For undergraduate Management Control Systems courses and other MBA Management Accounting and Control electives. This book represents an innovative new approach to management control systems, based on the latest research and practice. Using a carefully integrated structure, it shows how today's managers use both financial and non-financial controls to drive strategies of profitable growth in rapidly changing markets.
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Descrizione libro Prentice Hall, 1999. Softcover. Condizione libro: New. ***International Edition***Soft cover/Paperback*** Textbook printed in English. ***Brand New***. Most international edition has different ISBN and Cover design. Some book may show sales disclaimer such as "Not for Sale or Restricted in US" on the cover page but it is absolutely legal to use. All textbook arrives within 5-7business days. Please provides valid phone number with your order for easy delivery. Codice libro della libreria 9780132340069
Descrizione libro Prentice Hall. PAPERBACK. Condizione libro: New. 0132340062 New. Looks like an interesting title! We provide domestic tracking upon request, provide personalized customer service and want you to have a great experience purchasing from us. 100% satisfaction guaranteed and thank you for your consideration. Codice libro della libreria M-0132340062
Descrizione libro Prentice Hall, 1999. Paperback. Condizione libro: New. book. Codice libro della libreria 0132340062
Descrizione libro Prentice Hall, 1999. Paperback. Condizione libro: New. Codice libro della libreria P110132340062
Descrizione libro Prentice Hall, 1999. Condizione libro: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: I. FOUNDATIONS FOR IMPLEMENTING STRATEGY 1. Organizational Tensions to be Managed. 2. Basics for Successful Strategy. 3. Organizing for Performance. 4. Using Information for Performance Measurement and Control. II. CREATING PERFORMANCE MEASUREMENT SYSTEMS 5. Building a Profit Plan. 6. Evaluating Strategic Profit Performance. 7. Designing Asset Allocation Systems. 8. Linking Performance to Markets. 9. Building a Balanced Scorecard. III. ACHIEVING PROFIT GOALS AND STRATEGIES 10. Using Diagnostic and Interactive Control Systems. 11. Aligning Performance Goals and Incentives. 12. Identifying Strategic Risk. 13. Managing Strategic Risk. 14. Levers of Control for Implementing Strategy. IV. CASE STUDIES ATH Technologies, Inc.: Making the Numbers. J Boats. MCI Communications: Planning for the 1990s. Asea Brown Boveri. ABB: Accountability Times Two (A). ABB: Accountability Times Two (B). ABB: The ABACUS System. Roy Rogers Restaurants. Codman & Shurtleff, Inc.: Planning and Control System. Hanson Ski Products. Walker and Company: Profit Plan Decisions. Compagnie du Froid, S.A. Texas Eastman Company. Burlington Northern: The ARES Decision (A). Tennessee Controls: The Strategic Ranking Problem. Birch Paper Company. Polysar Limited. Purity Steel Corporation, 1995. Western Chemical Corporation: Divisional Performance Measurement. Chadwick, Inc.: The Balanced Scorecard. Mobil USM&R (A): Linking the Balanced Scorecard. Citibank: Performance Evaluation. Nordstrom: Dissension in the Ranks? (A). Turner Construction Company: Project Management Control Systems. Mary Kay Cosmetics: Sales Force Incentives (A). Duckworth Industries, Inc.-Incentive Compensation Programs. Kidder, Peabody, & Co.: Creating Elusive Profits. Westchester Distributing, Inc. (A). Automatic Data Processing. Codice libro della libreria ABE_book_new_0132340062