Fundamentals of management control : techniques and principles / Olivier Saulpic ... [et al.] ; coordinated by Françoise Giraud, Philippe Zarlowski ; foreword by Gervais Pellissier ; translated by Andrew Beresford

Management control : an overview -- Measuring performance -- Defining the performance of an organization -- Measuring an organisation's performance : financial indicators -- Measuring the performance of an organisation's entities : financial approaches -- Dashboards -- Coordinating a system of dashboards -- The management control process -- Business planning -- Analysing results -- Integrating the process -- Key roles in management control -- CostKill case study -- The Environmental Services case study

This book presents the fundamental elements of performance management, with focus on the managerial dimension. It explains how management control techniques should be designed and built, based on key principles which are determined by their intended purpose and functions. It provides clear, structured analytical frameworks to guide the construction of performance management systems and to analyze business practices, thus striking a balance between an operational approach and a critical view of systems. The authors have chosen to examine three main areas of management control: The definition of performance and the choice of systems for performance measurement: Part 1 explores the notion of performance from a qualitative point of view and distinguishes between company-wide measurement systems (financial indicators, company-wide performance dashboards and scorecards) and local-level measurement systems (responsibility accounting, cost accounting, responsibility center dashboards). The Dynamic management of performance: Part 2 presents the goals and principles of the planning process, which shapes the basic management techniques (budget, operational and strategic plans). It then examines different methods for results analysis and success factors. The people involved in the management control process: Part 3 highlights the complementary nature of the roles of managers and controllers. Numerous examples and case studies drawn from a variety of business sectors are provided to illustrate the different topics covered. Each chapter is built on clear and precise definitions, opening with a comprehensive list of 'key messages.' Two cross-functional case studies taken from real-world companies (an automobile parts supplier and a waste management company) make up the last two chapters and provide concrete illustrations and issues explored.