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Organisational Design and Management Control

  • Trevor M. Hopper
  • Anthony J. Berry

Abstract

Traditionally the management control literature concentrates its attention on formal systems and takes the view that their creation follows the design of organisations. The view of this chapter, however, is that management control is an interactive and often overlapping process with that of organisation design, which frequently involves the manipulation of social processes. Whilst this approach may be unexceptional from the perspective of organisation theory, this chapter proceeds to a discussion of how management control procedures and organisation design may be related. This is done by tracing the development of organisation design theories and showing how each advance had implications for management control. The final section of this chapter critically examines contingency theory and questions its treatment of effectiveness and its depiction of decision-making within organisations.

Keywords

Management Control Senior Management Reward System Organisation Design Organisation Theory 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Tony Lowe and John L. J. Machin 1983

Authors and Affiliations

  • Trevor M. Hopper
  • Anthony J. Berry

There are no affiliations available

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