ABSTRACT
A key function in the management control process is monitoring the operations performed by various parts of the organization, coupled with analysis of performance at the corporate level. Clearly any modelling exercise that attempts to relate corporate performance to a given set of attributes must start with clear definitions of the attributes, which is where serious problems of measurement methodologies can arise. Adherents to the Technology Dominance Theory argue that corporate wellbeing is primarily affected by technology, which overshadows all other considerations. The adherents of the Organizational Structure School believe that the all-important ingredient for a company to be successful is the way it is organized to meet its missions, to ensure that its constituent parts all pull in the same direction, and that demarcation of functions and responsibilities avoids gaps and unnecessary overlaps. The downside is that local managers are deprived of authority and, because of its inherent hierarchical nature, the decision process can become rather long and cumbersome.
