Introduction to controlling:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Stuttgart
Schäffer-Poeschel
2008
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Inhaltstext Inhaltsverzeichnis |
| Beschreibung: | Literaturverz. S. 167 - 175 |
| Beschreibung: | IX, 182 S. graph. Darst. |
| ISBN: | 9783791027593 379102759X |
Internformat
MARC
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| 100 | 1 | |a Weber, Jürgen |d 1953- |e Verfasser |0 (DE-588)121477827 |4 aut | |
| 245 | 1 | 0 | |a Introduction to controlling |c Jürgen Weber ; Utz Schäffer |
| 264 | 1 | |a Stuttgart |b Schäffer-Poeschel |c 2008 | |
| 300 | |a IX, 182 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Literaturverz. S. 167 - 175 | ||
| 650 | 0 | 7 | |a Controlling |0 (DE-588)4070102-5 |2 gnd |9 rswk-swf |
| 655 | 7 | |0 (DE-588)4151278-9 |a Einführung |2 gnd-content | |
| 689 | 0 | 0 | |a Controlling |0 (DE-588)4070102-5 |D s |
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| 700 | 1 | |a Schäffer, Utz |d 1966- |e Verfasser |0 (DE-588)121270122 |4 aut | |
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Datensatz im Suchindex
| _version_ | 1805090084727291904 |
|---|---|
| adam_text |
Contents
1 Controllers, controllership
and controlling:
Basic
principles and categories
. 1
1.1
Introduction
. 1
1.1.1
Terminology
. 1
1.1.2 Basic
approach
. 2
1.2
The practice of controlling: first impressions
. 3
1.2.1
A brief description of how controller positions emerged in the USA
3
1.2.2
The evolution of controllership in Germany
. 7
1.2.3
Empirical findings on the current state of controllership
. 10
1.3
Development of controlling as an academic discipline
. 15
1.4
Controlling conceptions
. 18
1.4.1
The ICV's practice-based conception of controlling
. 19
1.4.2
Controlling conceptions in the German-language literature
. 20
1.4.2.1
Controlling as an information supply function
. 21
1.4.2.2
Controlling as results-oriented control
. 22
1.4.2.3
Controlling as a coordination function
. 24
1.4.2.4
Controlling as assuring the rationality of management
. 28
1.5
Selected controlling-related accounting theories
. 29
1.5.1
Accounting theory based on institutional economics
. 29
1.5.2
Behavioral approaches: behavioral accounting and controlling
. 31
1.5.3
Alternative accounting theories
. 32
1.6
Summary
. 35
2
Controlling: assuring management rationality
. 37
2.1
Deriving the controlling function from controllers' tasks
. 37
2.1.1
Starting point of the analysis
. 37
2.1.2
Typical characteristics of managers and controllers
. 39
2.1.2.1
Overview: elements of an economic modeling of human beings
. 39
2.1.2.2
Modeling managers and controllers
. 41
2.1.3
Controllers' tasks derived from the characteristics of managers
and controllers
. 43
2.1.3.1
Controller tasks as a result of delegation by managers
. 43
2.1.3.2
Differentiation of delegation-based controller task types
. 44
2.1.3.3
Assuring rationality as a task for controllers
. 47
2.1.4
Controlling as assuring the rationality of management
. 48
2.2
Rationality and how to assure it
. 50
2.2.1
The concept of rationality
. 50
2.2.2
Levels of rationality
. 53
2.2.3
Assuring rationality
. 54
2.3
Next steps
. 58
Contents
3
The context of controlling: coordination based on plans
. 61
3.1
The management cycle
. 62
3.1.1
Management by an individual manager
. 62
3.1.2
Interaction between managers
. 64
3.1.2.1
Basic forms of interaction
. 64
3.1.2.2
Influencing as an additional management task
. 65
3.2
Coordination mechanisms as patterns of management
. 67
3.2.1
Coordination mechanisms: an overview
. 67
3.2.2
Identifying coordination based on plans as management
by objectives
. 69
3.3
Goals and the process of defining them
. 71
3.3.1
Selecting goals
. 71
3.3.2
Methods for determining goals
. 72
3.3.3
Relationships between goals
. 75
3.3.4
