Management Control Systems: Performance Measurement, Evaluation and Incentives

Kenneth A. Merchant, Dave A. Aron, Wim Van Der Stede

ISBN 10: 0273655965 / ISBN 13: 9780273655961

Published by Prentice Hall, 2003

About this Item

Zustand: Gut | Seiten: 716 | Sprache: Englisch | Produktart: Bücher | Keine Beschreibung verfügbar.

Seller Inventory # 1554068/203

Bibliographic Details

• Title: Management Control Systems: Performance Measurement, Evaluation and Incentives
• Publisher: Prentice Hall
• Publication Date: 2003
• Language: English
• ISBN 10: 0273655965
• ISBN 13: 9780273655961
• Binding: Soft cover
• Edition: 2nd Edition
• Condition: Gut
• Seller catalogs:
  • Bücher

About this title

Synopsis

This book describes the management control problems that need to be addressed in any large firm, as well as the tools that can be used to address these problems. It details the most important situational factors that cause managers to choose one set of controls over another, and the outcomes that can be produced, both positive and negative. It also discusses some key control roles in the firm: controllers, auditors, and audit committees; and some common control-related ethical issues. A large set of diverse case studies illustrate the points and concepts in the book. Utilizing recent world examples and research findings, the following topics are covered comprehensively: management and control; results controls, action, personnel, and cultural controls; control tightness; direct and indirect system costs; design and evaluation of control systems; financial responsibility centers; planning and budgeting systems; financial performance targets; performance-dependent rewards (and punishments); performance measurement issues and their effects; ethical issues; and situational influences on management control systems. A thorough yet understandable resource for management personnel in the corporate world, including controllers, accountants, and auditors.

From the Back Cover

This book describes the core management control problems that need to be addressed and the management control tools that can be used to address those problems. Details the major problems that managers commonly face in using financial results control systems: myopia (short-termism), suboptimization, uncontrollability, and gameplaying. It also discusses some key control roles in the firm, those of controllers, auditors, and audit committees, and some common control-related ethical issues. For business executives, controllers and auditors.