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Solution Manual for Management Control Systems 4th Edition by Kenneth Merchant

Solution Manual for Management Control Systems 4th Edition by Kenneth Merchant

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Table of Contents
Section i The control Function of management
1 Management and Control
Management and control Causes of management control problems Characteristics of good management control Control problem avoidance Control alternatives Outline of this text Notes Leo’s Four-Plex Theater Wong’s Pharmacy Private Fitness, Inc. Atlanta Home Loan
Section ii Management control alternatives and their effects
2 Results Controls
Prevalence of results controls Results controls and the control problems Elements of results controls Conditions determining the effectiveness of results controls Conclusion Notes Offi ce Solutions, Inc. Puente Hills Toyota Kooistra Autogroep Houston Fearless 76, Inc.
3 Action, Personnel, and Cultural Controls
Action controls Action controls and the control problems Prevention vs. detection 92 Conditions determining the effectiveness of action controls Personnel controls Cultural controls Personnel/cultural controls and the control problems Effectiveness of Personnel/cultural controls conclusion Notes Witsky and Associates, Inc. The Platinum Pointe Land Deal EyeOn Pharmaceuticals, Inc. Axeon N.V.
4 Control System Tightness
Tight results control Tight action controls Tight personnel/cultural controls Conclusion Notes Controls at the Bellagio Casino Resort Lincoln Electric: Venturing Abroad PCL: A Breakdown in the Enforcement of Management Control
5 Control System Costs
Direct costs Indirect costs Adaptation costs Conclusion Notes Philip Anderson Sunshine Fashion: Fraud, Theft, and Misbehavior among Employees Better Beauty, Inc. Fit Food, Inc. Atlantis Chemical Industries
6 Designing and Evaluating
Management Control Systems What is desired and what is likely Choice of controls Choice of control tightness Adapting to change Keeping a behavioral focus Maintaining good control Notes Diagnostic Products Corporation Game Shop, Inc. Family Care Specialists Medical Group, Inc. AirTex Aviation
Section III Financial Results Control Systems
7 Financial Responsibility Centers
Advantages of financial results control systems Types of financial responsibility centers Choice of financial responsibility centers The transfer pricing problem Conclusion Notes Kranworth Chair Corporation Zumwald AG Global Investors, Inc.
8 Planning and Budgeting
Purposes of planning and budgeting Planning cycles Target setting Planning and budgeting practices, and criticisms Conclusion Notes Citibank Indonesia HCC Industries Royal Wessanen NV Multiple Versions of the Plan Vitesse Semiconductor Corporation VisuSon, Inc.: Business Stress Testing
9 Incentive Systems
Purposes of incentives Monetary incentives Incentive system design Criteria for evaluating incentive systems Group rewards Conclusion Notes Harwood Medical Instruments PLC Superconductor Technologies, Inc. Raven Capital, LLC
Section IV Performance Measurement Issues and their Effects
10 Financial Performance Measures and their Effects
Value creation Market measures of performance Accounting measures of performance Investment and operating myopia Return-on-investment measures of performance Residual income measures as a possible solution to the ROI measurement problems Conclusion Notes Behavioral Implications of Airline Depreciation Accounting Policy Choices Las Ferreterías de México, S.A. de C.V. Industrial Electronics, Inc. Haengbok Bancorp Corbridge Industries, Inc. King Engineering Group, Inc. Berkshire Industries PLC
11 Remedies to the Myopia Problem
Pressures to act myopically Reduce pressures for short-term profit Control investments with preaction reviews Extend the measurement horizon (use long-term incentives) Measure changes in value directly Improve the accounting measures Measure a set of value drivers Conclusion Notes Catalytic Solutions, Inc. Dortmunder-Koppel GmbH Johansen’s: The New Scorecard System Mainfreight Statoil
12 Using Financial Results Controls in the Presence of Uncontrollable Factors
The controllability principle Types of uncontrollable factors Controlling for the distorting effects of uncontrollables Other uncontrollable factor issues Conclusion Notes Olympic Car Wash Beifang Chuang Ye Vehicle Group Hoffman Discount Drugs, Inc. The Stimson Company Bank of the Desert (A) Bank of the Desert (B) Fine Harvest Restaurant Group (A) Fine Harvest Restaurant Group (B)
Section V Corporate Governance, Important Control-Related Roles, and Ethics
13 Corporate Governance and Boards of Directors
Laws and regulations The Sarbanes-Oxley Act Boards of directors Audit committees Compensation committees Conclusion Notes Arrow Motorcar Corporation Golden Parachutes? Pacific Sunwear of California, Inc. Entropic Communications, Inc. Bio/Precise Medical Devices, Inc.
14 Controllers and Auditors
Controllers Auditors Conclusion Notes Don Russell: Experiences of a ControlleCFO Desktop Solutions, Inc. (A): Audit of the St. Louis Branch Desktop Solutions, Inc. (B): Audit of Operations Group Systems Andrew G. Scavell, Chief Risk Officer
15 Management Control-Related Ethical Issues
Good ethical analyses and their importance Why do people behave unethically? Some common management control-related ethical issues Spreading good ethics within an organization Conclusion Notes Two Budget Targets Conservative Accounting in the General Products Division Education Food Services at Central Maine State University The “Sales Acceleration Program” The Expiring Software License Wired, PLC Mean Screens USA, Inc. Lernout & Hauspie Speech Products [email protected]
Section V Management Control when Financial Results are not the Primary Consideration
16 Management Control in Not-for-profit Organizations
Corporations, B corporations, and not-for-profits Key differences between for-profit and not-for-profit organizations Goal ambiguity and conflict Difficulty in measuring and rewarding performance Accounting differences External scrutiny Employee characteristics Conclusion Notes SCI Ontario: Achieving, Measuring, and Communicating Strategic Success University of Southern California: Responsibility Center Management System Amanco: Developing the Sustainability Scorecard
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