Management Control Systems

Höfundar: Kenneth Merchant; Wim Van der Stede (Útgáfa: 5)
Management Control Systems

Kaup valmöguleikar

The bestselling advanced management accounting textbook. For Management Control or Advanced Management Accounting modules on undergraduate, postgraduate or MBA courses. Management Control Systems, 5th edition is the latest edition of the bestselling textbook in the field of management accounting, renowned for its authorship and excellently researched material. An essential learning resource presenting a wealth of international examples from real companies, this text will help you gain a solid grasp of this important subject.

Whether or not you have a management background, the clear explanations in this textbook will introduce you to the authors' leading framework and approach, helping you understand a wide variety of performance measures and controls as well as how to use them. Its extensive range of 75 case studies grounds the concepts in reality, emphasising the difference that well-designed controls can make. Key features A brand-new chapter on environmental, social and governance issues, including corporate social responsibility, reflects new initiatives and policies and their impact on today's organisations.

Comprehensive and detailed coverage of measures that focuses not only on results, but also broader management controls, with aims other than profit maximisation. Updated examples and cases bring the subject to life by exploring examples of well-known businesses such as Microsoft and the implications of infamous scandals such as Carillion. New content considers the impacts of recent global shocks and world events and their influence on companies.

Nánar um bókina

Útgefandi
Pearson International Content
ISBN
9781292444109
Print ISBN
9781292444130
Format
ePub
Útgáfa
5
Höfundar
Kenneth Merchant; Wim Van der Stede
Tungumál
English
Útgefið
2023-07-31
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover Page
  • Title
  • Copyright
  • Contents
  • Preface
  • SECTION I: The Control Function of Management
  • 1 Management and Control
  • Management and control
  • Causes of management control problems
  • Characteristics of good management control
  • Control problem avoidance
  • Control alternatives
  • Outline of this book
  • Notes
  • Leo’s Four-Plex Theater
  • Wong’s Pharmacy
  • Private Fitness, Inc.
  • Atlanta Home Loan
  • SECTION II: Management Control Alternatives and Their Effects
  • 2 Result Controls
  • Prevalence of result controls in decentralized organizations
  • Elements of result controls
  • Conditions determining the effectiveness of result controls
  • Result controls and the control problems
  • Conclusion
  • Notes
  • Office Solutions, Inc.
  • Puente Hills Toyota
  • Kooistra Autogroep
  • 3 Action, Personnel, and Cultural Controls
  • Action controls
  • Action controls and the control problems
  • Prevention vs. detection
  • Conditions determining the effectiveness of action controls
  • Personnel controls
  • Cultural controls
  • Personnel/cultural controls and the control problems
  • Effectiveness of personnel and cultural controls
  • Conclusion
  • Notes
  • Witsky and Associates, Inc.
  • The Rancho View Knolls Land Deal
  • EyeOn Pharmaceuticals, Inc.
  • Axeon N.V.
  • 4 Control System Tightness
  • Tight result controls
  • Tight action controls
  • Tight personnel/cultural controls
  • Conclusion
  • Notes
  • Controls at the Bellagio Casino Resort
  • PCL: A Breakdown in the Enforcement of Management Control
  • 5 Control System Costs
  • Direct costs
  • Indirect costs
  • Adaptation costs
  • Conclusion
  • Notes
  • Philip Anderson
  • Sunshine Fashion: Fraud, Theft, and Misbehavior among Employees
  • Better Beauty, Inc.
  • Fit Food, Inc.
  • Atlantis Chemical Industries
  • 6 Designing and Evaluating Management Control Systems
  • What is desired and what is likely
  • Choice of controls
  • Choice of control tightness
  • Adapting to change
  • Keeping a behavioral focus
  • Notes
  • Diagnostic Products Corporation
  • Game Shop, Inc.
  • Family Care Specialists Medical Group, Inc.
  • SECTION III: Financial Result Control Systems
  • 7 Financial Responsibility Centers
  • Advantages of financial result control systems
  • Types of financial responsibility centers
  • Choice of financial responsibility centers
  • The transfer pricing problem
  • Conclusion
  • Notes
  • Kranworth Chair Corporation
  • Zumwald AG
  • Global Investors, Inc.
  • 8 Planning and Budgeting
  • Purposes of planning and budgeting
  • Planning cycles
