DESIGNING AND EVALUATING MANAGEMENT CONTROL SYSTEMS

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1 DESIGNING AND EVALUATING MANAGEMENT CONTROL SYSTEMS
Andi Kushermanto

2 Understanding of the demands of the roles being controlled
Understanding of some desirable results or personnel/culture characteristics What it is the organization wants the employees to do The organization’s objectives

3 MCSs tidak dapat di design atau dievaluasi tanpa memahami peran dari pengendalian itu sendiri yaitu:
Apa yang yang perusahaan inginkan dari tindakan karyawan Tujuan dan strategi perusahaan sebagai petunjuk dalam aktivitas yang diinginkan perusahaan.

4 Understanding the desired actions or results
Salah satu cara memahami apa yang harus dikendalikan adalah mengidentifikasi Key action (aktifitas kunci) yang merupakan aktifitas yang mendukung kesuksesan perusahaan. Key results can be defined as the few key areas where “things must go right” for the business to succeed Understanding the likely (kesesuaian) actions or results Manajer harus melakukan investiviagsi terhadap masalah potensial pengendalian yaitu lack of direction, motivational problems, or personal limitations

5 Personnel/cultural controls as an initial consideration
For example, when Marc Brownstein, president of the Brownstein Group, a small family-run advertising and public relations firm in Philadelphia, decided to take advice from his managers to tackle high turnover (30% per year among a 20-plus-person agency) and low employee morale, he was baffled when he learned what his employees were asking for. They were not greatly concerned with the levels of salaries or bonuses (although there were some requests for better employee benefits and some “perks” such as office decorations and technology updates). Instead they wanted to get more involved with the business, such as by having a say about which new accounts the firm should solicit. And they wanted better communication from top management. They felt that Mr. Brownstein did not listen very well, and he offered little performance-related feedback. In other words, the important requests were more about communication and decision making involvement (personnel and cultural controls) than about money (results control). Mr. Brownstein heeded his personnel’s advice. It paid off. Soon after changes were made, the company’s billings were at record levels; turnover dropped by half; and, for the first time in its history, the agency won the “Oscar” of the ad world.

6 CHOICE OF CONTROL TIGHTNESS
Pertimbangan keketatan pengendalian tergantung pada jawaban atas tiga pertanyaan berikut ini: (1)What are the potential benefits of tight controls? (2) What are the costs? (3) Are any harmful side effects likely? critical success factors

7 KEEPING A BEHAVIORAL FOCUS MAINTAINING GOOD CONTROL
ADAPTING TO CHANGE KEEPING A BEHAVIORAL FOCUS MAINTAINING GOOD CONTROL