Items related to Management Control Systems (Im)
A variety of case studies balanced with textual material, providing a foundation for understanding control systems and how they work. The text is organized to develop insights and analytical skills related to how a firm's managers go about designing, implementing and using planning and control systems to implement a firm's strategies. Cases are all supported with examples covering manufacturing organizations, entrepreneurial companies, large corporations, the service industry and non-profit organizations. The book includes a global perspective with cases profiling a diversity of domestic, foreign and international companies. This edition provides increased coverage of the "balanced scorecard" and how interactive control systems are used to generate new strategies.
"synopsis" may belong to another edition of this title.
From the Publisher:
25% of the cases are new or substantially revised. All cases are supported with current examples.
This edition is restructured and condensed to contain only 15 chapters, instead of 18. Chapter 2 on understanding strategies has been integrated throughout the text; chapter 14 on modern cost controls has been eliminated; and chapters 15 and 16 have been combined into one chapter that covers both service and financial service organizations.
Increased coverage throughout the text on computers and the Internet, as well as the impact of information technology on management control, keeps the text current.
Expanded coverage and focus will be given to the three major concepts: economic value added, the balanced scorecard and interactive control.
In keeping with the strategic focus business world, increased emphasis is on the need to align controls will help students better understand how managers align the controls they implement with the overall strategic goals of an organization.
Expanded chapter introductions, more diagrams, up-to-date real world examples, expanded chapter summaries and an up-to-date reference list in each chapter make this text pedagogically sound and more useful to the student and instructor.
Chapter 2 will include more integration of human behavior in organizations.
Chapter 13 will cover more cross-cultural issues in control within multinational organizations.
Chapter 14 will add more on control in financial service organizations.
Instructor's Manual is updated to make it more useful for faculty. For example, the IM will contain suggested answers to the questions at the end of the cases.
Contemporary strategic cost management topics such as the balanced scorecard, and new research will continue to be integrated throughout the text.
Real world examples are used to help students relate material to today's business world.
Up-to-date examples in the text provide contemporary insights that support understanding of more complex material.
A diverse assortment of cases, (60 in all), expose students to manufacturing organizations, entrepreneurial companies, large corporations, the service industry, and nonprofit organizations.
Instructors are allowed maximum flexibility in case assignment and organization due to the variety of cases provided. The majority of cases are short, but a few medium to long or two day/two part cases are also included.
Provides a global perspective by including domestic, foreign and international companies in the cases.
Preeminent authorship.
About the Author:
This edition is restructured and condensed to contain only 15 chapters, instead of 18. Chapter 2 on understanding strategies has been integrated throughout the text; chapter 14 on modern cost controls has been eliminated; and chapters 15 and 16 have been combined into one chapter that covers both service and financial service organizations.
Increased coverage throughout the text on computers and the Internet, as well as the impact of information technology on management control, keeps the text current.
Expanded coverage and focus will be given to the three major concepts: economic value added, the balanced scorecard and interactive control.
In keeping with the strategic focus business world, increased emphasis is on the need to align controls will help students better understand how managers align the controls they implement with the overall strategic goals of an organization.
Expanded chapter introductions, more diagrams, up-to-date real world examples, expanded chapter summaries and an up-to-date reference list in each chapter make this text pedagogically sound and more useful to the student and instructor.
Chapter 2 will include more integration of human behavior in organizations.
Chapter 13 will cover more cross-cultural issues in control within multinational organizations.
Chapter 14 will add more on control in financial service organizations.
Instructor's Manual is updated to make it more useful for faculty. For example, the IM will contain suggested answers to the questions at the end of the cases.
Contemporary strategic cost management topics such as the balanced scorecard, and new research will continue to be integrated throughout the text.
Real world examples are used to help students relate material to today's business world.
Up-to-date examples in the text provide contemporary insights that support understanding of more complex material.
A diverse assortment of cases, (60 in all), expose students to manufacturing organizations, entrepreneurial companies, large corporations, the service industry, and nonprofit organizations.
Instructors are allowed maximum flexibility in case assignment and organization due to the variety of cases provided. The majority of cases are short, but a few medium to long or two day/two part cases are also included.
Provides a global perspective by including domestic, foreign and international companies in the cases.
Preeminent authorship.
Robert N. Anthony is the Ross Graham Walker Professor Emeritus of Management Control at Harvard Business School. Professor Anthony has been a director of Carborundum Company and Warnaco, Inc., both Fortune 500 companies; for 25 years he has been a trustee of Colby College, including five years as chairman of the board. He has consulted for many companies and government agencies, including General Motors Corp., AT&T, the General Accounting Office, and the Cost Accounting Standards Board. Among Professor Anthony’s awards are the Distinguished Accounting Educator of the Year Award from AAA, Accounting Educator of the Year Award from Beta Alpha Psi, the Meritorious Service Award from the Executive Office of the President, the Distinguished Public Service Medal of the Department of Defense, Comptroller General’s Award of the U.S. General Accounting Office and Distinguished Service Award of the Harvard Business School Association.
Vijay Govindarajan received his Ph.D. from Harvard University in 1978. He is the Earl C. Daum 1924 Professor of International Business at the Amos Tuck School of Business Administration at Dartmouth College. Professional credits include Outstanding Teacher of the Year, voted by MBA students during several academic years; and Outstanding Business School Faculty, named by Business Week.
Vijay Govindarajan received his Ph.D. from Harvard University in 1978. He is the Earl C. Daum 1924 Professor of International Business at the Amos Tuck School of Business Administration at Dartmouth College. Professional credits include Outstanding Teacher of the Year, voted by MBA students during several academic years; and Outstanding Business School Faculty, named by Business Week.
"About this title" may belong to another edition of this title.
- PublisherMcGraw-Hill Inc.,US
- Publication date1997
- ISBN 10 0256168792
- ISBN 13 9780256168792
- BindingPaperback
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