Conceptualising management control systems Illustrative evidence from literature on the Australian business sector

Abstract

This study is an attempt to conceptualise management control systems. Management control systems can be viewed as a broader concept which includes different components and used for varying purposes. In an organisation, control is applied at different levels and is directly related with employees of the organisation concerned. To comprehend the basics of management control systems the present study will explore the typography of the control mechanisms. Management control systems can be viewed as technical activity which is implemented in different ways in different countries. In the Australian business sector these control tools have been widely used. This study will review the experiences of implementing management control systems in the Australian business sector. Though the present study is based on Australian business sector it has policy implications to other countries and is expected to indicate potential usefulness to management control practices.

Impact of Employee Engagement on Company Performance: The Four-Box Business Model as a Moderator: Perspectives from the COVID-19 Pandemic

“…Individual and group rewards, temporary and permanent rewards, and incentive policies are examples of rewards. Personal contacts, individual networks, innovative character, recognition, performance oriented, trust, conversation, uncertainty coping and dialogue, and so on comprise the informal part of the management control system (Maciariello & Kirby, 1994;Chowdhury & Shil, 2020).…”

“…Under COVID-19 conditions, the company's management faces an increasing number of problems and challenges. The management control system has been studied to see if it has an impact on company performance (Bin-Nashwan et al, 2017;Chowdhury & Shil, 2020). To keep the company running smoothly, it is critical to maintain and use formal management control systems such as budget planning and operational planning.…”