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Management control as an interdisciplinary subject. A management control system (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole in light of the organizational strategies pursued.
Control is a function of management that helps to check errors and take corrective actions. This is done to minimize deviation from standards and ensure that the stated goals of the organization are achieved in a desired manner.
Control Activities-the policies and procedures that help ensure management directives are carried out. Monitoring-processes used to assess the quality of internal control performance over time. The COSO definition relates to the aggregate control system of the organization, which is composed of many individual control procedures.
An entity-level control is a control that helps to ensure that management directives pertaining to the entire entity are carried out. These controls are the second level [ clarification needed ] to understanding the risks of an organization.
An example of an entity-level control objective is: "Employees are aware of the Company's Code of Conduct." The COSO 1992–1994 Framework defines each of the five components of internal control (i.e., Control Environment, Risk Assessment, Information & Communication, Monitoring, and Control Activities).
A manual override (MO) or manual analog override (MAO) is a mechanism where control is taken from an automated system and given to the user. For example, a manual override in photography refers to the ability for the human photographer to turn off the automatic aperture sizing, automatic focusing, or any other automated system on the camera. [1]
Supervisory control is a general term for control of many individual controllers or control loops, such as within a distributed control system.It refers to a high level of overall monitoring of individual process controllers, which is not necessary for the operation of each controller, but gives the operator an overall plant process view, and allows integration of operation between controllers.
Key critics of the command-and-control management ethos and techniques include members of the systems-thinking community and associated thinkers, including W. Edwards Deming, [1] John Seddon, [2] Kōnosuke Matsushita, [3] Taiichi Ohno, Russell L. Ackoff, [4] Donella Meadows, [5] Alfie Kohn, [6] and the outspoken Vanguard Method practitioner ...