Management Accounting and Control Systems : An Organizational and Sociological Approach
Management accounting and control deals with administrative devices which organizations use to control their managers and employees. Management accounting systems are a very important part used to motivate, monitor, measure, and sanction, the actions of managers and employees in organizations. Management Accounting and Control Systems 2nd Edition is about the design and working of management accounting and control from an organizational and sociological perspective. It focuses on how control systems are used to influence, motivate, and control what people do in organizations. The second edition of the book takes into account the need for a general update of the content and a change in the structure of the original text, and some of the comments received by the external reviewers
- Paperback | 378 pages
- 166 x 242 x 22mm | 639.56g
- 05 Oct 2010
- John Wiley and Sons Ltd
- John Wiley & Sons Ltd
- Chichester, United Kingdom
- 2nd Edition
"A 'Modern Classic' is what comes to mind when I read this new version of the book. It is modern in the sense that it takes as its starting point the most inspiring social theories that have emerged in recent years. It is classic in the sense that it teaches us that accounting is an age-old practice the content and meaning of which changes with the times. The rationale is that management accounts and control systems are used by real people surrounded by established practices and organizational structures. Students will prepare for life by working with this book." --Sten Jonsson, University of Gothenburg, Sweden "The reader will find their thinking challenged and stimulated on topics as diverse as corporate governance, accountability, budgeting and system design and use. This is a ground breaking, conceptual analysis which should revolutionize our thinking and teaching of management accounting and control systems." --David J Cooper, University of Alberta, Canada "Macintosh and Quattrone's text delivers a seminal moment in the management accounting and control research literature. Integrating history and contemporary corporate cases, philosophy and practice, they challenge the sterile technicist perspectives that often characterise the management control literature. Their distinctive approach to the web of strategy, structure, power, and control confronts us with the challenges of governance, values, ethics and society. This is a refreshing voyage into a world that matters." --Lee D. Parker, University of South Australia
Back cover copy
This book is about the design and working of management accounting and control from an organizational and sociological perspective. It focuses on how control systems are used to influence, motivate, and control what people do in organizations. The new edition is organised into four thematic parts which seek to illustrate, respectively: the nature of Management Accounting and Control Systems (MACS), how and why these change, their function and use in practice, and how they are related to general issues of governance in contemporary organisations, economies and society. It includes a new chapter on MACS, Accountability and Governance; adapted and new case studies; adds new theoretical perspectives relevant to current practices, teaching needs and academic development; new material is provided dealing with MACS role in relation to issues of ethics.
Table of contents
Preface ix About the Authors xii PART I An Introduction to MACS: Issues, Cases, and Perspectives 1 1 Issues: Why Management Accounting and Control Systems (MACS)? 3 1.1 Why are MACS so Important? 3 1.2 What are MACS? 5 1.3 The Structure of the Book 6 2 Cases: Building the Empirical Basis of the Book 9 2.1 Introduction 9 2.2 The Society of Jesus 10 2.3 Wedgwood Potteries 18 2.4 Empire Glass 22 2.5 Johnson & Johnson 28 2.6 Summary and Conclusions 34 3 Perspectives: A Toolbox to Understand MACS 37 3.1 Introduction 37 3.2 Believing in Reality: Positive Faith in Individuals, Needs, and Structures 41 3.3 Believing in Relations: Relativist Faith in Interactions, Actions, and Networks 46 3.4 Summary and Conclusions 52 PART II The Nature, Structures, and Modes of Operation of MACS 59 4 The Nature of MACS: Information, Power, and Control 61 4.1 Introduction 61 4.2 Dealing with Power and Control 76 4.3 Relating Theories to Empirical Observations 88 4.4. Summary and Conclusions 95 5 The Structures of MACS: Market, Hierarchies, and Systemic Controls 101 5.1 Introduction 101 5.2 Market versus Hierarchy? 102 5.3 The Metaphor of the System 106 5.4 Relating Theories to Empirical Observations 114 5.5 Summary and Conclusions 126 6 The Structure and Strategy of MACS 129 6.1 Introduction 129 6.2 Strategy and Strategic Planning 130 6.3 Strategy and the Structure of MACS 138 6.4 Product Life Cycle, Strategy, and Controls 151 6.5 Strategy as Ideological Control 153 6.6 Summary and Conclusions 156 7 MACS: Modes of Operation 159 7.1 Introduction 159 7.2 Closed-Rational versus Open-Natural Systems 160 7.3 Typologies of Controls: Uncertainty, Means, and Ends 162 7.4 Styles of Controls 167 7.5 The Teleologies of MACS: From Ideals to Practice 177 7.6 Control as Camoufl age 182 7.7. Relating Models to Empirical Observations 188 7.8 Summary and Conclusions 200 PART III MACS in Action: Issues of Change and Information Technology 205 8 MACS and Change 207 8.1 Introduction 207 8.2 What is Change? A Commonsensical Defi nition 209 8.3 Perspectives on MACS Change: The Power of Individuals and Institutions 210 8.4 A Structuration Perspective: Change as Interplay between Structures and Actions 215 8.5 A Relational Perspective on Change: Insights from the Think Pink Case 238 8.6 A-centered Organizations and the Power of Relations 252 8.7 Summary and Conclusions 254 9 MACS and Information Technology 259 9.1 Introduction 259 9.2 MACS and the Distance Making Controllers and Controlled 260 9.3 MACS, IT, and Minimalist Controls: Further Insights from the Think Pink Case 266 9.4 Summary and Conclusions 274 PART IV MACS as Practices: Issues of Accountability, Governance, and Ethics 277 10 Making Sense of MACS Practices 279 10.1 Introduction 279 10.2 MACS, Governable Persons, and Power-Knowledge Relationships 282 10.3 The Logic of MACS Practice 289 10.4 Praising Numbers as Sacred Figures: MACS Training Regimes 299 10.5 Summary and Conclusions 307 11 MACS, Accountability, and Governance 311 11.1 Introduction 311 11.2 Governance, Accountability, and Trust: From Societies to "Socie-ties" 313 11.3 A Tale of Two Scandals: The Failure of Internal, Institutional, and Social Controls 315 11.4 In Praise of Doubt: From the Tyranny of Transparency to a Search for Ethical Knowledge in Accounting, Accountability, and Governance 328 11.5 Summary and Conclusions 333 Further Readings 335 References 337 Index 357
About Paolo Quattrone
Norman B. Macintosh is Professor Emeritus in Management Accounting & Control Systems (MACS) at Queen's University, Canada. Paolo Quattrone is Professor of Accounting and Management Control at IE Business School, Madrid.