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Constraints and opportunities

A thesis discussed at the Marche Polytechnic University attempts to explore the relationships between managerial control and corporate goals

 

 Working together for real, also in factories and the most competitive companies – a sentiment that applies to all businesses and that is implemented in several different ways that, if shared, could contribute to the improvement of the whole production system, even when it is a matter of reconciling collaboration with control. This is the topic of Erica Calosci’s research study, which became her thesis: “Il sistema di controllo manageriale: il caso Elica S.p.A.” (“Managerial control systems: the case of Elica S.p.A.”).

The research work, discussed at the Marche Polytechnic University, is based on one observation: “Considering the dynamism of today’s market, the high level of competition between companies and the scarcity of resources, enterprises increasingly require effective control systems that allow to reach their set goals. These new needs have led companies to understand the importance of investments in motivating and valuing human resources, that is, resources that are the classic components of a so-called managerial control system.”

Organisation and collaboration, then, can go hand-in-hand, especially when, as Calosci explains, we can “steer individual behaviour towards the pursuit of company goals” by “controlling staff and internal culture”. This in order to achieve some of the objectives that are common to all production organisations, such as strengthening the image, withstanding financial pressures, increasing and spreading motivation and innovation among staff.

To analyse all this, Erica Calosci first looks at the theoretical basis of managerial control and then focuses on the case of Elica S.p.A., a company that manufactures kitchen hoods and operates in the Marche region. Thus, the study aims to make us understand the importance and the constraints involved in controlling staff and internal culture, which paired with controlling results and activities constitute the wider managerial control system. The outcome is pertinent to virtually all businesses: the need to find a (delicate and fragile) balance between control tools and motivation, constraints and opportunities. This is the only way, tells us Erica Calosci’s research study, in which a “corporate climate” leading to growth and an all-comprehensive production culture can be created.

“Il sistema di controllo manageriale: il caso Elica S.p.A. (“Managerial control systems: the case of Elica S.p.A.”).

Erica Calosci, Thesis, Marche Polytechnic University, “Giorgio Fuà”, Faculty of Economics, three-year degree course in Economics and Management, 2021-2022

A thesis discussed at the Marche Polytechnic University attempts to explore the relationships between managerial control and corporate goals

 

 Working together for real, also in factories and the most competitive companies – a sentiment that applies to all businesses and that is implemented in several different ways that, if shared, could contribute to the improvement of the whole production system, even when it is a matter of reconciling collaboration with control. This is the topic of Erica Calosci’s research study, which became her thesis: “Il sistema di controllo manageriale: il caso Elica S.p.A.” (“Managerial control systems: the case of Elica S.p.A.”).

The research work, discussed at the Marche Polytechnic University, is based on one observation: “Considering the dynamism of today’s market, the high level of competition between companies and the scarcity of resources, enterprises increasingly require effective control systems that allow to reach their set goals. These new needs have led companies to understand the importance of investments in motivating and valuing human resources, that is, resources that are the classic components of a so-called managerial control system.”

Organisation and collaboration, then, can go hand-in-hand, especially when, as Calosci explains, we can “steer individual behaviour towards the pursuit of company goals” by “controlling staff and internal culture”. This in order to achieve some of the objectives that are common to all production organisations, such as strengthening the image, withstanding financial pressures, increasing and spreading motivation and innovation among staff.

To analyse all this, Erica Calosci first looks at the theoretical basis of managerial control and then focuses on the case of Elica S.p.A., a company that manufactures kitchen hoods and operates in the Marche region. Thus, the study aims to make us understand the importance and the constraints involved in controlling staff and internal culture, which paired with controlling results and activities constitute the wider managerial control system. The outcome is pertinent to virtually all businesses: the need to find a (delicate and fragile) balance between control tools and motivation, constraints and opportunities. This is the only way, tells us Erica Calosci’s research study, in which a “corporate climate” leading to growth and an all-comprehensive production culture can be created.

“Il sistema di controllo manageriale: il caso Elica S.p.A. (“Managerial control systems: the case of Elica S.p.A.”).

Erica Calosci, Thesis, Marche Polytechnic University, “Giorgio Fuà”, Faculty of Economics, three-year degree course in Economics and Management, 2021-2022