Motivational effects of goals
. 77
3.3.4.1
Motivational effect of goal difficulty
. 77
3.3.4.2
Motivational effect of goal acceptance
. 79
3.3.4.3
Motivational effect of goal specificity
. 80
3.3.4.4
Motivational effect of goal commitment
. 80
3.4
Summary
. 82
4
How to design controller units
. 83
4.1
Terminological basics
. 83
4.2
On the freedom to take design decisions
. 84
4.2.1
Designing the controller unit: between autonomy and heteronomy
84
4.2.1.1
»Role taking« versus »role making«
. 85
4.2.1.2
»Role making« as a current priority
. 86
4.2.1.3
Internal competitors of controllers
. 88
4.2.1.4
Risks of excessive autonomy in determining controllers' tasks
. 98
4.2.2
Influences of the external and the internal environment on the
design issue
. 99
4.2.3
The development status of controlling as an influencing factor
. . 101
4.2.3.1
Different development phases as reflected in the terminology
of controlling
. 101
4.2.3.2
The development of controllership in Germany
. 102
4.3
Basic structure of the design task
. 105
4.3.1
The organizational problem of assigning tasks
. 105
4.3.2
Specific aspects of the design task resulting from the function
of assuring rationality
. 109
4.3.3
Problems of motivation specific to controllers
. 112
4.3.4
Assuring the rationality of controllers
. 114
4.4
Summary
. 117
Contents
5
The strategic positioning of controller units
. 119
5.1
Basic aspects
. 119
5.1.1
Controllers'contributions to company performance
. 120
5.1.2
Internal customer orientation: a key factor influencing the success
of controlling
. 123
5.1.3
Content-related influences on the strategic design of controller
units
. 126
5.1.4
Controllers' abilities
. 129
5.1.4.1
Analysis of an individual controller's abilities
. 129
5.1.4.2
(Core) competencies of the controller unit
. 136
5.2
Selected strategic positioning tools
. 139
5.2.1
Designing a mission statement for controllers
. 140
5.2.2
Applying Porter's five forces model
. 145
5.2.3
Applying technology portfolio analysis
. 147
5.2.4
Applying the Balanced Scorecard
. 149
5.3
Organization of the controller unit
. 151
5.3.1
Preliminary comments
. 151
5.3.2
Basic structure of controller units
. 152
5.3.3
The tasks of central and local controlling
. 153
5.3.3.1
Introductory remarks
. 153
5.3.3.2
How the allocation of tasks depends on the type of corporate group
154
5.3.4
Internal structure of controller units
. 155
5.3.5
Hierarchical placement of central and local controlling
. 156
5.3.5.1
Assignment to a level of hierarchy
. 156
5.3.5.2
Reporting relationships to management
. 157
5.3.5.3
Reporting relationships between central and local controlling
. . . 158
5.3.6
Empirical findings
. 161
5.4
Summary
. 163
Bibliography
. 167
Index
. 177
About the authors
. 181 |
| adam_txt |
Contents
1 Controllers, controllership
and controlling:
Basic
principles and categories
. 1
1.1
Introduction
. 1
1.1.1
Terminology
. 1
1.1.2 Basic
approach
. 2
1.2
The practice of controlling: first impressions
. 3
1.2.1
A brief description of how controller positions emerged in the USA
3
1.2.2
The evolution of controllership in Germany
. 7
1.2.3
Empirical findings on the current state of controllership
. 10
1.3
Development of controlling as an academic discipline
. 15
1.4
Controlling conceptions
. 18
1.4.1
The ICV's practice-based conception of controlling
. 19
1.4.2
Controlling conceptions in the German-language literature
. 20
1.4.2.1
Controlling as an information supply function
. 21
1.4.2.2
Controlling as results-oriented control
. 22
1.4.2.3
Controlling as a coordination function
. 24
1.4.2.4
Controlling as assuring the rationality of management
. 28
1.5
Selected controlling-related accounting theories
. 29
1.5.1
Accounting theory based on institutional economics
. 29
1.5.2
Behavioral approaches: behavioral accounting and controlling
