Management Control Systems
6.290 kr.

Námskeið
- V-717-CPMA Management Control
Annað
- Höfundar: Kenneth Merchant, Wim Van der Stede
- Útgáfa:4
- Útgáfudagur: 15-05-2017
- Hægt að prenta út 2 bls.
- Hægt að afrita 2 bls.
- Format:ePub
- ISBN 13: 9781292181875
- Print ISBN: 9781292110554
- ISBN 10: 1292181877
Efnisyfirlit
- Management Control Systems
- Management Control Systems Performance Measurement, Evaluation, and Incentives
- Brief Contents
- Contents
- Preface
- Figures
- Tables
- Text
- Section I The Control Function of Management
- Chapter 1 Management and Control
- Management and control
- Management
- Objective setting
- Strategy formulation
- Management control
- Behavioral emphasis
- Causes of management control problems
- Lack of direction
- Motivational problems
- Personal limitations
- Characteristics of good management control
- Control problem avoidance
- Activity elimination
- Automation
- Centralization
- Risk sharing
- Control alternatives
- Outline of this text
- Notes
- Management and control
- Chapter 1 Management and Control
- Chapter 2 Results Controls
- Prevalence of results controls
- Results controls and the control problems
- Elements of results controls
- Defining performance dimensions
- Measuring performance
- Setting performance targets
- Providing rewards
- Conditions determining the effectiveness of results controls
- Knowledge of desired results
- Ability to influence desired results (controllability)
- Ability to measure controllable results effectively
- Precision
- Objectivity
- Timeliness
- Understandability
- Cost efficiency
- Conclusion
- Notes
- Action controls
- Behavioral constraints
- Preaction reviews
- Action accountability
- Redundancy
- Action controls and the control problems
- Prevention vs. Detection
- Conditions determining the effectiveness of action controls
- Knowledge of desired actions
- Ability to ensure that desired actions are taken
- Personnel controls
- Selection and placement
- Training
- Job design and provision of necessary resources
- Cultural controls
- Codes of conduct
- Group rewards
- Other approaches to shape organizational culture
- Personnel/cultural controls and the control problems
- Effectiveness of personnel/cultural controls
- Conclusion
- Notes
- Tight results control
- Definitions of desired results
- Congruence
- Specificity
- Communication and internalization
- Completeness
- Performance measurement
- Incentives
- Definitions of desired results
- Tight action controls
- Behavioral Constraints
- Preaction reviews
- Action accountability
- Definitions of Actions
- Action Tracking
- Action Reinforcement
- Direct costs
- Indirect costs
- Behavioral displacement
- Behavioral Displacement and Results Controls
- Behavioral Displacement and Action Controls
- Behavioral Displacement and Personnel/Cultural Controls
- Gamesmanship
- Creation of Slack Resources
- Data Manipulation
- Operating Delays
- Negative attitudes
- Negative Attitudes Produced by Results Controls
- Negative Attitudes Produced by Action Controls
- Behavioral displacement
- National culture
- Local institutions
- Differences in local business environments
- Uncertainty
- Inflation
- Talent
- Foreign currency translation
- What is desired and what is likely
- Choice of controls
- Personnel/cultural controls as an initial consideration
- Advantages and disadvantages of action controls
- Advantages and disadvantages of results controls
- Choice of control tightness
- Simultaneous tight-loose controls
- Adapting to change
- Keeping a behavioral focus
- Maintaining good control
- Notes
- Chapter 7 Financial Responsibility Centers
- Advantages of financial results control systems
- Types of financial responsibility centers
- Revenue centers
- Cost centers
- Profit centers
- Investment centers
- Variations
- Choice of financial responsibility centers
- The transfer pricing problem
- Purposes of transfer pricing
- Transfer pricing alternatives
- Market-based transfer prices
- Marginal-cost transfer prices
- Full-cost transfer prices
- Negotiated Transfer Prices
- Variations
- Simultaneous use of multiple transfer pricing methods
- Conclusion
- Notes
- Chapter 8 Planning and Budgeting
- Purposes of planning and budgeting
- Planning cycles
- Strategic planning
- Capital budgeting
- (Operational) budgeting
- Target setting
- Types of financial performance targets
- Model-based, historical, and negotiated targets
- Fixed versus flexible targets
- Internal versus external targets
- Common financial performance target issues
- How challenging should financial performance targets be?
- Increased manager commitment.
- Protection against optimistic projections.
- Higher manager achievement.
- Reduced costs of interventions.
- Reduced gameplaying.
- How much influence should subordinates have in setting their targets?
- How challenging should financial performance targets be?
- Types of financial performance targets
- Planning and budgeting practices, and criticisms
- Conclusion
- Notes
- Purposes of incentives
- Monetary incentives
- Salary increases
- Short-term incentives
- Long-term incentives
- Stock option plans
- Restricted stock plans
- Performance stock or option plans
- Incentive formula
- Shape of the incentive function
- Size of incentive pay
- Monetary incentives and the evaluation criteria
- Chapter 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
- Return-on-what?
- Problems caused by ROI-type of measures
- Suboptimization
- Misleading performance signals
- Residual income measures as a possible solution to the ROI measurement problems
- Conclusion
- Notes
- 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
- The controllability principle
- Types of uncontrollable factors
- Controlling for the distorting effects of uncontrollables
- Controlling for uncontrollables before the measurement period
- Insurance
- Responsibility structures
- Controlling for uncontrollables after the measurement period
- Variance analysis
- Flexible performance standards
- Relative performance evaluations
- Subjective performance evaluations
- Controlling for uncontrollables before the measurement period
- Chapter 13 Corporate Governance and Boards of Directors
- Laws and regulations
- The Sarbanes-Oxley Act
- Boards of directors
- Audit committees
- Compensation committees
- Conclusion
- Notes
- Chapter 14 Controllers and Auditors
- Controllers
- Auditors
- Audits
- External and internal auditors
- Common audit types
- Financial audits
- Compliance audits
- Performance audits
- The value of audits
- Conclusion
- Notes
- Chapter 15 Management Control-Related Ethical Issues
- Good ethical analyses and their importance
- Ethical models
- Utilitarianism
- Rights and duties
- Justice/fairness
- Virtues
- Analyzing ethical issues
- Ethical models
- Why do people behave unethically?
- Some common management control-related ethical issues
- The ethics of creating budget slack
- The ethics of “managing earnings”
- The ethics of responding to flawed control indicators
- The ethics of using control indicators that are “too good”
- Spreading good ethics within an organization
- Conclusion
- Notes
- Good ethical analyses and their importance
- Chapter 16 Management Control in Not-for-profit Organizations
- Corporations, B corporations, and not-for-profits
- 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
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- Gerð : 208
- Höfundur : 6177
- Útgáfuár : 2017
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