課程大綱: |
Performance Measurement And Control Is An Essential Function Of Management To Ensure That The Organization’S Objectives And Strategies Are Carried Out Effectively. Control Is A Critical Function Of Management; It Increases The Probability Of Organizational Success. Management Can Use A Combination Of Mechanisms To Achieve Organizational Control. One Is To Hire Good People Who Can Be Relied Upon To Serve The Firm Well (Personnel Controls). An Alternative Is To Ensure That Employees Do Not Perform Certain Actions Known To Be Harmful To The Organization (Action Controls). Finally, Control Can Be Achieved By Rewarding Individuals For Generating Good Results (Results Controls). Not All Control Approaches Are Equally Effective In Every Situation. Nonetheless, A Combination Of Controls Is Often Needed To Achieve Good Control. Most Of The Course, However, Focuses On The Use Of Accounting-Based Results Controls, That Is, Those That Involve Measurement And Evaluation Of Performance In Financial Terms. These Accounting Performance Controls Are In Common Use In All But The Smallest Organizations. The Course Explores The Critical Decisions That Must Be Made In Using Accounting-Based Controls, Such As, Choices Of Responsibility Structures, Performance Measures, Performance Standards, And Performance-Based Incentives. Limitations Of Accounting Performance Measures Are Discussed (E.G., Their Tendency To Make Managers Excessively Short-Term Oriented) And Recently Developed Approaches To Deal With These Shortcomings Are Analyzed (E.G., Eva, Balanced Scorecard). The Course Is Taught By The Case Method Of Instruction. The Cases Permit The Exploration Of The Control Issues In A Broad Range Of Settings (E.G., Large And Small Firms, Manufacturing And Service Firms, For-Profit And Not-For-Profit Firms). The Cases Are Listed In The Class Schedule Below. Should There Be Cases That You Have Already Discussed In Other Classes, Please Let Me Know So That I Can Make Changes To The Schedule If Necessary. The Course Is Designed To Be Useful Particularly For Those Who Aspire To Be Managers, Management Consultants, Financial Specialists (E.G., Controllers, Financial Analysts, Auditors), Or Human Resource Specialists (E.G., Personnel Directors, Compensation Consultants). The Course Is Invaluable For Students Who Plan To Pursue A Job In Management Consulting. Course Content (One 3-Hour Lecture For Each Topic): 1A. Introduction (Mv Chapter 1) 1B. Results Controls (Mv Chapter 2) 2. Action, Personnel, And Cultural Controls 2A. Action Controls (Mv Chapter 3) 2B. Personnel Controls (Mv Chapter 3) 3A. Mcs Tightness (Mv Chapter 4) 3B. Mcs Costs (Mv Chapters 5) 3C. Mcs Design(Mv Chapter 6) 4A. Responsibility Centers (Mv Chapter 7) 4B. Transfer Pricing (Mv Chapter 7) 5A. Planning And Budgeting (Mv Chapter 8) 5B. Financial Performance Targets (Mv Chapter 9) 5C. Performance-Dependent Rewards (Mv Chapter 10) 6. Accounting Performance Measures And Their Effects 6A. The Myopia Problem (Mv Chapter 11) 6B. Limitations Of Roi-Type Measures (Mv Chapter 11) 7. Remedies To Financial Results Control Problems 7A. The Balanced Scorecard (Mv Chapter 12) 7B. Baskets Of Measures (Mv Chapter 12) Group Project Proposal Due 8. Remedies To Financial Results Control Problems 8A. Long-Term Incentives (Mv Chapter 12) 8B. Truth-Inducing Incentives (Mv Chapter 12) 9A. The Effect Of Uncontrollable Factors (Mv Chapter 13) 9B. Multinational Organizations (Mv Chapter 16) 9C. Not-For-Profit Organizations (Mv Chapter 17) Individual One-Page Case-Analysis Due. 10A. Controllers, Auditors, Boards Of Directors (Mv Chapter 14) 10B. Mcs-Related Ethical Issues (Mv Chapter 15) Individual One-Page Case-Analysis Due. 11. In-Class Project Presentations Final Group Project Due |
