This volume bridges the gap between management strategy, management accounting, and strategic human resource management to analyze the link between organizational strategy and systems of planning and control. Taking a managerial approach, particularly suited to MBA students, it helps students to identify problems and construct solutions based on proffered theory and industry practice. The problem-based approach adopted by the book engages students and challenges them to consider the range of factors required for the development of a performance management system and asks them to evaluate the use of different systems in different organizations. There is an on-going case which is developed across a range of chapters, helping students to develop a complete performance management system across the company.
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