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ManagerialControl

LearningObjectivesLO1

Explainwhycompaniesdevelopcontrolsystemsforemployees.LO2

Summarizehowtodesignabasicbureaucraticcontrolsystem.LO3

Describethepurposesforusingbudgetsasacontroldevice.LO4

Definebasictypesoffinancialstatementsandfinancialratiosusedascontrols.LO5

Listproceduresforimplementingeffectivecontrolsystems.LO6

DiscusswaysinwhichmarketandclancontrolinfluenceperformanceManagerialControlControlAnyprocessthatdirectstheactivitiesofindividualstowardtheachievementoforganizationalgoalsSignsthataCompanyLacksControlsTheControlProcessFigure14.1ManagerialControlBureaucraticcontrolTheuseofrules,regulations,andauthoritytoguideperformanceMarketcontrolControlbasedontheuseofpricingmechanismsandeconomicinformationtoregulateactivitieswithinorganizationsManagerialControlClancontrolControlbasedonthenorms,values,sharedgoals,andtrustamonggroupmembers.ControlSystemshaveFourStepsSettingperformancestandards.Measuringperformance.Comparingperformanceagainstthestandardsanddeterminingdeviations.Takingactiontocorrectproblemsandreinforcesuccesses.SettingPerformanceStandardsStandard

Expectedperformanceforagivengoal:atargetthatestablishesadesiredperformancelevel,motivatesperformance,andservesasabenchmarkagainstwhichactualperformanceisassessed.MeasuringPerformanceWrittenreportsOralreportsPersonalobservationComparingPerformancewiththeStandardPrincipleofexceptionAmanagerialprinciplestatingthatcontrolisenhancedbyconcentratingontheexceptionstoorsignificantdeviationsfromtheexpectedresultorstandard.BureaucraticControlOccursBefore,During,andAfterOperationsFeedforwardcontrolThecontrolprocessusedbeforeoperationsbegin,includingpolicies,procedures,andrulesdesignedtoensurethatplannedactivitiesarecarriedoutproperly.BureaucraticControlOccursBefore,During,andAfterOperationsConcurrentcontrolThecontrolprocessusedwhileplansarebeingcarriedout,includingdirecting,monitoring,andfine-tuningactivitiesastheyareperformed.BureaucraticControlOccursBefore,During,andAfterOperationsFeedbackcontrolControlthatfocusesontheuseofinformationaboutpreviousresultstocorrectdeviationsfromtheacceptablestandard.TheRoleofSixSigmaAtasix-sigmalevel,aprocessisproducingfewerthan3.4defectspermillion,whichmeansitisoperatingata99.99966percentlevelofaccuracy

SixSigmacompanieshavenotonlyclosetozeroproductorservicedefectsbutalsosubstantiallylowerproductioncostsandcycletimesandmuchhigherlevelsofcustomersatisfactionRelationshipbetweenSigmaLevelandDefectsperMillionOpportunitiesExhibit14.2Question ___________isanevaluationoftheeffectivenessandefficiencyofvarioussystemswithinanorganization.ExternalauditInternalauditManagementauditHRAudit

ManagementAuditsControl

VariousSystemsManagementauditAnevaluationoftheeffectivenessandefficiencyofvarioussystemswithinanorganizationManagementAuditsControl

VariousSystemsExternalauditAnevaluationconductedbyoneorganization,suchasaCPAfirm,onanother.InternalauditAperiodicassessmentofacompany’sownplanning,organizing,leading,andcontrollingprocesses.ExternalAuditInvestigatesotherorganizationsforpossiblemergeroracquisitionDeterminesthesoundnessofacompanythatwillbeusedasamajorsupplierDiscoversthestrengthsandweaknessesofacompetitortomaintainorbetterexploitthecompetitiveadvantageoftheinvestigatingorganizationInternalAuditAssesseswhatthecompanyhasdoneforitselfWhatithasdoneforitscustomersorotherrecipientsofitsgoodsorservices.BudgetaryControlsBudgeting

Theprocessofinvestigatingwhatisbeingdoneandcomparingtheresultswiththecorrespondingbudgetdatatoverifyaccomplishmentsorremedydifferencesalsocalledbudgetarycontrolling.ASales-ExpenseBudgetExhibit14.3TypesofBudgetsSalesProduction

Cost

Cash

Capital

MasterTypesofBudgetsAccountingauditsProceduresusedtoverifyaccountingreportsandstatements.HowDanaDiscoversWhat

ItsTrueCostsAreExhibit14.5Activity-BasedCostingActivity-basedcosting(ABC)AmethodofcostaccountingdesignedtoidentifystreamsofactivityandthentoallocatecostsacrossparticularbusinessprocessesaccordingtotheamountoftimeemployeesdevotetoparticularactivitiesBalanceSheetBalancesheetAreportthatshowsthefinancialpictureofacompanyatagiventimeanditemizesassets,liabilities,andstockholders’equity.BalanceSheetAssetsThevaluesofthevariousitemsthecorporationowns.LiabilitiesTheamountsacorporationowestovariouscreditorsStockholders’equityTheamountaccruingtothecorporation’sowners.Assets=Liabilities+Stockholders’equityProfitandLossStatementProfitandlossstatementAnitemizedfinancialstatementoftheincomeandexpensesofacompany’soperationsExhibit14.7FinancialRatiosCurrentratioAliquidityratiothatindicatestheextenttowhichshorttermassetscandeclineandstillbeadequatetopayshort-termliabilitiesFinancialRatiosDebt-equityratioAleverageratiothatindicatesthecompany’sabilitytomeetitslong-termfinancialobligationsReturnoninvestment(ROI)Aratioofprofittocapitalused,orarateofreturnfromcapitalQuestion ___________isfocusingonshort-termearningsandprofitsattheexpenseoflonger-termstrategicobligations.ManagementamblyopiaPersonnelmyopiaManagementmyopiaShort-sightedangst

UsingFinancialRatiosManagementmyopiaFocusingonshort-termearningsandprofitsattheexpenseoflonger-termstrategicobligations.BureaucraticControl

hasaDownsideRigidbureaucraticbehaviorTacticalbehaviorResistancetocontrolMoreEffectiveControlSystemsThesystemsarebasedonvalidperformancestandards.Theycommunicateadequateinformationtoemployees.Theyareacceptabletoemployees.Theyusemultipleapproaches.Theyrecognizethe

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