Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 1

decisions both from an economic and financial/asset point of view. The intervention of the company's management and the help of the administrative staff must therefore be considered a sine qua non-element so that the implementation of the integrated system of analysis and company planning can achieve the objectives for which it is structured, developed and, subsequently, subjected to continuous improvements and interventions aimed at maximising the efficiency and effectiveness of the decision-making process of the company's management. 3) Ongoing analysis of company data: the so-called management control in an integrated information system. Management control and planning from a separate element accounting integrated with the study of financial reporting and the general budget and all the values constituting the information system itself . In the preceding pages, it has been highlighted how essential it is to maximise management effectiveness and efficiency to implement an integrated analysis system. The in-depth analysis of the company's global situation, understood in its entirety, through the comparison with multiple aggregates of balance sheet and income items that can deduce from the financial reporting for the year, is a sine qua non condition for management to be defined based on the company's situation and not on the wave of emotions that are more or less disconnected from the business reality. If, on the one hand, the analysis of financial reporting values identifies a fundamental step to ensure consistency between choices/decisions and the company's equity, income and financial situation, on the other hand, this type of in-depth analysis is not sufficient to ensure proper management. The objective of financial reporting is to analyse the financial results of the company as a whole. As it is clear, this analysis, if on the one hand, it represents a necessary condition for the management of the company, on the other hand, it identifies a low condition to ensure that the entrepreneurial management can be carried out in full awareness of what is happening within the company. To manage companies consciously, it is necessary to understand that financial reporting, although relevant and necessary, is characterised by two features which, at the same time, represent its main strengths and its most relevant "limits": 1) Firstly, financial reporting aggregates values at the company level. The company is interpreted as a single entity and, consequently, the accounting data concern the whole business structure; 2) Secondly, financial reporting only contains final figures. By definition, forecast and planned values cannot be included in this document (even if part of the balance sheet and income statement data are influenced by considerations concerning the future of the company (think, for example, of depreciation, closing stocks, provisions for future risks and charges, etc.). To maximise effectiveness and management efficiency, it is therefore essential, on the one hand, that choice is based on analytical data regarding single objects of interest (e.g. products, departments, etc.) and, on the other hand, that the management can rely not only on actual data but also on planned values, without which the decision-making process takes paths that are dangerously unsuited to the real needs of the company. To ensure effective and efficient management, it is necessary to interpret the company not only as a unitary entity but also as a sum of "molecular" elements whose correlations and interdependencies constitute a fundamental element of the company's success. To investigate these "company cells", financial reporting demonstrates the "intrinsic" limits of an information tool whose primary objective is to highlight the company's financial, equity and income situation interpreted as a single entity. The management control overcomes these theoretical/operational limitations and allows the deepening of the "fractional" management of the company. The study of the single products placed on the market by the company, of the single departments constituting the company, and the different activities developed in the entrepreneurial sphere are only some of the primary management control objectives. With its logic of planning alongside the calculation of values, this system allows the entrepreneurial energy to be channelled towards a constant increase in the company's overall profitability and the search for the financial and patrimonial balance of the company itself. Therefore, management control is not an academic or didactic tool but an indispensable element for all companies, including small and medium-sized ones, to improve their performance. The need to count on analytical data regarding single objects (e.g. products, departments, lines, activities, etc.) is accompanied by the need for managers to be able to make their decisions based not only on actual data but also on planned values. In recent years, given the complexity of the economic environment in which companies operate and the greater frenetic nature of markets, the budget and the concept of planning itself have been the subject of questions, both from scholars and from operators, about their real usefulness in a historical moment marked by the real impossibility of a certain and precise "forecast" (if it can be said that, in other historical periods, this was possible). The Implementation of an Integrated Information System in the Company: From Option to Obligation for Efficient and Effective Management 9 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals