Performance Measurement and Control Systems for Implementing Strategy Text and Cases
Published on 29. June 1999
Book
Hardback
792 pages
978-0-13-234006-9 (ISBN)
Description
For undergraduate Management Control Systems courses and other MBA Management Accounting and Control electives.
This book represents an innovative new approach to management control systems, based on the latest research and practice. Using a carefully integrated structure, it shows how today's managers use both financial and non-financial controls to drive strategies of profitable growth in rapidly changing markets.
This book represents an innovative new approach to management control systems, based on the latest research and practice. Using a carefully integrated structure, it shows how today's managers use both financial and non-financial controls to drive strategies of profitable growth in rapidly changing markets.
More details
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 241 mm
Width: 201 mm
Thickness: 34 mm
Weight
1430 gr
ISBN-13
978-0-13-234006-9 (9780132340069)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Robert Simons
Performance Measurement and Control Systems for Implementing Strategy Text and Cases: Pearson New International Edition
Book
07/2013
Pearson Education Limited
€86.84
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Content
I. FOUNDATIONS FOR IMPLEMENTING STRATEGY
1. Organizational Tensions to be Managed.
2. Basics for Successful Strategy.
3. Organizing for Performance.
4. Using Information for Performance Measurement and Control.
II. CREATING PERFORMANCE MEASUREMENT SYSTEMS
5. Building a Profit Plan.
6. Evaluating Strategic Profit Performance.
7. Designing Asset Allocation Systems.
8. Linking Performance to Markets.
9. Building a Balanced Scorecard.
III. ACHIEVING PROFIT GOALS AND STRATEGIES
10. Using Diagnostic and Interactive Control Systems.
11. Aligning Performance Goals and Incentives.
12. Identifying Strategic Risk.
13. Managing Strategic Risk.
14. Levers of Control for Implementing Strategy.
IV. CASE STUDIES
ATH Technologies, Inc.: Making the Numbers.
J Boats.
MCI Communications: Planning for the 1990s.
Asea Brown Boveri.
ABB: Accountability Times Two (A).
ABB: Accountability Times Two (B).
ABB: The ABACUS System.
Roy Rogers Restaurants.
Codman & Shurtleff, Inc.: Planning and Control System.
Hanson Ski Products.
Walker and Company: Profit Plan Decisions.
Compagnie du Froid, S.A.
Texas Eastman Company.
Burlington Northern: The ARES Decision (A).
Tennessee Controls: The Strategic Ranking Problem.
Birch Paper Company.
Polysar Limited.
Purity Steel Corporation, 1995.
Western Chemical Corporation: Divisional Performance Measurement.
Chadwick, Inc.: The Balanced Scorecard.
Mobil USM&R (A): Linking the Balanced Scorecard.
Citibank: Performance Evaluation.
Nordstrom: Dissension in the Ranks? (A).
Turner Construction Company: Project Management Control Systems.
Mary Kay Cosmetics: Sales Force Incentives (A).
Duckworth Industries, Inc.-Incentive Compensation Programs.
Kidder, Peabody, & Co.: Creating Elusive Profits.
Westchester Distributing, Inc. (A).
Automatic Data Processing: The EFS Decision.
Hamilton Financial Investments: A Franchise Built on Trust.
Automation Consulting Services.
Becton Dickinson-Designing the New SOF Planning Process.
Guidant Corporation: Shaping Culture Through Systems.
1. Organizational Tensions to be Managed.
2. Basics for Successful Strategy.
3. Organizing for Performance.
4. Using Information for Performance Measurement and Control.
II. CREATING PERFORMANCE MEASUREMENT SYSTEMS
5. Building a Profit Plan.
6. Evaluating Strategic Profit Performance.
7. Designing Asset Allocation Systems.
8. Linking Performance to Markets.
9. Building a Balanced Scorecard.
III. ACHIEVING PROFIT GOALS AND STRATEGIES
10. Using Diagnostic and Interactive Control Systems.
11. Aligning Performance Goals and Incentives.
12. Identifying Strategic Risk.
13. Managing Strategic Risk.
14. Levers of Control for Implementing Strategy.
IV. CASE STUDIES
ATH Technologies, Inc.: Making the Numbers.
J Boats.
MCI Communications: Planning for the 1990s.
Asea Brown Boveri.
ABB: Accountability Times Two (A).
ABB: Accountability Times Two (B).
ABB: The ABACUS System.
Roy Rogers Restaurants.
Codman & Shurtleff, Inc.: Planning and Control System.
Hanson Ski Products.
Walker and Company: Profit Plan Decisions.
Compagnie du Froid, S.A.
Texas Eastman Company.
Burlington Northern: The ARES Decision (A).
Tennessee Controls: The Strategic Ranking Problem.
Birch Paper Company.
Polysar Limited.
Purity Steel Corporation, 1995.
Western Chemical Corporation: Divisional Performance Measurement.
Chadwick, Inc.: The Balanced Scorecard.
Mobil USM&R (A): Linking the Balanced Scorecard.
Citibank: Performance Evaluation.
Nordstrom: Dissension in the Ranks? (A).
Turner Construction Company: Project Management Control Systems.
Mary Kay Cosmetics: Sales Force Incentives (A).
Duckworth Industries, Inc.-Incentive Compensation Programs.
Kidder, Peabody, & Co.: Creating Elusive Profits.
Westchester Distributing, Inc. (A).
Automatic Data Processing: The EFS Decision.
Hamilton Financial Investments: A Franchise Built on Trust.
Automation Consulting Services.
Becton Dickinson-Designing the New SOF Planning Process.
Guidant Corporation: Shaping Culture Through Systems.