Jozsef Csapo | Universitatea Tehnica Cluj Napoca (original) (raw)
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Conference Presentations by Jozsef Csapo
This paper provides an overview on Management Control Systems (MCS), a historical review of the d... more This paper provides an overview on Management Control Systems (MCS), a historical review of the different trends in the control systems design and the common characteristics of main trends. MCS developed from closed and formal systems, based on cost and financial control, in complex, fully computerized, open and dynamic systems, which considers the psychosocial and cultural aspects and continuously adapt themselves to the organization's needs. The performance level of the control system affects the success of the organization. The implementation process of MCSs, in newly acquired entities, follows about the same pattern as its development scheme, starting with the implementation of formal systems of costs and financial control followed by the development/adaptation of specific support systems for industrial areas and completed through the assimilation of the organizational culture. Although the control is one of the most important instruments, meant for achieving the objectives, it has to fulfill the efficiency principle: the costs involved with the control process cannot excess the benefits it will generate. The MCS would be adapted to the specific characteristics of the production unit, but it must retain its formal aspects to not diminish the comparability of the established key performance indicators. The performance level of the acquired entity and sociocultural aspects will determine the integration strategy, which can vary from instantly reform of whole organizational structure and practices till introducing only the performance monitoring system. The goal of the paper is to introduce the Computer Assisted MCS as a new trend in MCS design and to provide a summary of the implementation strategy as part of integration process of newly acquired entities.
General information about Romania: form of government: republic; parliament: bicameral (Deputy Ch... more General information about Romania: form of government: republic; parliament: bicameral (Deputy Chambers and Senate); flag: three colors, in the following order from top to bottom: blue, yellow and red; coat of arms of Romania: a golden eagle holding in its claws a scepter and a sword, symbol of the historical provinces Walachia, Moldova, Transylvania, Banat and Dobrogea; geographical localization: southeastern Europe; neighbors: Bulgaria, Serbia, Hungary, Moldova, Ukraine; surface: 238.391 square kilometers (12th largest in Europe and 81st in the world); official language: Romanian; time: GMT+2h; currency: Romanian leu (RON); capital: Bucharest (1.9 million inhabitants); administration: 42 districts (including Bucharest), 319 cities, 2851 villages; population: 21.5 inhabitants (June 2007); population density: 91 inhabitants/square km; population structure: 89.5% Romanians, 6.6% Hungarians, 3.9% other nationalities. The paper presents the advantages and disadvantages of the Romanian demographical, economic, technological, political and juridical environment for potential investors.
Papers by Jozsef Csapo
Globalization and emergence of multinational companies has brought changes in the research and de... more Globalization and emergence of multinational companies has brought changes in the research and development practice. Research centers were established by developed countries research institutes or large companies generating an unprecedented technological growth, creating a significant technological discrepancy between countries or companies. This paper provides an overview of multinationals expansion strategy and their contribution to the emerging countries technological development. Over the past few decades, as the pace of globalization quickened and Multinational Companies get access to a whole global market, the need for extension of production capacity appeared. The growing populations of developing countries, with rising incomes, resulted in fast-growing markets, asking to change the multinationals strategy to a market-oriented policy instead of off-shoring services and
Proceedings of the 2015 International Conference on Electrical, Automation and Mechanical Engineering, 2015
Companies operating in geographically dispersed locations require a management control system tha... more Companies operating in geographically dispersed locations require a management control system that allows global access to information, related the performance of different units, allowing all level of management to follow up and intervene when is necessary. Expansion of business to isolated areas with low skilled labor and poor living conditions, which may have less incentive to expatriate employees, the need to remotely manage businesses became more emphasized. Computer Aided Management Control Systems (CAMCS) can offer a viable alternative to physical relocation of high trained employees trough remote assistance from knowledge centers. Ones implemented and validated CAMCS can support the local team and offer up to date information for management. Since physical contact between different management levels is significantly reduced the detail level of information offered by the system need to compensate this gap. Remote management is based on exceptions and the CAMCS need to filter the information in a way to not overload the management and avoid micromanagement, without exposing the company to risks. In order to fulfill this need the systems need to be fortified with self-trigger alert and auto-control mechanism. This paper presents the operative principle of this feature and introduces concepts like Self-Control, Impact Function/Matrix/Tree for CAMCS.
