Management control systems jsb 606 part4

Management ControlSystems

Part 4

Debasis DasExemplar Consultancy

Management Control of Special Organizations

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Management Control of MNCs

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Special Issues

• Allowances have to be made for special issues

–More than one geographical Locations

– Cross-cultural issues

– Long and short term legal issues

– Different accounting practices

– Exchange ratesDebasis Das JSB

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Management Control Considerations

• Transfer pricing– Profits & costs

• Tariffs & rates– Transfer price adjustments necessary

• Foreign exchange– Price will be affected, restrictions on FE availability

• Funds accumulation• Joint ventures

– Tendency to price higher, the country may resist• Legal aspects

– Tax laws & pricing• Environmental aspects

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Transfer Pricing Methods

(OECD & WTO)

• Comparable uncontrolled price method

– Price paid in uncontrolled sales + or - adjustments

• Resale price method

– Transfer price= applicable resale price-appropriate mark up

+ or - adjustments

• Cost-plus method

– Cost + appropriate mark up + or - adjustments

Can be quite regulated in many countries

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Issues of Exchange Rate

• Translation exposure– Changes in assets, earnings & liabilities

• Transaction Exposure• Receivables, payables, debts & interest

payments

• Economic Exposure– Operating or competitive exposure,

changes in cash flow

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Design issues for MCS in MNCs

• Mostly performance evaluation related– Should the subsidiary manager be responsible

for impact of exchange rates on the bottom line?

– Should home currency or the local one be used for evaluation. If so, starting rate, project ate or the end ate be used?

– Should the different types of impacts be distinguished? If so, how?

– Should these variations be used to evaluate performance of the subsidiary?

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Management Control in MNCs-1

• Role of control in foreign operations– Decide strategy, success factors, autonomy, controls

• Analysis of foreign projects– Net present value, political & economic risks

• Evaluation of foreign projects– Export domestic control systems with modifications

• Transfer pricing of affiliates– Has an impact on taxes, unlike operating in domestic

area alone• Budgeting for foreign affiliates

– Foreign exchange risks need to be taken into account

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Management Control in MNCs-2

• Taxation issues of foreign affiliates– Tax on local income, profit repatriated, tax in

the domestic country on profit repatriated• Political & social considerations– Expropriation & other political risks, consider

discounted payback period• Economic and exchange rate risks– Exchange rate & inflation risks

• Goal congruence issues– Earnings & ROI on investment in home country

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Management Control of Service Organizations

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Issues WRT Service Organizations

• Produce & deliver intangible products

• Provide services

• Hotels, banks, insurance, R&D, etc.

• Look at peculiarities for this sector

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Service Sector

• Agriculture->Industrial-> Services

• Majority manpower employed in

services organization

• In India, 52% of GDP is produced by

the services sector

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Characteristics• No inventory buffer

– Current capacity with matching demand is a key success factor (occupancy, students enrolled, beds available vs. admissions…..)

• Problems of quality control– Focus on processes

• Labor intensive– More service delivery needs more people

• Multi-unit organization– Operates though multiple units

• Quantity to be measured– Measuring amount of service

• Difficulty in costing– Cost management also is difficult

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Professional Organizations Characteristics

• Specialized services by an individual or a group

• CA, Law, Engineering firms, for example

• Management control will have to be different from others (manufacturing, for example)

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Pro Organization Issues• Organizational goals

– Not just earnings/profits, highly individualistic

• Professionals– Capabilities of the professionals involved, combined

knowledge, human capital

• Output-input measurements– Measuring productivity of individual or the organization

• Size of organization– Usually small and influenced by seniors, juniors

motivated by seniors

• Marketing– MCS around marketing is not possible

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Issues in MCS• Pricing

– Time used, service fee, etc.

• Profit centers & transfer pricing– All centers that provide service are profit centers

• Budgeting– Quality of manpower is the asset, budgeting revolves around manpower

budget

• Control of operations– No task level control possible, billable hours, idle hours are control

parameters

• Reporting progress– Difficult to measure end product

• Performance measurement & appraisal– Top level based on goals reached, low level based on tasks set, but

middle level it is difficult

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Some Special Services Organizations

• Control issues specific to the

organization type

• Will have specific processes that

need different considerations

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Special Services

• Financial services– CRM for quick dissemination, star performer, rapid info floe, focus on

short term performance, financial performance rather than cost

• Insurance organizations– Product pricing, sales performance, Expense control

• Non-profit organizations– Goals of the organization, period of reaching goal, costs

• Government Organizations– Characteristics

• Guided by ruling political party, over exposure to public info, non performance, low motivation

– Issues of MCS• Design of program & budgeting, Performance measurement

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Management Control of Projects

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Special Issues

• Set of activities carried out for specific end results

• It is for a specific period of time• Goes through phase of planning,

implementation and evaluation• Commissioned by management to

achieve specific purposes for a business

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Key Issues in Project Management

• Time, cost & quality of work

• Time and cost overruns are major

control issues

• Trying to crash time can impact

quality of work

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Role of Control in Project Management

• Set of critical activities that need to be completed in a coordinated manner

• Activities are scheduled according to a schedule plan.