  • Target setting
  • Planning and budgeting criticisms
  • Conclusion
  • Notes
  • Royal Wessanen NV
  • The Stimson Company
  • Multiple Versions of the Plan
  • Vitesse Semiconductor Corporation
  • VisuSon, Inc.: Business Stress Testing
  • 9 Incentive Systems
  • Purposes of incentives
  • Monetary incentives
  • Incentive system design
  • Criteria for evaluating incentive systems
  • Group rewards
  • Conclusion
  • Notes
  • Harwood Medical Instruments plc
  • Giroux Glass, Inc. – Bonus Plan
  • Superconductor Technologies, Inc.
  • Raven Capital, LLC
  • SECTION IV: Performance Measurement Issues and Their Effects
  • 10 Financial Performance Measures and Their Effects
  • Value creation
  • Market measures of performance
  • Accounting measures of performance
  • Investment and operating myopia
  • Return-on-investment measures of performance
  • Residual income measures as a possible solution to the ROI measurement problems
  • Conclusion
  • Notes
  • Behavioral Implications of Airline Depreciation Accounting Policy Choices
  • Las Ferreterías de México, S.A. de C.V.
  • Industrial Electronics, Inc.
  • Haengbok Bancorp
  • Corbridge Industries, Inc.
  • King Engineering Group, Inc.
  • Berkshire Industries plc
  • 11 Remedies to the Myopia Problem
  • Pressures to act myopically
  • Reduce pressures for short-term profit
  • Control investments with preaction reviews
  • Extend the measurement horizon (use long-term incentives)
  • Measure changes in value directly
  • Improve the accounting measures
  • Measure a set of value drivers
  • Conclusion
  • Notes
  • Catalytic Solutions, Inc.
  • Dortmunder-Koppel GmbH
  • Johansen’s: The New Scorecard System
  • Mainfreight
  • Statoil
  • 12 Using Financial Result Controls in the Presence of Uncontrollable Factors
  • The controllability principle
  • Types of uncontrollable factors
  • Controlling for the distorting effects of uncontrollables
  • Other uncontrollable factor issues
  • Conclusion
  • Notes
  • To Adjust or Not to Adjust Bonus Payouts?
  • Olympic Car Wash
  • Beifang Chuang Ye Vehicle Group
  • Hoffman Discount Drugs, Inc.
  • Howard Building Corporation, Inc.
  • Bank of the Desert (A)
  • Bank of the Desert (B)
  • Fine Harvest Restaurant Group (A)
  • Fine Harvest Restaurant Group (B)
  • SECTION V: Objectives Beyond Profit Maximization
  • 13 The Broader Goal of Stakeholder Welfare Maximization
  • Challenges in managing with a broader corporate purpose
  • Designing management control strategies fit for CSR
  • Multiple challenges
  • Notes
  • Meta Platforms, Inc.
  • Alpha Controls, Inc.
  • Western AgriTech, Inc.
  • Microsoft Corp: CSR Execution
  • 14 Management Control in Not-for-Profit Organizations
  • Key differences between for-profit and not-for-profit organizations
  • Goal ambiguity and conflict
  • Difficulty in measuring and rewarding performance
  • Accounting differences
  • External scrutiny
  • Employee characteristics
  • Conclusion
  • Notes
  • SCI Ontario: Achieving, Measuring, and Communicating Strategic Success
  • University of Southern California: Responsibility Center Management System
  • SECTION VI: Corporate Governance, Important Control-Related Roles, and Ethics
  • 15 Corporate Governance and Boards of Directors
  • Laws and regulations
  • The Sarbanes-Oxley Act
  • Boards of directors
  • Nominating/governance committees
  • Audit committees
  • Compensation committees
  • Conclusion
  • Notes
  • Arrow Motorcar Corporation
  • Golden Parachutes?
  • Pacific Sunwear of California, Inc.
  • Entropic Communications, Inc.
  • Bio/Precise Medical Devices, Inc.
  • 16 Controllers and Auditors
  • Controllers
  • Auditors
  • Conclusion
  • Notes
  • Carillion plc and its Auditors: Anatomy of a Corporate Collapse
  • Dorothy Rishiek: Experiences of a Controller/CFO
  • Desktop Solutions, Inc. (A): Audit of the St. Louis Branch
  • Desktop Solutions, Inc. (B): Audit of Operations Group Systems
  • Andrew G. Scavell, Chief Risk Officer
  • 17 Management Control-Related Ethical Issues
  • Conducting ethical analyses
  • Why do people behave unethically?
  • Some common management control-related ethical issues
  • Spreading good ethics within an organization
  • Conclusion
  • Notes
  • Two Budget Targets
  • Conservative Accounting in the General Products Division
  • Education Food Services at Central Maine State University
  • The “Sales Acceleration Program”
  • The Expiring Software License
  • Wired plc
  • Mean Screens USA, Inc.
  • Ethics@Cisco
  • Index
  • Publisher’s acknowledgements