Management Control Systems
Performance Measurement, Evaluation and Incentives
3rd Edition
Published on 19. September 2011
Book
Paperback/Softback
832 pages
978-0-273-73761-2 (ISBN)
Description
With its unique range of case studies, real life examples and comprehensive coverage of the latest management control-related tools and techniques, Management Control Systems is the ideal guide to this complex and multidimensional subject for upper level undergraduates, postgraduates and practising professionals.
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Other editions
New editions
Kenneth Merchant | Wim Van der Stede
Management Control Systems
Book
07/2023
5th Edition
Pearson Education Limited
€99.49
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Kenneth Merchant | Wim Van der Stede
Management Control Systems
Performance Measurement, Evaluation And Incentives
Book
05/2017
4th Edition
Pearson Education Limited
€85.59
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Previous edition
Kenneth Merchant | Wim Van der Stede
Management Control Systems
Performance Measurement, Evaluation and Incentives
Book
03/2007
2nd Edition
Prentice Hall
€203.61
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Persons
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.
Wim A. Van der Stede is 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.
Wim A. Van der Stede is 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.
Content
PART I: The Control function of Management
1 Management and Control
PART II: Management Control alternatives and their effects
2 Results Controls
3 Action, Personnel, and Cultural Controls
4 Control System Tightness
5 Control System Costs
6 Designing and Evaluating Management Control Systems
PART III: Financial Results Control Systems
7 Financial Responsibility Centers
8 Planning and Budgeting
9 Incentive Systems
PART IV: Performance measurement issues and their effects
10 Financial Performance Measures and their Effects
11 Combinations of Measures and Other Remedies to the Myopia Problem
12 Using Financial Results Control in the Presence of Uncontrollable Factors
PART V: Corporate Governance, Important Control-related roles and Ethics
13 Corporate Governance and Boards of Directors
14 Controllers and Auditors
15 Management Control-Related Ethical Issues and Analyses
PART VI: Significant Situational influences on management control systems
16 The Effects of Environmental Uncertainty, Organizational Strategy, and
Multinationality on Management Control Systems
17 Management Control in Non-Profit Organizations
Index
1 Management and Control
PART II: Management Control alternatives and their effects
2 Results Controls
3 Action, Personnel, and Cultural Controls
4 Control System Tightness
5 Control System Costs
6 Designing and Evaluating Management Control Systems
PART III: Financial Results Control Systems
7 Financial Responsibility Centers
8 Planning and Budgeting
9 Incentive Systems
PART IV: Performance measurement issues and their effects
10 Financial Performance Measures and their Effects
11 Combinations of Measures and Other Remedies to the Myopia Problem
12 Using Financial Results Control in the Presence of Uncontrollable Factors
PART V: Corporate Governance, Important Control-related roles and Ethics
13 Corporate Governance and Boards of Directors
14 Controllers and Auditors
15 Management Control-Related Ethical Issues and Analyses
PART VI: Significant Situational influences on management control systems
16 The Effects of Environmental Uncertainty, Organizational Strategy, and
Multinationality on Management Control Systems
17 Management Control in Non-Profit Organizations
Index