The Impact of Planning and Control on Organizational Performance

Table Of Contents

Title Page

Certification

Dedication

Acknowledgment

Table of Content

CHAPTER ONE: GENERAL INTRODUCTION

• Background to the Study
• Statement of the Research Problem
• Objectives of the Study
• Research Hypotheses
• Significance of the Study
• Scope and Limitations of the Study
• Scheme of Chapters

CHAPTER TWO: LITERATURE REVIEW

• Introduction
• Concepts of Planning and Control
• Planning Process
• Control System
• Components of Control System
• Elements of Control
• Common Weakness of Control System
• Organizational Performance
• Planning, Control, and Organization Performance

CHAPTER THREE: METHODOLOGY

• Introduction
• Research Design
• Study Population
• Sample Size and Sampling Technique
• Source of Data Collection
• Instruments of Data Collection
• Techniques of Data Analysis

CHAPTER FOUR: DISCUSSION AND INTERPRETATION OF FINDINGS

• Introduction
• Data Presentation and Analysis
• Discussion of Result

CHAPTER FIVE: SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS OF FINDINGS

• Introduction
• Summary
• Findings and Conclusion
• Recommendations

Bibliography

Appendix

INTRODUCTION

Background Of Study

Planning and are put in place to keep the organization on course towards profitability goals and achievement of its mission and to minimize surprises along the way.

They enable to deal with rapidly changing economic and competition. environment, shifting customer demands and priorities, and restructuring for future .

Planning is a management function that denotes the process of thinking about and organizing the activities required to achieve desired goals. Control on the other hand promote efficiency, reduce risk  of  asset loss and help to ensure the reliability  of  financial statements and compliance with and regulations (Coso, 1992).

and control are of great significant which is seen as an effective solution to variety of potential (Coso, 1992).

Bibliography

APB (1995), Accounting and Internal Control Systems SAS 300, Auditing Practices Board Statements of Auditing Standards, London.
Beneish, M., Billings, M. and Hodder, L. (2008), “Internal control weaknesses  and  information  uncertainty”,  The Accounting Review, Vol. 83 No. 3, .pp. 665-703.
Brown, T. J. (1996). Performance: Strategic Manager. Chicago: St.Louis Press.
Buckhoff, T. A.  (2002), “Preventing employee fraud by minimizing opportunity”. The CPA Journal, Vol. 72No. 5, pp. 64-6.
Butici S. (1994). Integrated performance measurement systems, International    Journal    of     operations    and     production management Vol. 17.
COSO (2004), “Enterprise risk management integrated framework”, Committee of Sponsoring Organizations availableat:www.coso.Qrg/^ubiications/ERM/OSOJERM^ExeGUtive