Thursday, 30 December 2010

Control Objectives

Adapting to the changing environment may be the key to development of the company. The objectives of the company will also determine the management control system, depending on profitability, growth, social and environmental, etc. The structure of the organization, as functional or divisional, involves setting different variables, and thus control systems and targets also different. The size of the company is directly related to centralization. As the volume increases decentralization is needed, with more amount of information and increasing complexity in decision making. Finally, the culture of the company within the meaning of human relationships in the organization, is a key determinant of management control, not to mention the system of incentives and motivation.

As Mira Navarro also recalls an aspect that is important to note, is that management has made clear what are the purposes of management control? About This state: The ultimate goal of management control is the efficient use of available resources to achieve the objectives. However, we can realize other more specific purposes such as: Report. It consists of transmit and communicate the necessary information for making decisions. Coordinate. Try to route all activities effectively to the achievement of objectives. Evaluate.

The achievement of goals (targets) is achieved through people, and their assessment is demonstrating the satisfaction of accomplishment. Motivate. The momentum and support for all responsible are crucial for achieving the objectives Some basic considerations Management must be clear some considerations to keep in mind when setting the controls as: Control is connect to each target and strategies of the company, so it is possible to project the company into the future It requires a set of performance indicators to measure deviations, comparing actual results and planned results, so to guide and evaluate the behavior of each area in terms of efficiency, effectiveness.

Dec 30, 2010 12:04:20 PM

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Interaction Skills 6.1. Technical skill referencicia ago on expertise in the specific area of work (obtained by study and / or experience), and the ability to analyze problems using tools and techniques that specialty. 6.2. Humanistic ability (sensitivity) is the set of skills needed to interact with others and work in groups towards achieving common goals. Includes self-knowledge (awareness of their own attitudes, perceptions and concepts), empathy and communication skills. 6.3. Conceptual skill is the ability to understand the organization as a whole (in terms of systems), to read the environment and to design new models of organization and leadership. Katz found that the relative importance of these skills varies by management level. In terms hierarchical occupying the manager (supervisor, middle manager or senior executive), his work implies a relationship with other individuals within an organization. The ability to describe, explain, predict, and, as far as possible, control the conduct of men at work, then takes on special relevance. Organizational behavior, discipline, provide managers with knowledge and skills to tackle this complex task. Organizational behavior is based on a series of philosophical concepts about the nature of people and organizations. These concepts guide the manager in understanding the behavior of you and others and the understanding of organizations. And, of course, serve as guides to guide their behavior. Davis and Newstrom (op. cit., Pp.10-14) proposed nine key concepts of organizational behavior, which fall into two categories: those related to people and relevant to the organizations.