Table of Contents
Preface
Chapter 1
ix
Case 3-2: Nucor Corporation (B) 117 Case 3-3: Rendell Company 119 Chapter 4
The Nature of Management Control Systems 1
Basic Concepts 2 Boundaries of Management Control 6 Road Map for the Reader 14 Summary 17 Case 1-1: Nucor Corporation (A) 19 Case 1-2: Wal-Mart Stores, Inc. 31 Case 1-3: Xerox Corporation (A) 34 Case 1-4: Motorola Inc. 42
Responsibility Centers: Revenue and Expense Centers 128
Responsibility Centers 128 Revenue Centers 133 Expense Centers 133 Administrative and Support Centers 139 Research and Development Centers 140 Marketing Centers 143 Summary 144 Case 4-1: Vershire Company 145 Case 4-2: New Jersey Insurance Company 151 Case 4-3: NYPRO, Inc. 159 Case 4-4; Whiz Calculator Company 170 Case 4-5: Westport Electric Corporation 175 Case 4-6: Grand Jean Company 181 Chapter 5
PART ONE
THE MANAGEMENT CONTROL ENVIRONMENT 51
Chapter 2
Understanding Strategies 53
Goals 53 The Concept of Strategy 56 Corporate-Level Strategy 58 Business Unit Strategies 62 Summary 70 Case 2-1: Encyclopedia Britannica, Inc. (A) 72 Case 2-2: Encyclopaedia Britannica, Inc. (B) 74 Case 2-3: Encyclopaedia Britannica, Inc. (C) 76 Case 2-4: Cisco Systems (A) 79 Case 2-5: Cisco Systems (B) 91 Case 2-6: Technology Note: Internetworking Products 96 Chapter 3
Profit Centers 185
General Considerations 185 Business Units as Profit Centers 189 Other Profit Centers 191 Measuring Profitability 194 Summary 198 Case 5-1: Profit Center Problems 200 Case 5-2: North Country Auto, Inc. 201 Case 5-3: Analog Devices, Incorporated: MEMS 209 Case 5-4: Abrams Company 225 Chapter 6
Transfer Pricing 230
Objectives of Transfer Prices 230 Transfer Pricing Methods 230 Pricing Corporate Services 239 Administration of Transfer Prices 242 Summary 244 Appendix Some Theoretical Considerations 245 Case 6-1: Transfer Pricing Problems 248 Case 6-2: Birch Paper Company 254
Behavior in Organizations 98
Goal Congruence 98 Informal Factors That Influence Goal Congruence 99 The Formal Control System 103 Types of Organizations 105 Functions of the Controller 110 Summary 112 Case 3-1: Southwest Airlines Corporation 114
vi
Table of Content a vii
Case 6-3: General Appliance Corporation 256 Case 6-4: Medoc Company 267
Chapter 10
Chapter 7
Analyzing Financial Performance Reports 425
Calculating Variances 425 Variations in Practice 432 Limitations of Variance Analysis 437 Summary 438 Case 10-1: Variance Analysis Problems 440 Case 10-2: Solartronics, Inc. 444 Case 10-3: Galvor Company 446
Measuring and Controlling Assets Employed 270
Structure of the Analysis 271 Measuring Assets Employed 273 EVA versus ROI 283 Additional Considerations in Evaluating Managers 288 Evaluating the Economic Performance of the Entity 289 Summary 290 Case 7-1: Investment Center Problems (A) 291 Case 7-2: Investment Center Problems (B) 295 Case 7-3: Quality Metal Service Center 300 Case 7-4: Aloha Products 309 Case 7-5: Dell Computer Corporation 315 Case 7-6: Industrial Products Corporation 319 Case 7-7: Marden Company 327
Chapter 11
Performance Measurement 460
Performance Measurement Systems 460 Interactive Control 471 Summary 474 Case 11-1: Analog Devices, Inc. (A) 476 Case 11-2: Analog Devices, Inc. (B) 492 Case 11-3: CUP Corporation 500 Case 11-4: Enager Industries, Inc. 508
PART TWO THE MANAGEMENT CONTROL
PROCESS 329
Chapter 8
Chapter 12
Management Compensation 513
Research Findings on Organizational Incentives 513 Characteristics of Incentive Compensation Plans 514 Incentives for Corporate Officers 520 Incentives for Business Unit Managers 522 Agency Theory 530 Summary 534 Case 12-1: Lincoln Electric Company (A) 536 Case 12-2: Crown Point Cabinetry 554 Case 12-3: Worthington Industries 561 Case 12-4: Wayside Inns, Inc. 566
Strategic Planning 330
Nature of Strategic Planning 330 Analyzing Proposed New Programs 336 Analyzing Ongoing Programs 339 Strategic Planning Process 344 Summary 347 Case 8-1: Allied Office Products 348 Case 8-2: Hasbro Interactive 355 Case 8-3: Emerson Electric Co. 367
Chapter 9 Budget Preparation 380
Nature of a Budget 380 Other Budgets 386 Budget Preparation Process 387 Behavioral Aspects 391 Quantitative Techniques 393 Summary 394 Case 9-1: New York Times 396 Case 9-2: Corning Microarray Technologies 408
PART THREE VARIATIONS IN MANAGEMENT CONTROL 575
Chapter 13
Controls for Differentiated Strategies 576
Corporate Strategy 577 Business Unit Strategy 581 Top Management Style 589 Summary 591
viii Table of Contents
Case 13-1: Pelican Instruments, Inc. 593 Case 13-2: 3M Corporation 595 Case 13-3: Texas Instruments and Hewlett-Packard 597 Case 13-4: Texas Instruments 601
Exchange Rates 685 Summary 694
Appendix
SFAS No. 52 Foreign Currency Translation 694 Case 15-1: AB Thorsten 697 Case 15-2: Falcon, Inc. 705 Case 15-3: Lincoln Electric Company (B) 712 Case 15-4: Hindustan Lever 717 Case 15-5; Xerox Corporation (B) 725
Chapter 14
Service Organizations 616
Service Organizations in General 616 Professional Service Organizations 618 Financial Service Organizations 623 Health Care Organizations 626 Nonprofit Organizations 628 Summary 631 Case 14-1: O'Reilley Associates 633 Case 14-2: Williamson and Oliver 638 Case 14-3: Harlan Foundation 647 Case 14-4: Piedmont University 650 Case 14-5: Chemical Bank 654 Case 14-6: Metropolitan Bank 669
Chapter 16
Management Control of Projects 730
Nature of Projects 730 The Control Environment 733 Project Planning 737 Project Execution 740 Project Evaluation 746 Summary 749 Case 16-1: Modern Aircraft Company 751
Chapter 15
Multinational Organizations 678
Cultural Differences 678 Transfer Pricing 680
Company Index 753 Subject Index 758
PPN: 263432882 Titel: Management control systems / Robert N. Anthony; Vijay Govindarajan. - . - Boston, Mass. [u.a.] : McGraw-Hill, 2007 ISBN: 0-07-125410-2; 978-0-07-125410-6 Bibliographischer Datensatz im SWB-Verbund
