what are the problems ,strategy and management control system solution on this The society.of Jesus case?

.. r 1 re , "; _._,. .a'. r 'm... ,3 345': lire society 6 a chain. The Society was founded by Saint Ignatius of Loyola {14911556} in 1539, and received the formal approval of Pope Paul III through the Papal Bull Regimini militantis Ecclesiac on 2.7 September 1540, taking the Italian name of Compagnia di Gasu. Originally, the project of Ignatius and his companions was to go to Venice, from where they were to embark on a "pilgrimage to Ierusalem in order to engage the ministry there.\" They went to Rome and offered their services to the Pope, but only because they did not nd a passage to the Holy Land .4 This says much about how chance and serendipity affect people and organizations. The principles for structuring the Order were outlined in the General Constitutions of the Society. They made it a very hierarchical organization. It was organized in Assistances leg. Italy) and Provinces [c.g. Sicily), to which the Jesuit Colleges and Houses belonged. As- sistants, Provincials, and Rectors were appointed directly by the General of the Society, who was elected by a General Congregation and placed at the top of this hierarchy. The General, the Provincial, and the Rector were assisted by a Procurator, who was in charge of adminis- trative and accounting issues. The Rector was also supported by a Prefect, who dealt with pedagogical issues. It should not be surprising to see hierarchical forms of organization so early in the history of modern times for, in fact, hierarchy comes from hicreus (priestl and hieros [what is holy), and arkhc [rule]: hence sacred or priestly ruleSan etymology that IS illuminating but always forgotten. CHAPTER 2 CASES 11 The Order's activities mainly concerned its missions around the world, the education of members and young lay pupils, and various businesses that provided resources for this (education was, in fact, provided free of charge}. Despite the supposed rigidity implied by the hierarchical structure, the Order was characterized by great exibility and a capacity for adaptation. to the most disparate lands and situations in which it operated (for instance, the >> Ie-suocessfully reached India and Japan before the end of the sixteenth century]. This approach was facilitated by a system of self-discipline, outlined in the Spiritual Exercises and inserted in the grand design of the Constitutions. Central to these Exercises was the individ- ual and his self-control\" In order to achieve this combination of control and exibility, the Order developed three forms of accounting and accountability in the various activities they carried out, which presented remarkable similarities. These systems are described below. .._