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Ops Management
SAMENVATTING VAN HET BOEK

MANAGEMENT CONTROL SYSTEMS eighth edition International student edition

van de auteurs ROBERT N. ANTHONY en VIJAY GOVINDARAJAN

1

Inhoud BLZ Hoofdstuk 1 De aard van management control systems 1 Hoofdstuk 2 Gedrag in organisaties 5 Hoofdstuk 3 Verantwoordelijkheidscentra: opbrengsten en kostencentra 10 Hoofdstuk 4 Profit-centers 16 Hoofdstuk 5 Transfer Pricing 21 Hoofdstuk 6 Meten en beheersen van de gebruikte activa 27 Hoofdstuk 7 Strategie 33 Hoofdstuk 8 Strategische planning 38 Hoofdstuk 9 Budgetopstelling 43 Hoofdstuk 10 Managementbeheersing van de uitvoering 49 Hoofdstuk 11 Analyseren van de prestatierapporten 54 Hoofdstuk 13 Beheersingsmaatregelen voor verschillende strategieën 60 Hoofdstuk 14 Dienstverlenende organisaties 65 Hoofdstuk 15 Financiële dienstverlening 70 Hoofdstuk 16 Multinationals 75 Hoofdstuk 17 Management-control met betrekking tot processen 80

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Hoofdstuk 1 De aard van management control systems Elementen van een beheersingssysteem 1)Detector of sensor meet wat er werkelijk gebeurt in het te beheersen proces, bijvoorbeeld een thermostaat. 2)Schatter: een middel om vast te stellen hoe belangrijk datgene is wat er gebeurt (vergelijking met wat er gebeurt en wat er zou moeten gebeuren). 3)Beïnvloeder: middel dat het gedrag verandert als de schatter aangeeft dat dat nodig is: 'feedback.' 4)Communicatienetwerk: brengt informatie over tussen de detector, de schatter en de beïnvloeder. Een organisatie bestaat uit een groep samenwerkende mensen. De leiders van de organisatie zijn het management. De Chief Executive Officer (=CEO) wordt gevolgd door verscheidene managementlagen, hierdoor is elke manager, met uitzondering van de CEO, zowel onder- als bovengeschikte. CEO besluit over strategieën die de organisatie moeten helpen haar doel te bereiken. MCS is het proces dat erover waakt dat de organistieleden werken volgens de geformuleerde strategien. Afwijkingen van het MCS bij relatief eenvoudige processen

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