. 31
1.5.3
Alternative accounting theories
. 32
1.6
Summary
. 35
2
Controlling: assuring management rationality
. 37
2.1
Deriving the controlling function from controllers' tasks
. 37
2.1.1
Starting point of the analysis
. 37
2.1.2
Typical characteristics of managers and controllers
. 39
2.1.2.1
Overview: elements of an economic modeling of human beings
. 39
2.1.2.2
Modeling managers and controllers
. 41
2.1.3
Controllers' tasks derived from the characteristics of managers
and controllers
. 43
2.1.3.1
Controller tasks as a result of delegation by managers
. 43
2.1.3.2
Differentiation of delegation-based controller task types
. 44
2.1.3.3
Assuring rationality as a task for controllers
. 47
2.1.4
Controlling as assuring the rationality of management
. 48
2.2
Rationality and how to assure it
. 50
2.2.1
The concept of rationality
. 50
2.2.2
Levels of rationality
. 53
2.2.3
Assuring rationality
. 54
2.3
Next steps
. 58
Contents
3
The context of controlling: coordination based on plans
. 61
3.1
The management cycle
. 62
3.1.1
Management by an individual manager
. 62
3.1.2
Interaction between managers
. 64
3.1.2.1
Basic forms of interaction
. 64
3.1.2.2
Influencing as an additional management task
. 65
3.2
Coordination mechanisms as patterns of management
. 67
3.2.1
Coordination mechanisms: an overview
. 67
3.2.2
Identifying coordination based on plans as management
by objectives
. 69
3.3
Goals and the process of defining them
. 71
3.3.1
Selecting goals
. 71
3.3.2
Methods for determining goals
. 72
3.3.3
Relationships between goals
. 75
3.3.4
Motivational effects of goals
. 77
3.3.4.1
Motivational effect of goal difficulty
. 77
3.3.4.2
Motivational effect of goal acceptance
. 79
3.3.4.3
Motivational effect of goal specificity
. 80
3.3.4.4
Motivational effect of goal commitment
. 80
3.4
Summary
. 82
4
How to design controller units
. 83
4.1
Terminological basics
. 83
4.2
On the freedom to take design decisions
. 84
4.2.1
Designing the controller unit: between autonomy and heteronomy
84
4.2.1.1
»Role taking« versus »role making«
. 85
4.2.1.2
»Role making« as a current priority
. 86
4.2.1.3
Internal competitors of controllers
. 88
4.2.1.4
Risks of excessive autonomy in determining controllers' tasks
. 98
4.2.2
Influences of the external and the internal environment on the
design issue
. 99
4.2.3
The development status of controlling as an influencing factor
. . 101
4.2.3.1
Different development phases as reflected in the terminology
of controlling
. 101
4.2.3.2
The development of controllership in Germany
. 102
4.3
Basic structure of the design task
. 105
4.3.1
The organizational problem of assigning tasks
. 105
4.3.2
Specific aspects of the design task resulting from the function
of assuring rationality
. 109
4.3.3
Problems of motivation specific to controllers
. 112
4.3.4
Assuring the rationality of controllers
. 114
4.4
Summary
. 117
Contents
5
The strategic positioning of controller units
. 119
5.1
Basic aspects
. 119
5.1.1
Controllers'contributions to company performance
. 120
5.1.2
Internal customer orientation: a key factor influencing the success
of controlling
. 123
5.1.3
Content-related influences on the strategic design of controller
units
. 126
5.1.4
Controllers' abilities
. 129
5.1.4.1
Analysis of an individual controller's abilities
. 129
5.1.4.2
(Core) competencies of the controller unit
. 136
5.2
Selected strategic positioning tools
. 139
5.2.1
Designing a mission statement for controllers
. 140
5.2.2
Applying Porter's five forces model
. 145
5.2.3
Applying technology portfolio analysis
. 147
5.2.4
Applying the Balanced Scorecard
. 149
5.3
Organization of the controller unit
. 151
5.3.1
Preliminary comments
. 151
5.3.2
Basic structure of controller units
. 152
5.3.3
The tasks of central and local controlling
. 153
5.3.3.1
Introductory remarks
