MANAGEMENT CONTROL ON ORGANIZATIONAL PERFORMANCE (A CASE STUDY OF UNION BANK PLC, PORT- HARCOURT)

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The control function (controlling) role is to detect potential weaknesses that occur as a feedback to the management of an activity, starting from the planning stage to the implementation stage (Sitorus at al., 2007). Matters covered by the controlling function includes the creation of standards or criteria, comparing results with standard monitoring, the implementation of an improvement over the deviation or aberration, modification and adjustment of the control method, and control glasses result of changing conditions, as well as communicating the revisions and adjustments to the entire process management in the hope of irregularities or flaws that ever happened does not happen again (Sitorus at al., 2007).

Management control aims to ascertain whether the tasks and functions of supervision and objects or activities in accordance with established (Sitorus at al., 2007).Management control is the process of influencing others in a company in order to effectively and efficient for achieve the goals. Determination of corporate objectives and strategies to achieve them done in a process called strategic planning.

Since strategic planning cannot be separated from the environment, the strategic planning can also be regarded as a reaction to the environment companies. Management control is a tool to monitor or observe the implementation of the management company that tried to steer the achievement of more efficient and effective (Anthony et al., 2000).

A reliable employees and administrators, capable and competent to complete a variety of duties and functions entrusted to them. Carrying capacity is  a  likely  take  place  if  the  cooperative  is  managed  and implemented by the board that can be the inspiration that can encourage organizational culture and work behavior, so as to improve the performance of the employee as a result of work accomplished in relation to its position within the organization. Improved employee performance, through the achievement of goals and objectives, both to improve services to members and improve the ability of cooperatives to obtain wind fall profits, the cooperative as an economic institution needs to improve its competitiveness, in order to conduct business is always based on the efficiency and effectiveness of business. The best way to conduct business that is based on the elements of the efficiency and effectiveness of the business is through the implementation of good management control.

Ine’set al. (2010) assert control has a significant effect on performance. Company’s control system, said to be a significant effect on budgeting, the provision of a fixed salary plus a commission on sales greater employee performance will form a better and more effective .In previous study Birnberg et al. (1999) stated that the control has a significant impact on the culture or values and norms in the company.

Performance related to the culture and design of management control based on culture (Bimberg, 2004; Brigibe, 2007, and Bernard 2010). This statement is consistent with the Contingency Theory of the organization (Hall, 1978) which is the organizational structure problem free in an organizational context, which could affect performance. Considering the above literature on management control and performance, not much have been researched on the topic, we therefore add to knowledge by examing the impact of management control on organizational performance in banking industry with a case study of union bank plc port Harcourt.

1.2 STATEMENT OF PROBLEMS

In the evaluation of management controls on organizational performance some problems have been observed. In times often than not, management do not set control measures to serve as a means of evaluating plans that have been made at the various levels of management. This problem often causes or makes room for deviation in the management process.

Some of the specific problems in Bank are:

1. Poor Planning.
2. Shortage of raw materials due to poor resource allocation.

iii. Low productivity due to shortage of manpower.

1. Poor budgetary system.

Furthermore, the profitability of the organization would be threatened because of the performance level in banking industry. In other words, the employee’s performance would be opened and adequate appraised would be lacking. Thus, the research is intend to find out if management control can enhance performance in union bank plc port Harcourt.

1.3 OBJECTIVES OF THE STUDY

The main objectives of the study is to examine the impact of management control on organizational performance. The specific objectives of the study are as follows:

1. To examine the relationship between strategic planning and organizational performance.
2. To examine the relationship between budgeting and organizational performance.

iii. To examine the relationship between resource allocation and organizational performance.

1. To examine the relationship between performance measurement and organizational performance.

1.4 RESEARCH QUESTION

1. To what extent does strategic planning influence organizational performance?
2. Does budgeting influence organizational performance?

iii. What is the relationship between resource allocation and organizational performance?

1. What is the relationship between performance measurement and organizational performance?

1.5 SIGNIFICANCE OF THE STUDY

There are fundamental truths and findings as regards to management controls and organizational performance in Union Bank PLC. These tenets are expected to be evaluated and exposed at the end of this empirical investigation. Thus, this study will be useful to other researchers especially students who want to know more about managerial controls organizational performance. For the management of Union Bank PLC Port Harcourt, the tenet of control.

And performance would be adopted for decision-making at the co-operate level. The government of public sector could use effective managerial control methods to regulate the ailing public sector. Other managers and workers in general could fall back upon this work as a guide for better organizational performance.

1.6 SCOPE OF THE STUDY

The study focuses on impact of management control, that is the independent variable which includes strategic planning, budgeting, resources, allocation and performance measurement, and organizational performance, that is the dependent variable. Also the geographical scope is employees of union bank plc, Port Harcourt.

1.7 LIMITATIONS OF THE STUDY

In carrying out this research work, the researcher was constraint by lot of factors which include but not limited to the following:

TIME CONSTRAINT: The time frame provision for this study was short.

FINANCIAL CONSTRAINT: Usually, a study of this nature involved some level of expenditure therefore, finance was also a limiting factor.

POOR RESPONSE: poor response from the respondents and inability to access the entire population of the study.

1.8 DEFINITION OF TERMS

Management control: is a too to monitor or observe the implementation of the management company that tried to steer the achievement of more efficient and effective.

Strategic planning: is a process that involves assessment of treat and opportunities of organization, determining weakness and strength in changing environment.

Budgeting: is a financial statement prepared and approved prior in a defined period of time for the purpose of attaining a given objective.

Resource allocation: resources allocation is assignment of available resources to various uses in the context of an entire economy.

Performances measurement: is the process of collecting, analyzing and / or reporting information regarding the performance of an individual, group and organization system or component.

Organization performance: is the strong desire to remain a member of a particular organization. Also a willingness to exert high levels of effort on behalf of the organization