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Management Control Systems 4th Edition Merchant Solutions Manual
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Management Control Systems 4th Edition Merchant Solutions Manual.
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Product Details:
- ISBN-10 : 1292110554
- ISBN-13 : 978-1292110554
- Author:
Management Control Systems, 4th edition, by Kenneth A. Merchant, and Wim A. Van der Stede, is the market-leading text for management control and performance management studies. Using real-life examples and a range of international case studies, the book offers you a thorough understanding of the core concepts and key topics of the subject.
The text’s clear and structured chapters ensure logical progression and understanding through topics such as the control function of management, alternative methods of management control, and how to apply your knowledge beyond theory.
Considering all areas of Management Control Systems, from implementation to ethical questions, the 4th edition serves as the ultimate guide to the subject, excellent for students and practitioners alike.
Table of Content:
- SECTION I The Control Function of Management
- 1 Management and Control
- Management and control
- Causes of management control problems
- Characteristics of good management control
- Control problem avoidance
- Control alternatives
- Outline of this text
- Notes
- Leo’s Four-Plex Theater
- Wong’s Pharmacy
- Private Fitness, Inc.
- Atlanta Home Loan
- SECTION II Management Control Alternatives and their Effects
- 2 Results Controls
- Prevalence of results controls
- Results controls and the control problems
- Elements of results controls
- Conditions determining the effectiveness of results controls
- Conclusion
- Notes
- Office Solutions, Inc.
- Puente Hills Toyota
- Kooistra Autogroep
- Houston Fearless 76, Inc.
- 3 Action, Personnel, and Cultural Controls
- Action controls
- Action controls and the control problems
- Prevention vs. Detection
- Conditions determining the effectiveness of action controls
- Personnel controls
- Cultural controls
- Personnel/cultural controls and the control problems
- Effectiveness of personnel/cultural controls
- Conclusion
- Notes
- Witsky and Associates, Inc.
- The Platinum Pointe Land Deal
- EyeOn Pharmaceuticals, Inc.
- Axeon N.V.
- 4 Control System Tightness
- Tight results control
- Tight action controls
- Tight personnel/cultural controls
- Conclusion
- Notes
- Controls at the Bellagio Casino Resort
- PCL: A Breakdown in the Enforcement of Management Control
- 5 Control System Costs
- Direct costs
- Indirect costs
- Adaptation costs
- Conclusion
- Notes
- Philip Anderson
- Sunshine Fashion: Fraud, Theft, and Misbehavior among Employees
- Better Beauty, Inc.
- Fit Food, Inc.
- Atlantis Chemical Industries
- 6 Designing and Evaluating Management Control Systems
- What is desired and what is likely
- Choice of controls
- Choice of control tightness
- Adapting to change
- Keeping a behavioral focus
- Maintaining good control
- Notes
- Diagnostic Products Corporation
- Game Shop, Inc.
- Family Care Specialists Medical Group, Inc.
- SECTION III Financial Results Control Systems
- 7 Financial Responsibility Centers
- Advantages of financial results control systems
- Types of financial responsibility centers
- Choice of financial responsibility centers
- The transfer pricing problem
- Conclusion
- Notes
- Kranworth Chair Corporation
- Zumwald AG
- Global Investors, Inc.
- 8 Planning and Budgeting
- Purposes of planning and budgeting
- Planning cycles
- Target setting
- Planning and budgeting practices, and criticisms
- Conclusion
- Notes
- Royal Wessanen NV
- The Stimson Company
- Multiple Versions of the Plan
- Vitesse Semiconductor Corporation
- VisuSon, Inc.: Business Stress Testing
- 9 Incentive Systems
- Purposes of incentives
- Monetary incentives
- Incentive system design
- Criteria for evaluating incentive systems
- Group rewards
- Conclusion
- Notes
- Harwood Medical Instruments PLC
- Superconductor Technologies, Inc.
- Raven Capital, LLC
- SECTION IV Performance Measurement Issues and Their Effects
- 10 Financial Performance Measures and Their Effects
- Value creation
- Market measures of performance
- Accounting measures of performance
- Investment and operating myopia
- Return-on-investment measures of performance
- Residual income measures as a possible solution to the ROI measurement problems
- Conclusion
- Notes
- Behavioral Implications of Airline Depreciation Accounting Policy Choices
- Las Ferreterías de México, S.A. de C.V.
- Industrial Electronics, Inc.
- Haengbok Bancorp
- Corbridge Industries, Inc.
- King Engineering Group, Inc.
- Berkshire Industries PLC
- 11 Remedies to the Myopia Problem
- Pressures to act myopically
- Reduce pressures for short-term profit
- Control investments with preaction reviews
- Extend the measurement horizon (use long-term incentives)
- Measure changes in value directly
- Improve the accounting measures
- Measure a set of value drivers
- Conclusion
- Notes
- Catalytic Solutions, Inc.
- Dortmunder-Koppel GmbH
- Johansen’s: The New Scorecard System
- Mainfreight
- Statoil
- 12 Using Financial Results Controls in the Presence of Uncontrollable Factors
- The controllability principle
- Types of uncontrollable factors
- Controlling for the distorting effects of uncontrollables
- Other uncontrollable factor issues
- Conclusion
- Notes
- Olympic Car Wash
- Beifang Chuang Ye Vehicle Group
- Hoffman Discount Drugs, Inc.
- Howard Building Corporation, Inc.
- Bank of the Desert (A)
- Bank of the Desert (B)
- Fine Harvest Restaurant Group (A)
- Fine Harvest Restaurant Group (B)
- SECTION V Corporate Governance, Important Control-Related Roles, and Ethics
- 13 Corporate Governance and Boards of Directors
- Laws and regulations
- The Sarbanes-Oxley Act
- Boards of directors
- Audit committees
- Compensation committees
- Conclusion
- Notes
- Arrow Motorcar Corporation
- Golden Parachutes?
- Pacific Sunwear of California, Inc.
- Entropic Communications, Inc.
- Bio/Precise Medical Devices, Inc.
- 14 Controllers and Auditors
- Controllers
- Auditors
- Conclusion
- Notes
- Don Russell: Experiences of a Controller/CFO
- Desktop Solutions, Inc. (A): Audit of the St. Louis Branch
- Desktop Solutions, Inc. (B): Audit of Operations Group Systems
- Andrew G. Scavell, Chief Risk Officer
- 15 Management Control-Related Ethical Issues
- Good ethical analyses and their importance
- Why do people behave unethically?
- Some common management control-related ethical issues
- Spreading good ethics within an organization
- Conclusion
- Notes
- Two Budget Targets
- Conservative Accounting in the General Products Division
- Education Food Services at Central Maine State University
- The “Sales Acceleration Program”
- The Expiring Software License
- Wired, PLC
- Mean Screens USA, Inc.
- Lernout & Hauspie Speech Products
- Ethics Cisco
- SECTION VI Management Control When Financial Results Are Not the Primary Consideration
- 16 Management Control in Not-for-profit Organizations
- Corporations, B corporations, and not-for-profits
- Key differences between for-profit and not-for-profit organizations
- Goal ambiguity and conflict
- Difficulty in measuring and rewarding performance
- Accounting differences
- External scrutiny
- Employee characteristics
- Conclusion
- Notes
- SCI Ontario: Achieving, Measuring, and Communicating Strategic Success
- University of Southern California: Responsibility Center Management System
- Index
- A
- B
- C
- D
- E
- F
- G
- H
- I
- J
- K
- L
- M
- N
- O
- P
- R
- S
- T
- U
- v
- W
- Z
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