. 153
5.3.3.2
How the allocation of tasks depends on the type of corporate group
154
5.3.4
Internal structure of controller units
. 155
5.3.5
Hierarchical placement of central and local controlling
. 156
5.3.5.1
Assignment to a level of hierarchy
. 156
5.3.5.2
Reporting relationships to management
. 157
5.3.5.3
Reporting relationships between central and local controlling
. . . 158
5.3.6
Empirical findings
. 161
5.4
Summary
. 163
Bibliography
. 167
Index
. 177
About the authors
. 181 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Weber, Jürgen 1953- Schäffer, Utz 1966- |
| author_GND | (DE-588)121477827 (DE-588)121270122 |
| author_facet | Weber, Jürgen 1953- Schäffer, Utz 1966- |
| author_role | aut aut |
| author_sort | Weber, Jürgen 1953- |
| author_variant | j w jw u s us |
| building | Verbundindex |
| bvnumber | BV023195189 |
| classification_rvk | QP 360 QP 361 |
| ctrlnum | (OCoLC)227332973 (DE-599)DNB986876046 |
| dewey-full | 658.4013 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4013 |
| dewey-search | 658.4013 |
| dewey-sort | 3658.4013 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| genre | (DE-588)4151278-9 Einführung gnd-content |
| genre_facet | Einführung |
| id | DE-604.BV023195189 |
| illustrated | Illustrated |
| index_date | 2024-07-02T20:06:08Z |
| indexdate | 2024-07-20T09:34:11Z |
| institution | BVB |
| isbn | 9783791027593 379102759X |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016381517 |
| oclc_num | 227332973 |
| open_access_boolean | |
| owner | DE-N2 DE-355 DE-BY-UBR DE-1050 DE-1051 DE-859 DE-1049 DE-12 DE-573 DE-703 DE-521 DE-523 DE-M347 DE-860 DE-11 DE-19 DE-BY-UBM DE-Aug4 |
| owner_facet | DE-N2 DE-355 DE-BY-UBR DE-1050 DE-1051 DE-859 DE-1049 DE-12 DE-573 DE-703 DE-521 DE-523 DE-M347 DE-860 DE-11 DE-19 DE-BY-UBM DE-Aug4 |
| physical | IX, 182 S. graph. Darst. |
| publishDate | 2008 |
| publishDateSearch | 2008 |
| publishDateSort | 2008 |
| publisher | Schäffer-Poeschel |
| record_format | marc |
| spelling | Weber, Jürgen 1953- Verfasser (DE-588)121477827 aut Introduction to controlling Jürgen Weber ; Utz Schäffer Stuttgart Schäffer-Poeschel 2008 IX, 182 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturverz. S. 167 - 175 Controlling (DE-588)4070102-5 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Controlling (DE-588)4070102-5 s DE-604 Schäffer, Utz 1966- Verfasser (DE-588)121270122 aut http://d-nb.info/986876046/04 Inhaltsverzeichnis text/html http://deposit.dnb.de/cgi-bin/dokserv?id=3045986&prov=M&dok_var=1&dok_ext=htm Inhaltstext Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016381517&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Weber, Jürgen 1953- Schäffer, Utz 1966- Introduction to controlling Controlling (DE-588)4070102-5 gnd |
| subject_GND | (DE-588)4070102-5 (DE-588)4151278-9 |
| title | Introduction to controlling |
| title_auth | Introduction to controlling |
| title_exact_search | Introduction to controlling |
| title_exact_search_txtP | Introduction to controlling |
| title_full | Introduction to controlling Jürgen Weber ; Utz Schäffer |
| title_fullStr | Introduction to controlling Jürgen Weber ; Utz Schäffer |
| title_full_unstemmed | Introduction to controlling Jürgen Weber ; Utz Schäffer |
| title_short | Introduction to controlling |
| title_sort | introduction to controlling |
| topic | Controlling (DE-588)4070102-5 gnd |
| topic_facet | Controlling Einführung |
| url | http://d-nb.info/986876046/04 http://deposit.dnb.de/cgi-bin/dokserv?id=3045986&prov=M&dok_var=1&dok_ext=htm http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016381517&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT weberjurgen introductiontocontrolling AT schafferutz introductiontocontrolling |
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