Background of the Study
Management control systems (MCS) are essential tools for ensuring that organizational activities align with strategic goals, facilitating efficient resource use, and improving performance outcomes. These systems consist of various mechanisms such as budgets, performance evaluations, and internal audits that help managers monitor and control operations within an organization (Ogunyemi & Adeyanju, 2024). Dangote Cement Plc, a leading cement manufacturer in Nigeria and one of the largest producers in Africa, relies heavily on management control systems to ensure that its vast production network, distribution channels, and financial operations are functioning efficiently. The company’s ability to achieve high performance in a competitive market is directly linked to the effectiveness of its MCS, which help to monitor cost efficiency, product quality, and employee performance. However, while it is clear that Dangote Cement employs sophisticated MCS, there is limited empirical research on how these systems impact the company’s overall performance. This study seeks to examine the role of management control systems in improving the organizational performance of Dangote Cement.
Statement of the Problem
Despite the widespread use of management control systems in large corporations, there is limited research on their direct impact on organizational performance in Nigerian manufacturing companies. Dangote Cement, being a major player in the cement industry, utilizes MCS to manage various aspects of its operations. However, the extent to which these systems contribute to organizational performance remains underexplored. This study will investigate how MCS influences Dangote Cement's operational efficiency, financial performance, and competitive positioning.
Objectives of the Study
Research Questions
Research Hypotheses
Scope and Limitations of the Study
This study will focus on Dangote Cement Plc and assess the impact of management control systems on the company’s performance. Data will be collected from company reports, performance evaluations, interviews with management, and employee surveys. Limitations include potential biases in self-reported data and challenges in isolating the effects of MCS from other performance factors.
Definitions of Terms
Background of the Study
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Chapter One: Introduction
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