or expectations of what should happen.
3. An effector (feedback) is a device that alters behavior if
theassessor indicates the need to do so. 4. A communications network consist of devices that
transmitinformation between the detector and the assessor and between the assessor and the effector.
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Control System - Examples
1. Thermostat
Detector – thermometer
Assessor – programmable chipset (EPROM)
Effector – electronic circuitry (logic gate)
Communication Network – electronic system
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Control System - Examples
2. Body Temperature (98.6F)
Detector – nerves
Assessor – brain
Effector – muscles, organs (sweat, shiver etc.)
Communication Network – nerve system
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Control System - Examples
3. Vehicle Driver
Detector – eyes
Assessor – brain
Effector – foot
Communication Network – nerve system
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Control System - Examples
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Control System - Examples
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Management Control - Boundary
Strategy Goals, Strategies, Policies
Formulation
Management Implementation of Strategies
Control
Task Control
Efficient and Effective performance of
individual tasks
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Difference – Strategy/ Management/ Task
Strategy Management Task Control
Formulation Control
Enter a new business Expand a plant Schedule production
Change debt to Issue new debt Manage cash flows
equity ratio
Add direct mail Determine Book TV
selling advertising budget commercials
Decide magnitude Control of research Run individual
and direction of organization research project
research
Acquire an unrelated Introduce new Coordinate order
business product or brand entry
within product line
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Difference – Strategy/ Management/ Task
Strategy Management Task Control
Formulation Control
Level of structure Least Systematic Most Systematic
Nature of data used Futuristic Current accurate
approximations data
In Between
Focus Long term Day to Day
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Strategy
Describes the general direction in which an organization plans to move to attain it goals
1. Be the #1 Insurer in Sri Lanka With excellence in service standards -Janashakthi PLC Mission: Strive for excellence in - Service delivery to policyholders
The development of the companies human resources
Attaining a fair return in capital to shareholders
Continuing to fulfill our social and corporate responsibility
2. 1 – 1- 10 : No.1 preferred partner of the world’s leading brands of Intimates, Sports wear and leisure wear with a turnover of USD 1 Billion by 2010 - Bodyline (Pvt.) Ltd.
3. Transform the Globe –Top Most Line (Pvt.) Ltd.
Mission: Improve the Value outcome of corporates and individuals by transforming the business intelligence and thinking patterns via stimulating discussions, trainings, workshops, and effective consultancy
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Strategy
Environmental Analysis Internal Analysis
1. Competitor + Substitutes 1. Technology
+ New Entrants 2. Manufacturing
2. Customer 3. Marketing
3. Supplier 4. Distribution
4. Social + Political 5. Logistics
5. Economical 6. Technological 7. Environmental 8. Legal
Opportunities and Threats Strengths and Weaknesses
Align External opportunities with Internal Competencies
Strategy
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Strategy – Corporate Level Strategies
Type of Strategy Single Industry Related Diversified Unrelated
Industry Diversified
Illustration
Key Feature Competes only in one Sharing of core Totally autonomous
Industry competencies businesses in very
across businesses different markets
Examples Etisalat Proctor and Gamble Virgin Group
HSBC, Citi Bank Dialog PLC JhonKeells
Hameedia MAS Holdings Expolanka Holdings
McDonald's Corporation PLC
Stassen Group
Softlogic PLC
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Strategy – Corporate Level Strategies
High Single Industry
Degree Related Diversification
of
relatedness
Unrelated Diversification
Low Extent of Diversification High
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Strategy – Business Unit Strategies
High Low
High
High
Market Hold Build
Growth
Rate
Harvest Divest
Low
Low
High
Relative Market Share
Low
BCG Matrix
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Strategy – Business Unit Strategies
A t
t
I r High n a
d c Average u t
s i
t v Low r e
y n
e
Winners Winners Question
Marks
Winners
Average
Losers
Businesses
Profit
Losers Losers
Producers
Strong Average Weak
s Business Strength
s
GE Planning Model
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Strategy – Business Unit Strategies
A t
t
I r High n a
d c Average u t
s i
t v Low r e
y n
e
Invest/ Grow Invest/ Grow Dominate/ Delay/
Strongly (Build) Selectively (Build) Divest
Invest/ Grow Earn/ Protect Harvest/
Selectively (Build) (Hold) Divest
Earn/ Protect Harvest/ Harvest/
(Hold) Divest Divest
Strong Average Weak
s Business Strength
s
GE Planning Model- recommended strategies
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Strategy – Business Unit Strategies
New
Entrants
Suppliers Competitors Customers
Substitutes
Porter’s Five Forces
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Strategy – Porter’s Five Forces
1. Competitors –industry size, Differentiation, number, fixedcosts,
exit barriers, price
2. Customers - number, switching costs, backward integration,volume, how essential (buyer/ seller)?
3. Suppliers –number, forward integration, substitutes, volume 4. Substitutes –switching cost, price, loyalty/ barriers 5. New Entry –capital, distribution, economies of scale,
product differentiation, technological complexity, competitiveness, government policy, regulations
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Strategy – Business Unit Strategies
Superior
Cost and Differentiation
Differentiation Advantage Advantage
(iphone) (Rolls Royce, Volvo,
Relative Midnight Divas)
Differentiation
Position
Low Cost Advantage Stuck in the middle
(Budget Airlines,
(Park and Shop)
Cargills, Dell etc.)
Inferior
Superior Relative Cost Position Inferior
Porter’s Competitive Advantage
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Strategy – Business Unit Strategies
Product Manufacturing
Marketing, Service/
Development Sales Logistics
Support Activities: Finance, Humanresources, Information Technology
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Value Chain Analysis