英国国际会计研究生课程讲义管理会计ManagementAccountingLecture2.pptVIP

CSEAR Emphasis on Performance Management (not only Measurement) An Explicit Link with Strategy… Combination-of-Measures System Multiplicity of Perspectives Balance between…financial information of past performance (feedback control) …qualitative information of the drivers of future performance (feedforward control) Explicit Cause-and-Effect Relationships between… …performance outcomes …performance drivers of those outcomes The design of any management control system revolves around five main issues (Otley, 1999 ; Merchant, 1989)… identifying the key objectives to be achieved. devising performance measures that can reflect the objectives. setting performance standards that will distinguish between deficient, satisfactory, and superlative performance on the measures. identifying rewards for achievement and the way rewards are linked with measured results. specifying the information flows and feedback and feed-forward loops that will allow learning. What they are… …Operational definitions, dimensions of the manager’s behaviour / performance What they do… …they break down mission, strategy objectives communicate key success drivers direct attention to critical success factors coordinate activities necessary for achievement “…complete measures of performance for decision facilitating purposes should be inclusive of both the activities and the results which need to be performed and achieved” (Simons, 1995) “…precision is essentially the inverse of the variance in the performance measure or, in other words, the lack of ‘noise’ in the measure” (Banker Datar, 1989) “…measure sensitivity [or precision] prescribes tha