Management Control Systems : Performance Measurement, Evaluation and Incentives

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  • Edition: 2nd
  • Format: Paperback
  • Copyright: 2007-01-01
  • Publisher: Prentice Hall
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Management Control Systems: Performance Measurement, Evaluation and Incentives, 2nd edition With its unique range of international case studies, real life examples and comprehensive coverage of the latest management control-related tools and techniques, this second edition of Management Control Systems is the ideal guide to this complex and multidimensional subject. The authors approach management control from an accounting perspective, as they discuss issues of performance measurement and evaluation in detail. But they also provide a broad perspective on control systems, with a focus on issues such as planning and budgeting systems, internal controls, corporate culture, corporate governance, and ethics. Their unique treatment of the subject is thorough, logical, and easy to read, and is perfect for upper level undergraduates, postgraduates and practising professionals. ";If this book were fiction, I would refer to it as a real page-turner."; Eddy Vaassen, University of Maastricht Features: - In-depth analysis of the relationship between management theory and practice, with references to a host of specific decision-making situations. - Case studies and real-life examples drawn from an international range of firms and companies, including Toyota, Citibank, and Lincoln Electric. - Coverage of ethical and multinational issues, across a variety of businesses, industries and not-for-profit organisations. - Assessment of management control-related tools, including Balanced Scorecards and EVAtrade;, as well as non-financial measures of performance. - Discussion of the similarities and differences between management control and internal control, with reference to Sarbanes-Oxley and similar movements worldwide. - Fresh emphasis on management control systems in relation to corporate governance. The authors Professor Kenneth A. Merchant is the Deloitte & Touche LLP Chair of Accountancy at the University of Southern California. He is well-known internationally in the field of management accounting, and is a part-time research professor at the University of Maastricht. Professor Wim A. Van der Stede is a Professor of Management Accounting at the London School of Economics and Political Science. An author and teacher, he brings a European perspective and a wealth of experience to this book.

Author Biography

Wim A. Van der Stede is Professor of Management Accounting at the London School of Economics and Political Science.

Table of Contents

Detailed Contents
The Control Function of Management
Management and Control
Management and control
Causes of management control problems
Characteristics of good management control
Control problem avoidance
Control alternatives
NotesLeo's Four-Plex TheatreWong's Pharmacy
Private Fitness, Inc
Management Control Alternatives and their Effects
Results Controls
Prevalence of results controls
Results controls and the control problems
Elements of results controls
Conditions determining the effectiveness of results controls
ConclusionArmco, Inc. -- Midwestern Steel Division
Visionary Design Systems: Are Incentives Enough?
Fearless 76, Inc
Action, Personnel, and Cultural Controls
Action controls
Action controls and the control problems
Prevention versus detection
Conditions determining the effectiveness of action controls
Personnel controls
Cultural controls
Personnel/cultural controls and the control problems
Effectiveness of personnel/cultural controls
Atlanta Home Loan
Alcon Laboratories, Inc. (A)Axeon N.V
Control System Tightness
Tight results control
Tight action controls
Tight personnel/cultural controls
Multiple forms of controls
Lincoln Electric Co.Controls at the Bellagio Casino Resort
Control System CostsOut-of-pocket costs
Behavioral displacement
Operating delays
Negative attitudes
Sears Auto Centers (A)Disctech, Inc.Philip Anderson
Designing and Evaluating Management Control Systems
Understanding what is desired and what is likely
Decision 1: choice of controls
Decision 2: Choice of control tightness
Adapting to change
Keeping a behavioral focus
Maintaining good control
Rabobank Nederland
Airtex Aviation
Puente Hills Toyota
Financial Results Control Systems
Financial Responsibility Centers
Advantages of financial results control systems
Types of financial responsibility centers
Choice of financial responsibility centers
The transfer pricing problem
Kranworth Chair Corporation
Motor Sales
Zumwald, AGGlobal Investors, Inc.Boise Cascade Corporation
Planning and Budgeting
Purposes of planning and budgeting systems
Planning cycles
Performance target setting
Variations in practice
Criticisms of companies' planning and budgeting processes
Citibank Indonesia(HBS case no. 9-185-061 - same as in prior edition)
HCC Industries (HBS case no. 9-189-096 - same as in prior edition)
Borealis (HBS case no. 9-102-048 - new case)Patagonia, Inc. (same as in prior edition)
Incentive Systems
Purposes of incentives
Monetary incentives
Incentive system design
Criteria for evaluating incentive systems
Group rewards
Superconductor Technologies, Inc.
Loctite Company De Mexico, S.A.de C. V.Tsinghua Ton
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