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Management Control System ,[object Object],[object Object],[object Object],[object Object],[object Object]

DEFINITION OF MANAGEMENT ,[object Object]

Characteristics of Control System ,[object Object],[object Object],[object Object],[object Object]

Management Control ,[object Object]

This involves ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Strategy Formulation ,[object Object],[object Object]

Strategic planning ,[object Object],[object Object]

Benefits of strategic planning ,[object Object],[object Object],[object Object],[object Object]

Limitations of strategic planning ,[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing an organization structure ,[object Object],[object Object],[object Object],[object Object]

Responsibility centers ,[object Object],[object Object],[object Object]

Responsibility centers Activity Inputs Outputs Resources used Goods or Services Measured by costs.

[object Object],[object Object]

Types of responsibility centers ,[object Object],[object Object],[object Object],[object Object],[object Object]

Profit Centers ,[object Object],[object Object],[object Object],[object Object]

Advantages of profit centers: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Difficulties with profit centers : ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Constraints on Business Unit Authority: ,[object Object],[object Object]

Measuring Profitability ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Some frequently used terms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Investment Centers ,[object Object],[object Object]

[object Object],[object Object],[object Object]

The performance of Investment center is measured in terms of ,[object Object],[object Object]

Transfer Pricing ,[object Object],[object Object]

Objectives Of Transfer Price ,[object Object],[object Object],[object Object],[object Object]

Prerequisites for effective transfer price mechanism: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Different ways to decide transfer prices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Goal Congruence ,[object Object],[object Object],[object Object]

Budget and Budgetary Control ,[object Object]

Purpose and use of budget ,[object Object],[object Object],[object Object],[object Object]

Budgetary Control ,[object Object]

Preparation of budgets ,[object Object],[object Object],[object Object]

Budgeting process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Master Budget for manufacturing company ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Budgeted balance sheet and Profit & Loss a/c, will be prepared by taking into consideration following different budgets for various activities.

Zero Base budgeting ,[object Object]

Capital budgeting and control ,[object Object]

Importance of Capital Budget ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Methods of Capital Investment Evaluation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Risks in capital expenditure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Risk analysis in practice ,[object Object],[object Object],[object Object],[object Object]

Audits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Basic principles of audit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Variance analysis ,[object Object],[object Object],[object Object],[object Object],[object Object]

Calculation of various variances ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Evaluation Standards ,[object Object],[object Object],[object Object]

Limitations of variance analysis ,[object Object],[object Object],[object Object],[object Object],[object Object]

Management Control in service organizations ,[object Object]

Characteristics of Service organizations ,[object Object],[object Object],[object Object],[object Object]

Management control system for banks ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Non profit organizations ,[object Object],[object Object]

MCS for non profit organizations ,[object Object]

Various types of co-operatives ,[object Object],[object Object],[object Object]

Balanced Score card system of performance measure is developed by Kaplan and Norton in 1992 ,[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object]

Four perspectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object]

Activity Based Costing (ABC) ,[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Methods for Sales Forecasting ,[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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