Controller organisation - Revision history

DavidWashington: minor updates

2012-07-30T19:51:18Z

minor updates

Dienstl-Arnegger at 05:51, 11 April 2012

2012-04-11T05:51:32Z

188.40.126.248: xomCtnvYB

2012-01-07T08:23:54Z

xomCtnvYB

109.230.216.225: /* IGC-DEFINITION (abbreviated) */

2012-01-06T14:22:19Z

IGC-DEFINITION (abbreviated)

Thomka at 20:27, 10 January 2011

2011-01-10T20:27:12Z

Markus Berger-Vogel: /* IGC-DEFINITION (abbreviated) */

2010-12-10T09:57:17Z

IGC-DEFINITION (abbreviated)

Markus Berger-Vogel: New page: == IGC-DEFINITION (abbreviated) == '''Controller organisation'''
Controllers should ensure that managers do their own controlling. For this reason there should not be any department ca...

2010-08-24T08:33:10Z

New page: == IGC-DEFINITION (abbreviated) == '''Controller organisation'''<br> Controllers should ensure that managers do their own controlling. For this reason there should not be any department ca...

New page

== IGC-DEFINITION (abbreviated) ==
'''Controller organisation'''<br>
Controllers should ensure that managers do their own controlling. For this reason there should not be any department called “Controlling” since managers might get the impression that they can delegate the task of controlling to the controllers.
To avoid this misperception, we recommend the following terms to describe the departments in which controllers work: Controller’s department, Controller Service, Control, Management Service, Controller team, Business Administration or Business Support Department.

The areas of work that controllers have to cover are so comprehensive that even in medium-sized businesses there is pressure to decentralise a controller’s tasks and for corresponding specialisation. This is a consequence of the management-oriented and situational consulting role of the controller. The following are examples of decentralised controllership:
*Controller for subsidiaries
*Marketing & Sales Controller
*Production Controller
*Logistics Controller
*Research & Development Controller

Decentralised controllers are normally assigned directly to a local superior and are additionally connected to the central controller service by a dotted line (in the organisation chart). The dotted line represents the authority of a company’s chief controller in all topics concerning systems, procedures and controllership.

Because controllers have fundamental responsibilities that extend right across the whole business, it has proven effective in practice to incorporate the company’s top controller into the board of executives – for the purpose of enforcement. In large English-speaking companies, this position is normally held by the Chief Financial Officer CFO, who is then the boss of all centralised controllers and the treasurer.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

← Older revision		Revision as of 19:51, 30 July 2012
Line 23:		Line 23:

	[[Category:History and philosophy]]		[[Category:History and philosophy]]
		+
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← Older revision		Revision as of 08:23, 7 January 2012
Line 1:		Line 1:
−	~~Holy sihnzit~~, ~~this is so cool thank you~~.	+	Which came first, the problem or the solution? Lukcily it doesn't matter.
−
−	~~== Source ==~~
−
−	~~[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]~~
−
−	~~[[Category:History and philosophy]]~~

← Older revision		Revision as of 14:22, 6 January 2012
Line 1:		Line 1:
−	~~== IGC-DEFINITION (abbreviated) ==~~	+	Holy sihnzit, this is so cool thank you.
−	~~'''Controller organisation / [[:de:Controllerorganisation\|Controllerorganisation]]'''<br>~~
−	Controllers should ensure that managers do their own controlling. For this reason there should not be any department called “Controlling” since managers might get the impression that they can delegate the task of controlling to the controllers.
−	To avoid this misperception, we recommend the following terms to describe the departments in which controllers work: Controller’s department, Controller Service, Control, Management Service, Controller team, Business Administration or Business Support Department.
−
−	The areas of work that controllers have to cover are so comprehensive that even in medium-sized businesses there is pressure to decentralise a controller’s tasks and for corresponding specialisation. This is a consequence of the management-oriented and situational consulting role of the controller. The following are examples of decentralised controllership:
−	*Controller for subsidiaries
−	*Marketing & Sales Controller
−	*Production Controller
−	*Logistics Controller
−	*Research & Development Controller
−
−
−	Decentralised controllers are normally assigned directly to a local superior and are additionally connected to the central controller service by a dotted line (in the organisation chart). The dotted line represents the authority of a company’s chief controller in all topics concerning systems, procedures and controllership.
−
−	Because controllers have fundamental responsibilities that extend right across the whole business, it has proven effective in practice to incorporate the company’s top controller into the board of executives – for the purpose of enforcement. In large English-speaking companies, this ~~position~~ is ~~normally held by the Chief Financial Officer CFO, who is then the boss of all centralised controllers and the treasurer.~~
−
−	~~from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg~~.)]

	== Source ==		== Source ==

← Older revision		Revision as of 20:27, 10 January 2011
Line 21:		Line 21:

	[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]		[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]
		+
		+	[[Category:History and philosophy]]

← Older revision		Revision as of 05:51, 11 April 2012
Line 1:		Line 1:
−	~~Which came first~~, the ~~problem~~ or the ~~solution? Lukcily~~ it ~~doesn't matter~~.	+	== IGC-DEFINITION (abbreviated) ==
		+	'''Controller organisation / [[:de:Controllerorganisation\|Controllerorganisation]]'''<br>
		+	Controllers should ensure that managers do their own controlling. For this reason there should not be any department called “Controlling” since managers might get the impression that they can delegate the task of controlling to the controllers.
		+	To avoid this misperception, we recommend the following terms to describe the departments in which controllers work: Controller’s department, Controller Service, Control, Management Service, Controller team, Business Administration or Business Support Department.
		+
		+	The areas of work that controllers have to cover are so comprehensive that even in medium-sized businesses there is pressure to decentralise a controller’s tasks and for corresponding specialisation. This is a consequence of the management-oriented and situational consulting role of the controller. The following are examples of decentralised controllership:
		+	*Controller for subsidiaries
		+	*Marketing & Sales Controller
		+	*Production Controller
		+	*Logistics Controller
		+	*Research & Development Controller
		+
		+
		+	Decentralised controllers are normally assigned directly to a local superior and are additionally connected to the central controller service by a dotted line (in the organisation chart). The dotted line represents the authority of a company’s chief controller in all topics concerning systems, procedures and controllership.
		+
		+	Because controllers have fundamental responsibilities that extend right across the whole business, it has proven effective in practice to incorporate the company’s top controller into the board of executives – for the purpose of enforcement. In large English-speaking companies, this position is normally held by the Chief Financial Officer CFO, who is then the boss of all centralised controllers and the treasurer.
		+
		+	from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]
		+
		+	== Source ==
		+
		+	[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]
		+
		+	[[Category:History and philosophy]]

@@ Line 1: / Line 1: @@
 == IGC-DEFINITION (abbreviated) ==
-'''Controller organisation'''<br>
+'''Controller organisation / [[:de:Controllerorganisation|Controllerorganisation]]'''<br>
 Controllers should ensure that managers do their own controlling. For this reason there should not be any department called “Controlling” since managers might get the impression that they can delegate the task of controlling to the controllers.
 To avoid this misperception, we recommend the following terms to describe the departments in which controllers work: Controller’s department, Controller Service, Control, Management Service, Controller team, Business Administration or Business Support Department.
@@ Line 17: / Line 17: @@
 from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]
 == Source ==
 [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]