Term
|
Definition
| actions in accordance with perceived self-interest are also in the best of the organization |
|
|
Term
| 2 questions to evaluate MC practice |
|
Definition
1. what actions does it motivate people to take in their own self-interest
2. Are these actions in the best interest of the organization |
|
|
Term
| Informal factors that influence goal congruence (3) |
|
Definition
| society, industry-specific, or local |
|
|
Term
| External influences to goal congruence |
|
Definition
| Attitudes (work ethic): loyalty, diligence, spirit, pride. |
|
|
Term
|
Definition
1. Culture: common beliefs
2. Management style
3. Informal org.: effective and efficient communication
4. perception and communication |
|
|
Term
| 2 types of formal control systems |
|
Definition
1. MCS itself
2. the rules |
|
|
Term
|
Definition
| all types of formal instructions and controls. do not change. |
|
|
Term
|
Definition
1. physical controls
2. manuals
3. system safeguards
4. task control systems |
|
|
Term
|
Definition
| Strategic goals -> strategic plan -> implements goals and strategies ->annual budget -> planned vs. actual is compared -> feedback. |
|
|
Term
| Types of organizational structures (3) |
|
Definition
1. functional
2. business unit
3. matrix |
|
|
Term
Functional
1 Adv, 4 Dis Adv. |
|
Definition
Each manager is responsible for a specified function.
Adv: efficiency
Dis:
1. Effectiveness is ambigious
2. Disputes must be resolved up top
3. Does not work w/diversified prod.
4. Tend to create silos, preventing cross-functional coordination. |
|
|
Term
Business unit
3 Adv, 4 Dis Adv. |
|
Definition
Division - semi-independent.
Adv:
1. GM training ground
2. Mgr can make better decisions because of proximity to market
3. can react more quickly to market threats.
Dis:
1. Work duplication
2. Same problems solved many times
3. Layers of staff cost more
4. Disputes between business units |
|
|
Term
|
Definition
| functional units have dual responsibilities. programs and org. unit responsibilities |
|
|
Term
| Functions of the controller (5) |
|
Definition
1. Designing and operating the information and control systems
2. Preparing f/s and reports for external
3. preparing/analyzing performance reports, interpreting them
4. Supervising internal audit and acctg control procedures.
5. developing personnel in the controller organization. |
|
|
Term
|
Definition
| Staff function, advisory in nature. Does not make or enforce mgmt decisions. |
|
|
Term
|
Definition
| business unit controller reports to business unit mgr. Lack of objectivity to corporate is a problem. |
|
|
Term
|
Definition
| business unit controllers report directly to the corporate controller. treated like spies, rather than aides. |
|
|
