Book Description
The 10th edition of this innovative text continues to focus on how managers use accounting information in decision making, planning, and evaluating performance. Time is spent on the basic building blocks of managerial accounting while emphasizing conceptual topics. This text is ideal for both the undergraduate and graduate level Managerial Accounting course.

About the author
Joseph Louderback, an avid golfer with a single-digit handicap, and recently retired as Professor of Accountancy at Clemson University in Clemson, South Carolina. A co-author of five books, he has published articles in The Accounting Review, Journal of Accounting Research, and Management Accounting to name a few. His teaching and research interests are in managerial accounting; he serves on the Board of Directors of the Oconee County United Way; and he has served as a consultant to several organizations. He received his Ph.D. from the University of Florida. Prior to joining Clemson, he taught at Rensselaer Polytechnic Institute, State University of New York at Albany, and Texas Christian University.

Publisher : Thomson South-Western

Summary :

Front-Matter. Preface. Brief Table of Contents. Detailed Table of Contents. Part 1 Cost Volume Profit Analysis and Decision-Making Chapter 1 - Introduction Chapter 2 - Profit Planning Chapter 3 — Cost Analysis Chapter 4 — Activity Based Costing and Management Chapter 5 - Short Term Decisions and Accounting Information Part 2 - Budgeting Chapter 6 - Operational and Financial Budgeting Chapter 7 - Capital Budgeting Decisions - Part I Chapter 8 - Capital Budgeting Decision - Part II Part 3 - Control and Performance Evaluation Chapter 9 -Responsibility Accounting Chapter 10 - Divisional Performance Measurement Chapter 11 - Control and Evaluation of Cost Centers Part 4 - Product Costing Chapter 12 - Introduction to Product Costing Chapter 13 - Standard Costing, Variable Costing, and Throughput Costing Chapter 14 - Process Costing and the Cost Accounting Cycle Back-Matter Appendix A - Guidelines for Preparing Memoranda Appendix B - Time Value of Money Company Index. Index. Check Figures.

Management Control Systems 10/e builds on strengths from prior editions by offering a rich diversity of cases balanced with current material. The primary market for Management Control Systems is an MBA level elective in control systems. The text may also be appropriate for advanced managerial accounting courses and/or MBA-level cost accounting courses with an emphasis on management control. The text is organized to develop insights and analytical skills related to how managers go about designing, implementing, and using planning and control systems to implement strategies. –Ce texte fait référence à une édition épuisée ou non disponible de ce titre.

Publisher : McGraw Hill Higher Education

summary :
Management Control Systems, 10/e
Chapter 1: The Nature of Management Control Systems
Part 1: The Management Control Environment
Chapter 2: Behavior in Organizations
Chapter 3: Responsibility Centers: Revenue and Expense Centers
Chapter 4: Profit Centers
Chapter 5: Transfer Pricing
Chapter 6: Measuring and Controlling Assets Employed
Part 2: The Management Control Process
Chapter 7: Strategic Planning
Chapter 8: Budget Preparation
Chapter 9: Analyzing Financial Performance Reports
Chapter 10: Performance Measurement
Chapter 11: Management Compensation
Part 3: Variations in Management Control
Chapter 12: Controls for Differentiated Strategies
Chapter 13: Service Organizations
Chapter 14: Multinational Organizations
Chapter 15: Management Control of Projects