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From these definitions, it can be stated that there is a close link between planning and controlling. Planning is a process by which an organization's objectives and the methods to achieve the objectives are established, and controlling is a process that measures and directs the actual performance against the planned goals of the organization.
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.
A process (process management process, sometimes referred to as the process performance measurement and management system) [3] An organization's senior management is responsible for carrying out its management process. However, this is not always the case for all management processes, for example, sometimes it is the responsibility of the ...
Internal control, as defined by accounting and auditing, is a process for assuring of an organization's objectives in operational effectiveness and efficiency, reliable financial reporting, and compliance with laws, regulations and policies. A broad concept, internal control involves everything that controls risks to an organization.
Configuration Management (CM) is an ITIL-specific ITSM process that tracks all of the individual CIs in an IT system which may be as simple as a single server, or as complex as the entire IT department. In large organizations a configuration manager may be appointed to oversee and manage the CM process.
Strategic control is the process used by organizations to control the formation and execution of strategic plans; it is a specialised form of management control, and differs from other forms of management control (in particular from operational control) in respects of its need to handle uncertainty and ambiguity at various points in the control process.
Business process re-engineering (launched by Michael Hammer in 1993 [34]): a business management strategy focusing on the analysis and design of workflows and business processes within an organization. BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes.
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 ...