Applied Mechanics and Materials, 2014
This paper provides an overview on Management Control Systems (MCS), a historical review of the d... more This paper provides an overview on Management Control Systems (MCS), a historical review of the different trends in the control systems design and the common characteristics of main trends. MCS developed from closed and formal systems, based on cost and financial control, in complex, fully computerized, open and dynamic systems, which considers the psychosocial and cultural aspects and continuously adapt themselves to the organization’s needs. The performance level of the control system affects the success of the organization. The implementation process of MCSs, in newly acquired entities, follows about the same pattern as its development scheme, starting with the implementation of formal systems of costs and financial control followed by the development/adaptation of specific support systems for industrial areas and completed through the assimilation of the organizational culture. Although the control is one of the most important instruments, meant for achieving the objectives, it ...
Author Email: a* csjozsy@yahoo.com, b Cornel.Brisan@mmfm.utcluj.ro
—Companies operating in geographically dispersed locations require a management control system th... more —Companies operating in geographically dispersed locations require a management control system that allows global access to information, related the performance of different units, allowing all level of management to follow up and intervene when is necessary. Expansion of business to isolated areas with low skilled labor and poor living conditions, which may have less incentive to expatriate employees, the need to remotely manage businesses became more emphasized. Computer Aided Management Control Systems (CAMCS) can offer a viable alternative to physical relocation of high trained employees trough remote assistance from knowledge centers. Ones implemented and validated CAMCS can support the local team and offer up to date information for management. Since physical contact between different management levels is significantly reduced the detail level of information offered by the system need to compensate this gap. Remote management is based on exceptions and the CAMCS need to filter the information in a way to not overload the management and avoid micromanagement, without exposing the company to risks. In order to fulfill this need the systems need to be fortified with self-trigger alert and auto-control mechanism. This paper presents the operative principle of this feature and introduces concepts like Self-Control, Impact Function/Matrix/Tree for CAMCS.
This paper provides an overview on Management Control Systems (MCS), a historical review of the d... more This paper provides an overview on Management Control Systems (MCS), a historical review of the different trends in the control systems design and the common characteristics of main trends. MCS developed from closed and formal systems, based on cost and financial control, in complex, fully computerized, open and dynamic systems, which considers the psychosocial and cultural aspects and continuously adapt themselves to the organization's needs. The performance level of the control system affects the success of the organization. The implementation process of MCSs, in newly acquired entities, follows about the same pattern as its development scheme, starting with the implementation of formal systems of costs and financial control followed by the development/adaptation of specific support systems for industrial areas and completed through the assimilation of the organizational culture. Although the control is one of the most important instruments, meant for achieving the objectives, it has to fulfill the efficiency principle: the costs involved with the control process cannot excess the benefits it will generate. The MCS would be adapted to the specific characteristics of the production unit, but it must retain its formal aspects to not diminish the comparability of the established key performance indicators. The performance level of the acquired entity and sociocultural aspects will determine the integration strategy, which can vary from instantly reform of whole organizational structure and practices till introducing only the performance monitoring system. The goal of the paper is to introduce the Computer Assisted MCS as a new trend in MCS design and to provide a summary of the implementation strategy as part of integration process of newly acquired entities.
General information about Romania: form of government: republic; parliament: bicameral (Deputy Ch... more General information about Romania: form of government: republic; parliament: bicameral (Deputy Chambers and Senate); flag: three colors, in the following order from top to bottom: blue, yellow and red; coat of arms of Romania: a golden eagle holding in its claws a scepter and a sword, symbol of the historical provinces Walachia, Moldova, Transylvania, Banat and Dobrogea; geographical localization: southeastern Europe; neighbors: Bulgaria, Serbia, Hungary, Moldova, Ukraine; surface: 238.391 square kilometers (12th largest in Europe and 81st in the world); official language: Romanian; time: GMT+2h; currency: Romanian leu (RON); capital: Bucharest (1.9 million inhabitants); administration: 42 districts (including Bucharest), 319 cities, 2851 villages; population: 21.5 inhabitants (June 2007); population density: 91 inhabitants/square km; population structure: 89.5% Romanians, 6.6% Hungarians, 3.9% other nationalities. The paper presents the advantages and disadvantages of the Romanian demographical, economic, technological, political and juridical environment for potential investors.
