Rendell Corporation is facing several challenges including slow growth, inability to adapt to new technology, lack of integrity in reports, insufficient analytical capabilities, and lack of metrics and feedback. The document examines Rendell's controller functions and compares them to Martex's system. It recommends that Rendell adopt aspects of Martex's approach to address Rendell's challenges, such as ensuring division controllers report to the corporate controller to align goals and establish common objectives and key performance metrics.

1. Rendell Corporation

2. Rendell Corporation (initial analysis) Rendell Corporation System Insert Chart see page 110

3. Rendell Corporation Rendell Challenges Slump Growth (External) Inability to Adapt New Tech (Internal) Integrity of the Reports (Internal) Lacking analytical capability (Internal) Lack of metrics (div. controller evaluation) Lack of feedback (internal)

4. Rendell Corporation Martex System Insert Chart see page 112

5. Rendell Corporation Martex Challenges “Unrealistic”

6. Rendell v. Martex Insert chart side by side List controller/manager goals Analyze implications of each on controller/manager goals

7. Comparison of Rendell vsMartex in terms of Corporate Controller Functions Highlight the ones that will help Rendell achieve its goal. Martex pursues an active participation from their controllers [cite key responsibilities]

8. Rendell Corporation

9. Addressing Rendell Challenges: Objectives: Goal Congruence for Division Controllers, Division Managers, and Corporate Controller, Profit Sharing Implementation

10. Reasons for Divisions Controllers to be responsible to Corporate Controller

11. What should the relationship between the corporate controller and the division controller? Direct reporting lines How do we ensure that this happens? Common goals, aligned working mindset

12. Recommendations to the basic responsibilities to the Corporate Controller

13. Recommendations to the basic responsibilities to the Division Controller Report to comp. controller

14. Other Recommendations Reshuffling of controllers

15. What is the org. philosophy of Martex with respect to controller function? What do you think of it? Should Rendell Adapt? – Martex… To whom should the divisional controllers report to? Why? – both Corp Controller and div Man (functionally and administratively reporting to?) What should be the rel’n bet. Corp. controller and the divisional controller? What steps do you take to establish this on sound footing? br />open communication lines with good feedback system… Controller should set meetings/ updates… trainings/ continuous learning should be organized for div controller- CONTROLLER SHOULD COORDINATE THIS WITH DIV MAN… Establish expectations … reflect agreed expectations as metric for evaluating performance…stress the div controller’s vital role in fostering integrity… Recommend major changes in the basic responsibilities of either the corp. controller or the div. controller. Corp controller- more interaction with div controller, ensure development programs for div controller… Div Controller - reporting/ updates to corp controller… take on a more active role in recommending actions for the Div Man’s perusal… not only as “staff “ function…