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An evaluation of the management control system at Tanrose (Pty)Ltd

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dc.contributor.author Baxter LH en
dc.date.accessioned 2016-09-22T09:16:26Z
dc.date.available 2016-09-22T09:16:26Z
dc.date.submitted 1975 en
dc.identifier.uri http://hdl.handle.net/20.500.11892/52277
dc.description.abstract Tanrose (Pvt) Ltd is a subsidiary of Rhodesia Tea Estates Ltd., (RTE) a quoted public company in Rhodesia. Tanrose controls the secondary manufacturing interests and markets and manufactures a wide variety of branded food stuffs including tea, coffee, canned foods, salts etc. The company was incorporated in 1971. Prior to this date this section of the business was run as a department of RTE. RTE was formed in 1910 and during the formative years management control was achieved through an intimate knowledge of the operation by the founders. The highly centralized operation continued until the mid 1960's. After the war the world tea price continued at a relatively high level and this enabled the company to show good profits and build up reserves. During the 1960's the company embarked on a large capital expansion programme. Unfortunately this coincided with a weakening in the world tea price causing greater competition in the consumer market. RTE lost market share and suffered declining return on investment. This prompted a consultant study which in turn initiated several strategic changes. In 1971 Tanrose was formed in partnership with T.W. Beckett & Co., the largest tea and coffee distributor in South Africa. The new management recognised that the existing management control systems had failed to keep pace with the growth of the company and they proceeded to introduce new systems. These systems included standard costing, budgetary control, credit control, etc. Some of these controls have worked as intended whilst others have not come up to expectations. This report seeks to evaluate the existing management control system and follows up with recommendations on methods for improving the system. Management planning and control' consists of three aspects. These three aspects are strategic planning, management control and operational control. The evaluation has centred on the management control aspect and the other aspects have only been briefly mentioned. However, management control flows from the policies laid down in the strategic planning aspect. Similarly the operational control aspect receives only passing mention , as the report is primarily concerned with establishing well defined procedures and rules within which the operational control can be effective. en
dc.language English en
dc.subject Business administration / Business leadership en
dc.subject Business management and policy en
dc.title An evaluation of the management control system at Tanrose (Pty)Ltd en
dc.type Masters degree en
dc.description.degree MBA en

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