Globalization and emergence of multinational companies has brought changes in the research and de... more Globalization and emergence of multinational companies has brought changes in the research and development practice. Research centers were established by developed countries research institutes or large companies generating an unprecedented technological growth, creating a significant technological discrepancy between countries or companies. This paper provides an overview of multinationals expansion strategy and their contribution to the emerging countries technological development. Over the past few decades, as the pace of globalization quickened and Multinational Companies get access to a whole global market, the need for extension of production capacity appeared. The growing populations of developing countries, with rising incomes, resulted in fast-growing markets, asking to change the multinationals strategy to a market-oriented policy instead of off-shoring services and
Proceedings of the 2015 International Conference on Electrical, Automation and Mechanical Engineering, 2015
Companies operating in geographically dispersed locations require a management control system tha... more Companies operating in geographically dispersed locations require a management control system that allows global access to information, related the performance of different units, allowing all level of management to follow up and intervene when is necessary. Expansion of business to isolated areas with low skilled labor and poor living conditions, which may have less incentive to expatriate employees, the need to remotely manage businesses became more emphasized. Computer Aided Management Control Systems (CAMCS) can offer a viable alternative to physical relocation of high trained employees trough remote assistance from knowledge centers. Ones implemented and validated CAMCS can support the local team and offer up to date information for management. Since physical contact between different management levels is significantly reduced the detail level of information offered by the system need to compensate this gap. Remote management is based on exceptions and the CAMCS need to filter the information in a way to not overload the management and avoid micromanagement, without exposing the company to risks. In order to fulfill this need the systems need to be fortified with self-trigger alert and auto-control mechanism. This paper presents the operative principle of this feature and introduces concepts like Self-Control, Impact Function/Matrix/Tree for CAMCS.
Applied Mechanics and Materials, 2014
This paper provides an overview on Management Control Systems (MCS), a historical review of the d... more This paper provides an overview on Management Control Systems (MCS), a historical review of the different trends in the control systems design and the common characteristics of main trends. MCS developed from closed and formal systems, based on cost and financial control, in complex, fully computerized, open and dynamic systems, which considers the psychosocial and cultural aspects and continuously adapt themselves to the organization’s needs. The performance level of the control system affects the success of the organization. The implementation process of MCSs, in newly acquired entities, follows about the same pattern as its development scheme, starting with the implementation of formal systems of costs and financial control followed by the development/adaptation of specific support systems for industrial areas and completed through the assimilation of the organizational culture. Although the control is one of the most important instruments, meant for achieving the objectives, it ...
Author Email: a* csjozsy@yahoo.com, b Cornel.Brisan@mmfm.utcluj.ro
—Companies operating in geographically dispersed locations require a management control system th... more —Companies operating in geographically dispersed locations require a management control system that allows global access to information, related the performance of different units, allowing all level of management to follow up and intervene when is necessary. Expansion of business to isolated areas with low skilled labor and poor living conditions, which may have less incentive to expatriate employees, the need to remotely manage businesses became more emphasized. Computer Aided Management Control Systems (CAMCS) can offer a viable alternative to physical relocation of high trained employees trough remote assistance from knowledge centers. Ones implemented and validated CAMCS can support the local team and offer up to date information for management. Since physical contact between different management levels is significantly reduced the detail level of information offered by the system need to compensate this gap. Remote management is based on exceptions and the CAMCS need to filter the information in a way to not overload the management and avoid micromanagement, without exposing the company to risks. In order to fulfill this need the systems need to be fortified with self-trigger alert and auto-control mechanism. This paper presents the operative principle of this feature and introduces concepts like Self-Control, Impact Function/Matrix/Tree for CAMCS.