This book includes sixty cases as classroom materials. The case method, which stimulates learning through the analysis of actual (or sometimes hypothetical) evenes, is generally recognized to be the best method for teaching a MCS course. Because MCS, the contexts in which they operate, and the outcomes they produce are complex and multidimensional, simple problems and exercises cannot caputure the essence of the issues managers face in designing and using MCS. Students must develop the thinking processes that will guide them successfully through decision tasks with multiple embedded issues and large amounts of relatively unstructured information. They must learn to develop problem finding skills, as well as problem resolution skills. Case analyses provide the best method available for simulating these tasks in a classroom.

Section 1 The Control Function Of Management
Section 2 Control Alternatives And Their Effects
Section 3 Financial Results Control Systems
Section 4 Common Problem Areas In Financial-Results Control
Section 5 Important Control Roles And Ethical Issues
Section 6 Significant Situational Influences On Management Control Systems