Management Control Systems 4th Edition Performance Measurement, Evaluation and Incentives By Kenneth Merchant; Wim Van der Stede
Print ISBN: 9781292110554, 1292110554
eText ISBN: 9781292110585, 1292110589
By: Kenneth Merchant; Wim Van der Stede
Publisher:Pearson (Intl)
Print ISBN: 9781292110554, 1292110554
eText ISBN: 9781292110585, 1292110589
Edition: 4th
Copyright year: 2017
As the market-leading text for Management Control and performance measurement, this book will give you a thorough understanding of core concepts and key topics. Including a wide range of international case studies and real life examples means this is the ideal guide for understanding complex topics and bringing this subject to life.
PREFACE
This text provides materials for a comprehensive course
on management control systems (MCSs). MCSs are
defi ned broadly to include everything managers do to
help ensure that their organization’s strategies and
plans are carried out or, if conditions warrant, are modifi
ed. Thus, the text could also be used in any course
that focuses on topics related to the back end of the
management process, such as strategy implementation
or execution.
Because management control is a core function of
management, all students interested in business or
management can benefit from this text. However,
courses based on the materials presented here should
be particularly useful for those who are, or aspire to be,
managers, management consultants, fi nancial specialists
(e.g. controllers, budget analysts, auditors), or
human resource specialists (e.g. personnel directors,
compensation consultants).
This edition includes 70 cases for classroom use.
Case studies that stimulate learning through the analysis
of complex situations such as those often faced in
the “real world” are generally recognized to be perhaps
the best pedagogical conduit for teaching a MCSs
course. Because MCSs, the contexts in which they operate,
and the outcomes they produce, are complex and
multidimensional, simple problems and exercises cannot
capture the essence of the issues managers face in
designing and using MCSs. Students must develop the
thinking processes that will guide them successfully
through decision tasks with multiple embedded issues,
incomplete information, and large amounts of relatively
unstructured information. They must learn to
develop problem-fi nding skills as well as critical thinking
and problem-solving skills, and they must learn
how to articulate and defend their ideas. Case analyses,
discussions, and presentations provide an effective
method for simulating these tasks in a classroom.
Although the text was designed primarily for
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