International Journal of Transformations in Business Management

(By Aryavart International University, India)

International Peer Reviewed (Refereed), Open Access Research Journal

E-ISSN : 2231-6868 | P-ISSN : 2454-468X

SJIF 2020: 6.336 |SJIF 2021 : 6.109 | ICV 2020=66.47

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Abstract

Vol: 6, Issue: 1 2016

Page: 62-67

STUDY OF MANAGEMENT CONTROL SYSTEM IN SELECTED PUBLIC SECTOR ENTERPRISE IN MADHYA PRADESH STATE

Lawson Tonye, Dr. Sapna Bansal

Received Date: 2016-01-27

Accepted Date: 2016-02-22

Published Date: 2016-03-02

The effectiveness of management control systems (MCS) in public sector enterprises (PSEs) is crucial for achieving organizational goals and ensuring efficient resource utilization. This study explores the management control systems in selected public sector enterprises in Madhya Pradesh, India. The research aims to understand the design, implementation, and impact of MCS in these enterprises, focusing on how they contribute to organizational performance, accountability, and transparency. The study employs a mixed-methods approach, combining qualitative interviews and quantitative surveys to gather comprehensive data. The findings reveal that while MCS frameworks are in place, their effectiveness varies significantly across different enterprises, influenced by factors such as leadership, organizational culture, and external pressures.

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References

  • Anthony, R. N., & Govindarajan, V. (2007). Management Control Systems. McGrawHill Education. (Note: Although this reference is from 2007, it provides foundational knowledge relevant to the study of MCS.)
  • Chenhall, R. H. (2003). Management Control Systems Design Within Its Organizational Context: Findings from Contingency-Based Research and Directions for the Future. Accounting, Organizations and Society, 28(2-3), 127-168. [DOI:10.1016/S0361- 3682(02)00027-6]
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  • Kaplan, R. S., & Norton, D. P. (2008). The Balanced Scorecard: Translating Strategy into Action. Harvard Business Review Press. (Note: This classic reference, though initially published in 1996, remains highly relevant to understanding the role of MCS in strategic management.)
  • Johnson, H. T., & Kaplan, R. S. (1987). Relevance Lost: The Rise and Fall of Management Accounting. Harvard Business Review Press. (Note: This influential book, although published earlier, provides a critical historical perspective on MCS.)

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