Authors: Robert N. Anthony, Vijay Govindarajan
ISBN-13: 9780073100890, ISBN-10: 0073100897
Format: Hardcover
Publisher: McGraw-Hill Companies, The
Date Published: May 2006
Edition: 12nd Edition
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.
Management Control Systems 10/e builds on strengths from prior editions by offering a rich diversity of cases balanced with current material. The primary market for Management Control Systems is an MBA level elective in control systems. The text may also be appropriate for advanced managerial accounting courses and/or MBA-level cost accounting courses with an emphasis on management control. The text is organized to develop insights and analytical skills related to how managers go about designing, implementing, and using planning and control systems to implement strategies.
Ch. 1 | The nature of management control systems | 1 |
Ch. 2 | Understanding strategies | 53 |
Ch. 3 | Behavior in organizations | 98 |
Ch. 4 | Responsibility centers : revenue and expense centers | 128 |
Ch. 5 | Profit centers | 185 |
Ch. 6 | Transfer pricing | 230 |
Ch. 7 | Measuring and controlling assets employed | 270 |
Ch. 8 | Strategic planning | 330 |
Ch. 9 | Budget preparation | 380 |
Ch. 10 | Analyzing financial performance reports | 425 |
Ch. 11 | Performance measurement | 460 |
Ch. 12 | Management compensation | 513 |
Ch. 13 | Controls for differentiated strategies | 576 |
Ch. 14 | Service organizations | 616 |
Ch. 15 | Multinational organizations | 678 |
Ch. 16 | Management control of projects | 730 |