Table of Contents
Preface ix
Chapter 1
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
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
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
Case 3-2: Nucor Corporation (B) 117
Case 3-3: Rendell Company 119
Chapter 4
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
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

Case 6-3: General Appliance Corporation 256
Case 6-4: Medoc Company 267
Chapter 7
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
PART TWO
THE MANAGEMENT CONTROL
PROCESS 329
Chapter 8
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
Table of Content a vii
Chapter 10
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
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
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
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
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 15
Multinational Organizations 678
Cultural Differences 678
Transfer Pricing 680
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 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
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