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Posts Tagged ‘Management Control’

Researchers from Northwestern University and the University of Illinois at Urbana-Champaign are the first to develop a curvilinear camera, much like the human eye, with the significant feature of a zoom capability, unlike the human eye.

The “eyeball camera” has a 3.5x optical zoom, takes sharp images, is inexpensive to make and is only the size of a nickel. (A higher zoom is possible with the technology.)

While the camera won’t be appearing at Best Buy any time soon, the tunable camera — once optimized — should be useful in many applications, including night-vision surveillance, robotic vision, endoscopic imaging and consumer electronics.

“We were inspired by the human eye, but we wanted to go beyond the human eye,” said Yonggang Huang, Joseph Cummings Professor of Civil and Environmental Engineering and Mechanical Engineering at Northwestern’s McCormick School of Engineering and Applied Science. “Our goal was to develop something simple that can zoom and capture good images, and we’ve achieved that.”

The tiny camera combines the best of both the human eye and an expensive single-lens reflex (SLR) camera with a zoom lens. It has the simple lens of the human eye, allowing the device to be small, and the zoom capability of the SLR camera without the bulk and weight of a complex lens. The key is that both the simple lens and photodetectors are on flexible substrates, and a hydraulic system can change the shape of the substrates appropriately, enabling a variable zoom.

The availability of management control tools is not enough coordination is needed to establish the world of planning and operation, speeds, instances and reasons with which we must update our financial assumptions play a key role in making organizations be geared towards their strategy., although the fact manage a dynamic budget is quite an organizational barrier that has different dimensions, depending on the type of organization and leadership style, the leaders of finance has a specific role in this Instead, one must move from the traditional control position to a proactive stance within the business to invest more time to see how to reallocate resources in place to see how they can make the numbers look so worn that they had committed.

In recent decades there have been a number of changes in the world, political, social, cultural and economic factors that have influenced the conditions under which organizations conduct their activities, can be cited as the most significant changes include:

• Globalization and Internationalization of Markets

• Uncertainty, Instability

• Increased competition

• Demand demanding and selective

• Quality as a differentiating strategy

• Diversity of offers and new products

• Accelerating technological innovation

• Explosion of services

• Social-cultural changes

These changes result in the need for organizations to adapt to the demands of the new environment in which they must operate and transform their structures and forms of action, with the goal in addition to being able to face competition, changes at the enterprise level are linked to Strategy, Culture and Management, so the company to have a proper competitive level should: Read the rest of this entry »

The control is considered in the modern business philosophy as an ongoing analysis of the deviations between goals and accomplishments, and taking corrective measures to enable compliance with the targets or their necessary adaptation, in general, one can say that control must be a guide for effectively achieving the goals set with the best use of available resources, so we can define management control as a process of feedback of information for efficient use of available resources to achieve company objectives then the constraints of management control:

• The first constraint is the environment. It can be a stable or dynamic, variable cycle or completely atypical. Adapting to the changing environment may be the key to enterprise development.

• The objectives of the company will also determine the management control system, depending on profitability, growth, social and environmental issues, etc..

• The structure of the organization, as functional or divisional, involves setting different variables, and therefore targets and control systems are also different.

• The size of the company is directly related to centralization. To the extent that the volume increase is necessary decentralization, with more amount of information and increased complexity in decision making.

• Finally, the culture of the company within the meaning of human relationships in the organization, is a key determinant of management control, not to mention the system of incentives and motivation.

Corporate governance has many tools of control tale as organizational and procedural manuals, internal and external auditing, budgetary control, ratios, Balanced Scorecard, Business Intelligence, etc., This time I will concentrate on analysis the Balanced Scorecard which is one of the most effective tools for deploying and implementing the strategic plan of the Company, the market today shows that is not enough to manage financial indicators alone, leading to an overemphasis in achieving short-term results.

The objective of this management control tool is to give companies and organizations to gauge their success elements recognized that the purpose of business, make profits, is the result of a chain of causes and effects that occur in four areas:

* Financial Outlook

The need for financial objectives is indisputable primary commercial activity.

* Customer perspective.

The most common in modern approaches to management is the importance of customer focus and satisfaction of their requirements.

* Insights.

This approach refers to internal business processes. The goals and metrics based on this perspective allows managers to know how is running your business, and if your products or services are meeting customer requirements.

* Overview of learning and growth.

This perspective includes job training and development of an organizational culture strongly oriented to individual and corporate improvement. In a knowledge-based organization, people, knowledge base repository is a vital resource in the current environment of rapid technological change, and which has become a priority for knowledge workers to focus on continuous learning.

In short, the scorecard allows the organization to measure financial performance, customer satisfaction, operations and organizational capacity to produce and be competitive, financial results are based on the availability of a profitable customer base faithful, this fidelity can only be achieved by proper operation of the internal business processes, which requires a team of motivated and able to carry out tasks efficiently.