CONTROLLING TOOLS FOR DECISION-MAKING IN MICRO, SMALL AND MEDIUM-SIZED ENTERPRISES

Vilmos Lakatos ()
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Vilmos Lakatos: University of Debrecen, Institute of Accounting and Finance, Faculty of Economics and Business, Debrecen, Hungary

Annals of Faculty of Economics, 2020, vol. 1, issue 2, 192-203

Abstract: Corporate executives need information that can help make a business more stable and at the same time a career path for a business. All this is ensured by the controlling information system of the company, which by its actuality can give the managers the greatest help in the decision-making processes. Entrepreneurs, especially in micro-small businesses, generally rate their business success with a cash flow approach, which is indeed one of the most fundamental valuation options, especially for the past and present, but for example, they do not hear about their possibility to analize the different levels of solvency, so they are merely confronted with whether their liquidity is OK or not. Of course, a manager of a small business is not expected to have a higher level of financial-income analysis capability, but to be aware of the short-term liquidity factors of his business processes is already in his own interest, and long-term planning and analytical expectations were not mentioned yet. What should a manager know about the assets, financial and income situation of his business? Theoretically they should know all, practically there are basically two areas of knowledge required: operational and strategic, which presuppose each other, so the entrepreneur needs to know the strategic goals and the path to it through well-organized and economically supported operational steps. Controlling helps in this, whose financial dimension provides practical and useful knowledge for business planning and analysis, and ultimately for corporate decision-making. The practical implementation of these was illustrated by the knowledge of the liquidity indicators examined by the 80 companies and their subjective evaluation by managers, the actual practice of planning processes, the planning of the existence of costing systems partly by company size and partly by business forms. Due to the uniqueness and relatively small number of the enterprises involved in the study, generalizable relationships cannot be identified, but the analysis provides a visual picture of the application of controlling tools and methods to organizations in rural, mostly micro, small and medium-sized enterprises.

Keywords: controlling; MSME’s; managerial financial attitude and knowledge; planning characteristics; cost calculation (search for similar items in EconPapers)
JEL-codes: D70 D81 D83 (search for similar items in EconPapers)
Date: 2020
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