SOCIAL CONTROL MANAGEMENT: TREND OR EXIGENCE? ANCA VĂRZARU

Anca Vărzaru
unpublished
For a long time, control management has been restricted to the costs management. The actual environment compels not only to the cost administration but also to the value that the client receives when he buys goods, services, indifferent to the problems which the supplier has with his own production and with costs. If the value can't be easily measured in lei, it can be approached through the measurable characteristics of the organization results as the quality, the number of the options given
more » ... the options given for the same product, the response time, the character more or less innovative, the efficiency of the service after sale etc. A lot of these components of the value are measurable through non-financial indicators, which are specific to the intern process (response time, level of the refuses, number of the options etc.). Value can be managed in an indirect manner, but still efficient, through making these indicator systems of performance, but under condition of identifying its essential characteristics. Social control management is the extension of the control management, which proposes to quantify this deficiency of the elements and to offer an information system more complete and complex. This paper proposes to relieve the elements that have imposed the apparition of this type of control, the evolution and its content. 1. New requirements of the performances evaluation For a long time control management has restricted itself to the costs management. The actual environment compel not only to the cost administration but also to the value that the client receives when he buys goods, services, indifferent the supplier has with his own production, and with the costs. These are costs that don't create any value: waste, stocks, refuses etc. But the value isn't measurable until the moment of the sale. The different phases of the production from the organization contribute to a global value, which in the end is included in the product or the service, without being able to separate and measure the different constitutive components of this value. If the value cannot be easily measured in lei, it can be approached through the measurable characteristics of the organization results as the quality, the number of the options given for the same product, the response time, the character more or less innovative, the efficiency of the service after sale etc. A lot of these components of the value are measurable through non-financial indicators, which are specific to the intern process (response time, level of the refuses, number of the options etc.). Value can be managed in an indirect manner, but still efficient, through making these indicator systems of performance, but under condition of identifying its essential characteristics. Control is a process which takes place in time of the change and it has to include the change. The change takes the form of the evolution technology, of modifying the qualifications available on the market, of the evolution of the competitors, and its strategies and compels to the examination for the organization and this can be translated through the maintenance of a permanent and dynamic progress. This means that not only the performance rate can be unstable. From the moment in which is reached a
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