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This review article tracks the change of Hungarian enterprises' formal management control toolset during the last five decades. Based on the characteristics of the external environment and the context, these five decades can be divided into three distinct phases: from the beginning of economic reform to the change of regime, from the beginning of the transition to a market economy to the start of the technological boom at the turn of the millennium, and finally from the beginning of digital transformation to the present. What tools were known and available to managers and controllers in different periods? What did they consider as useful for improving the quality of decision-making, corporate efficiency and effectiveness? The article reveals a possible reading of control practices over the past half century based on observations and suggestions from academicians, consultants and experts. [ABSTRACT FROM AUTHOR]

Positive effect of the SAP system on the operation of controlling organisations has not been a secret. Opportunity of the feedback will be possible to track, control, override operation of the organisations. The logistic controlling system provides a solution through feedback points for monitoring the logistic system and processes. In the case of plastics manufacturing company the increasing of organisational efficiency and achievement of a better standard is anticipated from development of logistic controlling area of the organisational SAP system. [ABSTRACT FROM AUTHOR]

The Global Leadership and Organisational Effectiveness (GLOBE) research program offers an exceptional opportunity that we can get a picture on the one hand on the current level, on the other hand, the desired future of culture and compare the two images. Analysis of the difference between these two can offer the opportunity that we can obtain a clearer picture on the changes and the opportunities and limitations of the successful learning. The purpose of the author's study is describing the phenomenon named "pendulum effect" detected between perceived and desired values of the culture variables, and making its first described analysis with simple statistical methods. [ABSTRACT FROM AUTHOR]

Change of paradigm has taken place in strategic planning. Fight for position turned into a fight of movement. Companies strive to achieve individual, not copyable organizational performance, as well as to realize their business strategies by means of value generating, proactive approach. Operative management now placed in the focus of production strategy is becoming the compass, the driving force of leadership. The management of production and service systems has grown into independent scientific disciplines. It yielded such principles, tools and methods which are present as world-renowned blueprints (scientific tools) in the field of maintaining and developing corporate performance. In the present study the author specifies and discusses the tools of operative management as criteria of value generation aiming at quality and cost efficiency. He analyses the backto- back character, interrelationship of quality, TQM (Total Quality Management), TPS (Toyota Production System) and JIT (Just in Time). He examines the effects thereof on corporate performance where significant and strong relationship can be demonstrated in case there is an ability to plan and develop new products. The current new OM (Operations Management) techniques increasingly rely upon the quality of human resources, the permanent improvement of procedures as well as focusing on tight cooperation with suppliers/customers. Supply chain management, core competence management, service management now represent a "new generation" of the OM methods, processes, serving at the same time as basis and starting point for expectable future techniques as well. [ABSTRACT FROM AUTHOR]

The analysis of public spending can be based on official statistics showing the figures of annual public spending and the value and number of different procedures and purchased items. However, public procurement spending an annual amount of 1600-1800 billion HUF of public money in an ever changing legal environment, are intended to ensure not only some efficiency in public spending, but to reach several other aims as well. Although the preamble of the public procurement law states, that "a legal environment ought to be created, where the transparency and public accountability of spending public money and fair competition regarding public procurement procedures is ensured", these requirements are only partially met. This study, based on the results of recent analyses concerning public procurement, wishes to represent our ideas about how to spend efficiently nearly 5% of the Hungarian GDP. Is it really true, that public procurement can be regarded as a genuine means against unfair competition, and can we really foster market processes by regulating public procurement? The author answers highlight the causes of the weaknesses of public procurement procedures, inefficient practices and critical opinions, which are closely connected to the present dire state of public procurement. This study also identifies the crucial elements to be changed in order to achieve a hopefully more efficient state and a preferable market balance. [ABSTRACT FROM AUTHOR]

Can the enterprise bypass the conflicts which are growing in society? This idea is an illusion. The enterprise's production function relies partly on factors located outside its boundaries and therefore high enterprise efficiency can evolve only by solving social problems as well. [ABSTRACT FROM AUTHOR]

This study aims to investigate the effects of important tendencies in purchasing and supply management of large corporations to supply markets with the help ofeconomic models of market efficiency. It highlighted that there is a positive result of supply chain coordination as a highly efficient alternative to market efficiency. It is also revealed that there is a threat as well. Competitive bidding techniques (volume aggregation, etc.) under the pressure of cost cutting may result market distortion: decreasing number of suppliers, low level of innovation, illegal employment. [ABSTRACT FROM AUTHOR]

Corporate Social Responsibility (CSR) based on cooperation with stakeholders promises both gains and losses of efficiency. This paper provides a summary of potential corporate benefits of responsible activities. Characteristics and challenges of the interpretations of and communication about CSR are in the focus of the analysis. [ABSTRACT FROM AUTHOR]

The decisions and the performance of business corporations are not independent of their environment. The assumed norms provide a framework for the business decisions and the existing norms affect the firms' performance. The article focuses on the efficiency consequences of the violation of the market norms. It presents the concept of corporate efficiency and its influencing factors. Then the decision makers' possible answers to the violation of norms are investigated and the efficiency consequences are analyzed. [ABSTRACT FROM AUTHOR]

Efficient market inspires and calls into existence more efficient enterprises. Efficient taxation increases social welfare, while weakens market efficiency and simultaneously revises the distribution of resources. Tax evasion and corruption diminish market efficiency. As calculations show, it is quite likely that the performance of both ethical and violator companies will decline, once tax evasion exists and has become remarkable. Enterprises may alter their business model as a possible answer to the environmental changes caused by tax fraud and corruption. When corruption exceeds a certain level there is no solution for eliminating the efficiency setback, in addition the ethical actor may also lose its market share. As a consequence, facing a higher risk companies lose their value too. At the same time inappropriate direction of resource distribution leads to an overall shrinkage in economic performance. State, economy and enterprises will stop being efficient. [ABSTRACT FROM AUTHOR]

Transfer pricing is useful management and governance tool in the hand of the owner and the management. The practical use of transfer pricing can ease the planning and budgeting procedure of a company and give a clear picture about the performance. Beside these options it can be used for motivation purposes and rationalization of the capacity. On the top of the mentioned things do not forget the tax optimization opportunities. The author tries to eliminate the fear of transfer pricing and draw the attention of the management and owner to the potential of this tool. Her objective is to underline the business gains of transfer pricing. [ABSTRACT FROM AUTHOR]