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Management Control: Concepts, Methods and Practice

Book | 1st edition 2018 | Belgium | Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
Description

Management Control: Concept, Methods and Practices conceptualises management control concepts, methods and practices used by C-level executives and controllers in managing financial and strategic performance. The authors show how financial and strategic performance control processes can be integrated in order to create and improve internal strategic alignment.

Alongside traditional controls, such as managing cost centres, profit centres, investment centres, budgeting and variance reporting, the use of advanced costing systems, such as activity-based costing and time-driven activity-based costing, and the balanced scorecard in planning and executing improvements of financial and strategic performance is discussed. The authors illustrate how controllers can run a control process in which intended strategies, performance measures, performance targets, actions and budgets are all aligned with each other across all organisational levels (vertical alignment) and between business units and functions (horizontal alignment), and in which financial performance is controlled in relation to strategic performance.

The authors promote a holistic approach and highlight the role of human motivation in the design of management control systems. Using insights from the psychology literature on motivation in the workplace, this book argues that management control systems should not only align goals and interests of internal organisational actors but also enhance their autonomous motivation and well-being in order to achieve sustainable performance. More specifically, the authors draw on self-determination theory to explain managerial behaviour in response to the use of control systems. Through the use of numerous examples from European companies, this book provides the reader with a range of familiar issues and a wide variety of ideas and methods to use in response.

The book provides materials that can be used in business and management control courses at undergraduate and graduate level, as well as for use in the workplace, benefiting managers, consultants, financial analysts, controllers, information systems designers and executive leaders of organizations.

Technical info
More Information
Type of product Book
Format Paperback
EAN / ISSN 9781780684512
Weight 540 g
Status Available
Number of pages 316 p.
Access to exercice No
Publisher Intersentia
Language English
Publication Date Feb 2, 2018
Available on Jurisquare No
Available on Strada Belgique No
Available on Strada Europe No
Available on Strada Luxembourg No
Chapters

Downloads

  • Table of contents and preliminary pages
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 1. Management control: definitions and concepts
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Part 1. The management control structure
  • Chapter 2. Establishing the management control structure
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 3. Managing cost centres
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 4. Managing profit centres
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 5. Managing investment centres
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 6. Coordination of responsibilities
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Part 2. The management control process
  • Chapter 7. The management control cycle
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 8. Variance analysis and reporting
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 9. Integrated performance measurement: the balanced scorecard
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 10. Developing a strategy-focused organisation
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 11. Reward and recognition of managers
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Part 3. The management control culture
  • Chapter 12. Management control and company culture
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Part 4. Design of management control systems
  • Chapter 13. Management control system design
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Chapter 14. The role of controllers
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder
  • Epilogue and references
    Werner Bruggeman, Sophie Hoozée, Regine Slagmulder