• Control exercised must achieve as close a performance as possible with planned baseline

• A person’s reaction to controls– Nature of goals– Self image of individual– Value assessment of goal– Basic expectations– Tolerance to control

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Types of Control

• Cybernetic controls– Close loop control, performance measured against set

standard through assessor and detector, control exercised is proportional to variance

• Go/no go controls– Periodic and regular interval reviews, or at times

decided by management

• Post-performance controls– Time, cost quality evaluations are made post

completion. Managers need to have the autonomy so that they manage control during execution

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Process Control in Projects

• Objectives– Regulation of results through alteration

of activities– Appropriate control & usage of assets

• Controls– Control of physical assets– Control of human resources– Control of financial resources

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Phases of a Project & Control

• Project Planning• Project Execution– Trouble reports– Progress reports– Financial reports

• Project Closure

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Management Control of NGOs & Developmental

Programs

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Issues

• NGOs supplement Government’s work

• Govt. floats developmental programs• NGO aim to maximize the benefits of

the target group• Development programs– Self-regulated programs– Administered programs

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Special Issues in MCS

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Key Issues

• Core objectives of organizations• Process of implementation• Control must change according to

the program• Beneficiaries control self

administered programs• Administered programs have more

formal controls

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Monitoring & Control of Projects

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Socialobjectives

Broadobjectives

Specificschemes

Specificobjectives

Monitoring & eval

Target form,monitoring

Annual actionplan

Perspectiveplanning

Beneficiarypreference

Beneficiaryperception

Beneficiaryacceptance

ProgramPerformance

NGO Evaluation System

• Indicator based monitoring• Monitoring through beneficiaries• Through field visits• By legislators• By the media

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Before & after Approach

• Collect information on socio-economic indicators

• Compare beneficiary and people not covered

• Research method– Participation observation method– Longitudinal research method– Action research method

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Use of MIS in

MCS

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Issues

• Availability of information is crux of control

• MIS helps coordinate, assimilate and disburse managerial & business information

• Realtime accounting

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What is MIS

• Automated, computerized system• Assimilation, storage and disbursement of

management and business information• Made available to managers needing to

take decisions• Different levels– Strategic–Middle level– Lowest level

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Designing a Good MIS

• Information from all areas of business reaches managers

• Top to bottom and reverse flow of information

• Horizontal, cross-functional flow• Cost of data processing & collection

should be considered & optimized• History is important

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Effective MISFeatures

• Linked to all responsibility centers• Financial as well as non-financial information• Collects information in key areas• Takes care of required reporting frequency• Regular upgrade of database required• Information reports and control reports• Consider the complete business as one system• Relevant information with needed precision

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Types of MIS

• External IS– Information on external environment,

competition, etc.• Continuous IS

– Sufficiently long period of time to bring out trends• Systematic IS

– Make sure decisions are made under proper assumptions

• Social IS– Information on social indicators on a continuous

basis, cross checks & cross reference of data

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MIS in functional areas

• In Marketing– Planning & controlling marketing efforts, forecasting demand and sales

in future period

• In Finance– Collect financial data, working capital need through data analysis &

ERP, computerized decision support system and BI

• In human resources– Resource allocation, resource availability, competency maps

• In control– Setting performance standards, lay down bench marks, measure

performance, suggesting corrective actions– Should support both open and closed loop systems– MIS helps in feedback and feed forward system

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Implementing MIS

• Acquire hardware platform• Schedule project planning• Resource allocation• Development & testing• Freeze-unfreeze technique– Unfreeze: required modifications to procedures

& practices are identified, – Change phase: changes are made,

modifications communicated – Freeze: implement (no more change)

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Evaluating an MIS

• Technical review– Hardware, software tool, designs,

structures, OS features, security & built in checks & control

• Utility review– Information collection & usage

• Economic review– Costs & benefits compared to budgeted

ones. Overruns, if anyDebasis Das JSB

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Ethical & Moral Issuesin

MCS

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Introduction

• Opinion-> beliefs-> values

• Ethics in business

– Conducting business such that it is

conducive to society and does not

create moral, legal or social problems

for individuals & society at large

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Role of Ethics in Business

• Business is a social activity• Law of the land derives from natural

justice• Business is conducted by individuals,

ethical approach brings goodwill• Fairness in decisions is essential,

particularly when executing it• Thus ethics a natural part of business

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Role of Ethics in Control

• Ethical parameters as set in the organization decide the behavior & interaction between individuals

• Sets up min standard of behavior• Control system needs to consider– Rationality, creativity, mastery,

morality, and human association– All are linked to moral & ethical issues

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Ethical Misgivings in Organizations

• Tremendous pressure to perform and achieve goals

• Practices of competitors• Corporate failings in meeting financial

needs can lead to bribery & stealing• Incompetent recruits can lead to unfair

practices• HR practices need to be fair

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Designing Control Systems Supporting

Ethical Behavior• Step 1: control system complies with all laws, ethical codes & policies

• Step 2:Sensitize managers, employees about proper behavior

• Step 3: Audit employee behavior with all stakeholders

• Step 4: Report significant deviations• Step 5:investigate violations• Step 6:implement regulations to ensure

ethical behavior

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Ethical Principle in Designing Control

Systems• A goal congruent system requires

environment conducive to ethical behavior, business objectives and stakeholder objectives

• Unfair environment increases mistrust• Must extend to all employees to be

effective• Suppliers need to be taken into confidence

for all major decisions. They are a vital link

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