1. Presentación
En este tema estudiamos la figura del Controller dentro del sistema de control de la empresa. Tras revisar las características básicas de su función, analizamos su inserción en la estructura organizativa, su papel en el desarrollo de la planificación estratégica, los rasgos que identifican a los mejores controllers (en sus facetas personal, técnica, empresarial y comunicativa) y algunas de las circunstancias que se relacionan con un desempeño deficiente de su función. En las empresas con unos criterios de gestión más avanzamos encontramos a un tipo de Controller que expande su ámbito tradicional de actuación hasta convertirse en un verdadero Director de Información. Dada esa expansión, conviene deslindar bien los puestos de Controller y de Director Financiero (aunque en determinadas empresas ambos puestos se confunden). Concluye la unidad con una revisión breve y precisa de los criterios que han de inspirar la actuación del Controller, lo que nos llevará a valorar un aspecto especialmente delicado de su actuación: las relaciones entre el Controller y la Alta Dirección de la empresa.
Los objetivos a conseguir al finalizar el tema son los siguientes:
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2. Responsabilidades del controller
El Controller desempeña un papel crucial en el diseño, implantación y ejecución de todo sistema de control empresarial. En algunas empresas es denominado Chief Financial Officer. Desde un punto de vista jerárquico, puede depender de distintos directivos en función de cuál sea la estructura organizativa concreta que haya adoptado la organización (divisional, matricial, etc.).
Las responsabilidades típicas del Controller son las siguientes:
■ Desarrollar y mantener el sistema c...
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...n entre las actividades de línea y la unidad de control como parte de la estrategia organizativa.
■ La atención que la unidad corporativa de control preste a su función asesora.
Los referidos estudios empíricos señalan que las tres primeros variables juegan un papel determinante en el compromiso del Controller con las funciones directivas básicas, mientras que las cuatro restantes registran una incidencia menor.
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Referencias bibliográficas
Amat, J.M. (1984): La profesionalización de la gestión financiera en la empresa española. CEAM, 187: 49-53.
López Viñegla, A. (2003): Gestión Estratégica y Medición. El Cuadro de Mando como complemento del Balanced Scorecard. Madrid: AECA
Pérez-Carballo Veiga, J.F. (1994): Control de la gestión empresarial. Texto y casos. 2ª ed. ampliada. Pozuelo de Alarcón (Madrid): ESIC Editorial.
Benitez, Gerardo, Latin American Perspectives: The Maquiladora Program Its Challenges Ahead, THE WHARTON JOURNAL, December 11, 1995.
There are some limitations of internal controls. One is a person knowing the system. This person knows when everything is done and how it is done he or she can find a loophole and use it to his or her advantage. Another limitation is...
In conclusion, internal controls include separation of duties, assignment of responsibilities, third-party verification and the use of mechanical and physical controls. In and of themselves, these tactics stop and prevent much abuse of the bookkeeping and accounting systems. The addition of Sarbanes-Oxley requirements in 2002 require that a company enact internal controls and assign responsibility of the control system to executives and directors, further providing insurance that financial reporting is accurate. Without this insurance that reports are accurate, company stock will fall and investors will be lost. Even with intrinsic limitations, the positive aspects of good internal controls far outweigh the negative implications. Good internal controls equal accurate financial records and future company success.
Princeton, 1963. Hailstone, Thomas and Rothwell, John. Managerial Economics, pp. 93-95. Prentice Hall, 1993.
Jarvis S (1993) Viva la Consumer: Pitfalls in Selling in Mexico; Journal article Review of Business, Vol. 15
PROBLEM : What effective management control system or systems should the Company adopt to attain maximum profitability not only of its divisions’ respective operations but that of the Company as a whole?
Controlling in management is a function of management that is concerned with making sure that all other functions of the management are put in place and operated effectively. Controlling ensures that it has taken into consideration the monitoring of the output of the employees as well as the establishing standards of performance that will guarantee that the performance of the will always meets the set standards (Spellman,
In controlling, organization has lots of risk factors .Manager take some employee who is able to control and handling risk factors.
Before the introduction of the balanced scorecard tool, only financial measures were used to determine the organi...
Controlling is the fourth management function and its purpose is straightforward- to make sure that actual performance meets or surpasses objectives. It is well used for decision making and problem solving. Effective control depends on other management functions and it gives feedback to them. These functions are planning, organizing and leading. Planning sets directions and allocates resources. Organizing puts people and material resources together in working combinations. Leading motivates people to use these resources in the best way. Basically, the function of controlling is to make sure that the right things happen in a right time and in the right way.Control helps that overall directions of individuals and groups are consistent with short-range and long-range organizational plans. Also, it helps to ensure that objectives and accomplishments are coherent with one another throughout an organization. Moreover, it helps maintaining fulfillment with essential organizational rules and policies. Good example where we can see role of control is in helping to protect individual rights to become equivalent with employment opportunities at work. The control process practiced by managers includes four steps: 1) establish objectives and standards 2) measure actual performance 3) compare results with objectives and standards and 4) take actions if necessary1. The controlling process starts with establishing performance objectives and standards which means that the controlling process begins with planning. Performance objectives should be defined and associated with specific measurement standards for determining how well they are accomplished. Standards are the targets of performance. The next step of the control process would be measur...
7. I believe the controller should be in the same level as other top management staff because he/she is in charge of all the company’s budgeting and has a more detailed understanding in the financial position that the company stands in.
When planning an audit, the auditor will set up a planned assessed level of control risk. The planned assessed level of control risk can be changed by the auditor. The assessed level is planed depend on the assumptions of the quality of internal control structure. The actual assessed level of control risk is set for each assertion depend on proof of the internal controls. In fact, the auditor cannot change the actual assessed level of control
C-Control: Controlling all possible aspects of the business to ensure everything is running according to the plan.
Control and system design to ensure that the activities and processes of the organization are conducted in accordance with the corporate rules and objectives
Overall, the company is having ineffective controls regarding different departments and in the whole organization. An effective internal audit department should be established within the organization which should test the effectiveness of these controls on regular basis and make it sure that all controls are working effectively and efficiently with the different departments of the organization. Also the Internal auditor should implement the most effective processes and measures to prevent and detect the fraud, corruption and non compliance with the laws and regulations in the organization. Establishment of internal audit committee would be helpful in this regard which comprises of executive and non executive directors.