This book introduces the tools and systems of management control used in organisations today. The focus is on how managers implement and use management control systems (MCS). It is structured in three parts, addressing different...
This book introduces the tools and systems of management control used in organisations today. The focus is on how managers implement and use management control systems (MCS). It is structured in three parts, addressing different perspectives: 1. Which organisational structure should we choose, and for which type of management control? How have organisational structures developed in recent decades? What is the impact of these organisational changes on MCS? 2. What performance measurement and management systems (PMMS) do managers and management accountants use? What are financial performance measurement systems and how do they work? What are strategic and operational performance measurement systems and how do managers use them? 3. Who is the management accountant? What does he or she do? The book emphasises the social, behavioural and situational dimensions of management control. It offers many practical examples and case studies, with solutions and discussions. It provides students with insights into business life and a better understanding of control practices.
This book is the English adaptation of Contrôle de gestion – Des outils de gestion aux pratiques organisationnelles, 4e édition, de H. Löning, V. Malleret, J. Méric et Y. Pesqueux, avec la participation d'Andreù Solé, Dunod, 2013.
Sommaire de l'ouvrage
Organisational structures and control. Traditional organisational structures and management control. Conditions for implementing responsibility centres. New organisational structures and related control problems. Internal transactions and transfer pricing. Internal transfer prices: definition and objectives. Organisational choices and setting internal transfer prices. Pricing methods. Financial performance management. Budgeting and the architecture of budgets. Budgetary control and variance analysis. Measuring value creation: ROI and EVA(TM). The limitations of financial performance management. Strategic and operational performance management. Why do we need strategic and operational performance management tools? Methodologies for strategic and operational performance management systems. Performance measurement.The roles and profiles of management accountants.From management accountant to business partner: a wide range of professional profiles. Information: at the heart of the management accountant’s role. Business partner? The management accountant’s relationship with his/her managers. The management accountant as systems (re)designer. A range of contingent practices. Management accountants within the organisation. Who do management accountants directly report to? Organising the activities of management accounting departments. What is the scope of action for management accountants?