This title is out of print.
Appropriate for graduate and advanced undergraduate business courses that focus on management control systems. Prerequisite: management accounting.
Uses the case study method to teach management control systems. Anyone interested in business management can benefit from the decision-making models and case analyses in this text.
The first module discusses controls based on the object-of-control framework: actions, results, or personnel/culture. This inclusive framework clearly distinguishes how managers must make choices among these categories of control. Pg.___
Focuses on the use and effects of “financial results controls” which dominate managerial levels at all but the smallest organizations, it also provides a broad treatment of controls that put the financially- oriented controls into proper perspective. For example, it describes situations where financial controls are not effective and discusses alternatives that managers can use in those situations. Pg.___
Significant concepts, theories, issues are not discussed in abstract terms but are illustrated with a number of real world examples.
I. THE CONTROL FUNCTION OF MANAGEMENT.
II. CONTROL ALTERNATIVES AND THEIR EFFECTS.
III. FINANCIAL RESULTS CONTROL SYSTEMS.
IV. COMMON PROBLEM AREAS IN FINANCIAL-RESULTS-CONTROL.
V. IMPORTANT CONTROL ROLES AND ETHICAL ISSUES.
VI. SIGNIFICANT SITUATIONAL INFLUENCES ON MANAGEMENT CONTROL SYSTEMS.
Pearson offers special pricing when you package your text with other student resources. If you're interested in creating a cost-saving package for your students, contact your Pearson rep.
We're sorry! We don't recognize your username or password. Please try again.
The work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning.
You have successfully signed out and will be required to sign back in should you need to download more resources.