Performance Measurement and Evaluation of Royal Dutch Shell Plc Case Study - 1

Performance Measurement and Evaluation of Royal Dutch Shell Plc - Case Study Example Bob Ryan points out three major forms of assumptions such as capability, situation (state) and facts, as the backbone of all financial planning in a business enterprise. All these assumptions need to be tested against the realities when the review process is undertaken (2004 292). But these assumptions need to be tested against time in order to know whether the realities are with the assumptions. Control is the process of ensuring that a firm’s activities conform to its plan and that its objectives are achieved. Control systems are measurements and information that assist in determining management control and decision making. It encompasses all the methods and procedures that guide employees towards the achievement of organizational goals and objectives. (Drury, 2001) Management control systems provide a mechanism to suggest whether the business strategies implemented by an organization benefited them. (Kimmel, Weygandt, & Kisco, 2000) According to Kaplan & Norton (1996), what an organization cannot measure, the organization cannot manage. In that sense, a management control system is also a performance measurement system. These measurement systems focus on improving the business processes and achieving breakthrough performance that is most critical for customers as well as shareholders. (Kaplan & Norton, 1996) Such systems may incorporate financial and non-financial systems. However, the focus of this paper is on the financial performance measurement system. Ryan focuses on forecasting as well as reviewing as processes of control. Forecasting is done on the expected profit through price and volume adjustment in forecasting. On the other hand, reviewing is a process to understand the influence of external factors and deviations to the indicators of forecasting through comparison between budgeted items and actual outcomes (Ryan 267-313).