Efnisyfirlit

• Cover
• Half Title
• Title
• Copyright
• Brief Contents
• Detailed Table of Contents
• Case grid
• Preface
• About the authors
• Acknowledgements
• Guided tour
• Road map
• Connect
• Create & Custom Publishing
• Improve your Study, Research & Writing Skills
• PART 1: Management control systems: managing organizational performance
  • 1 Introduction to management control systems
    • Introduction
    • Top-down and bottom-up roles of management control systems
    • A management control system ‘package’ – input, throughput and output controls
    • Enabling and coercive management control systems
    • Case 1.1: Maybach
    • Case 1.2: Abrams company
    • Case 1.3: Enron
    • Case 1.4: Wal-Mart Stores, Inc.
    • Case 1.5: Southwest Airlines Corporation
  • 2  Mission, goals and strategies
    • Introduction
    • The shareholder view
    • The stakeholder view
    • Mission
    • Different types of organizational goal
    • Strategy
    • Contingencies
    • Case 2.1: Gyros: a drama in three acts
    • Case 2.2: Northern Light: growing pains
    • Case 2.3: Scania: a case of differentiation and low cost
    • Case 2.4: BioTool: a biotech company’s innovation journey
    • Case 2.5: Tesla: climate change and the future of the electric vehicle
  • 3  Managers, human behaviour and organizations
    • Introduction
    • Models of human behaviour
    • The management control systems model of human behaviour
    • Case 3.1: A matter of ethics?
    • Case 3.2: Do not fool yourself
    • Case 3.3: Decision support systems and ethics
    • Case 3.4: Cultural issues: Netflix culture
    • Case 3.5: ‘In control’ at FBS Executive Education
• PART 2: Management control systems: applying organizational architecture
  • 4  Responsibility centres
    • Introduction
    • Responsibility centres
    • Revenue centres
    • Expense centres
    • Profit and investment centres
    • Case 4.1: BookWorm
    • Case 4.2: MoreSki
    • Case 4.3: BreathEZ
    • Case 4.4: Responsibility structure within the Volvo Group
    • Case 4.5: Grand Jean Company
  • 5  Control with transfer prices and shared service centres
    • Introduction
    • Transfer pricing
    • Transfer pricing methods
    • Administration of transfer prices
    • Corporate services
    • Shared service centres
    • Management control system challenges arising from interdependent responsibility centres
    • Case 5.1: SLA contracting: the big three shared services centres (SSCs)
    • Case 5.2: SLA control and reinforcement: Vodafone
    • Case 5.3: Transfer pricing trouble at galeria glassworks
    • Case 5.4: North Country Auto, Inc.
    • Case 5.5: Transfer pricing in international firms: interaction of control and tax
  • 6  Organizational structure and cross-functional integration
    • Introduction
    • Organizational structure
    • Lean management
    • Projects
    • Case 6.1: Miracle on ice!
    • Case 6.2: The washer
    • Case 6.3: The Motorway PPP
    • Case 6.4: The cross-functional integration projectc
    • Case 6.5: New product development at Big Fish
  • 7  Management control systems and inter-organizational relationships
    • Introduction
    • Increased importance of inter-organizational relationships
    • Types of inter-organizational relationship
    • Inter-organizational management control systems
    • Case 7.1: Ramirent
    • Case 7.2: Working capital management
    • Case 7.3: Outsourcing Unilever
    • Case 7.4: The clothing industry supply chain
    • Case 7.5: J.L. Apparel Limited
• PART 3: Management control systems: the performance management process
  • 8  Budgeting and forecasting
    • Introduction
    • The roles of budgeting
    • The parts of the budget
    • The budgeting process
    • Beyond budgeting
    • Case 8.1: Tight budgetary control
    • Case 8.2: Rolling forecasts or budgets? New wine in old wineskins?
    • Case 8.3: Budgeting at FHP Motors
    • Case 8.4: Beyond budgeting in a medical company
    • Case 8.5: Svenska Handelsbanken
  • 9  Financial and non-financial performance measurement systems
    • Introduction
    • Pitfalls when using financial measures
    • Pitfalls when using non-financial measures
    • The balanced scorecard: an ‘enabling’ performance measurement system
    • Case 9.1: MedalRain
    • Case 9.2: TurnAround
    • Case 9.3: Setting an appropriate target: continuous improvement or benchmarking?
    • Case 9.4: Performance measurement in a cooperative: context issues and challenges
    • Case 9.5: Frescent: sustainability and the balanced scorecard
  • 10  Monetary incentive systems and motivation
    • Introduction
    • Compensation and incentives
    • Agency theory and the design of incentive systems
    • Self-determination theory and incentives
    • Comparing the two theories
    • Case 10.1: Triathlon guy and golf girl
    • Case 10.2: Rome-Work
    • Case 10.3: Eaglet Plc: the phone call
    • Case 10.4: What is CEO talent worth?
    • Case 10.5: The Pitfalls of achieving cost efficiency in the creative organization
  • 11  Risk management systems
    • Introduction
    • Behavioural aspects of risk management
    • Risk management
    • Enterprise risk management frameworks
    • Case 11.1: Future gains and future pains
    • Case 11.2: Profit warning
    • Case 11.3: Risk or challenges
    • Case 11.4: Unilever and the risk of being taken over: a case on shareholder value creation . . . or lack thereof
    • Case 11.5: Risks or challenges?
• PART 4: Management control systems: summary and outlook
  • 12  Control and controllership: past, present, future
    • Controllers
    • Roles and tasks of controllers
    • Developments in controllership and management control systems
    • Case 12.1: Controller involvement
    • Case 12.2: Crisis management: strategic or tactical responses?
    • Case 12.3: Ethical dilemmas in a controller job
    • Case 12.4: Nucor corporation
    • Case 12.5: Aluminum container corporation
• Additional Cases
• Appendices
• Company Index
• Subject Index

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