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Style of Class

・(Lecture Part) This part will be conducted mainly by teacher’s lecture. Students are expected to read appointed reading materials in advance, answer questions from the teacher and express their opinions related to the topics.

・(Group work part) Students are requested to talk with other group members to fulfill a task.・(Presentation part) Students are requested to collaborate with other group members to summarize

the textbook points, present it in front of the class and answer questions from the floor.・(Discussion part) Students are requested to discuss the answers for case questions with other

students and the teacher.

Outline of the subject

【Content】❖ Management Control has its origin in the area of management accounting, and it is now a must

in decentralized and diversified organizations. ❖ In this course, “Management Control” is defined as a process with which managers influence

other members in the organization to implement the strategies to achieve its goals.” ❖ Although this course is not techniques oriented, some exercises of calculation are included.

【Approach】 ❖ Firstly, we review “organization” from a view point of an environment of control. It will include

the relationship between organizations and strategies, organization mechanisms which affect execution of strategies and characteristics of various responsible centers.

❖ Secondly, we review the management control process which includes strategic planning, budgeting, resource allocation, performance measurement evaluation and reward.

❖ Thirdly we argue the difference of the control systems which reflect differentiated strategies.

英語による授業

Subject Management Control Semester Credit

Fall-Winter2

InstructorTaku Hiramatsu

ProfessorSubject Code Compulsory /

Elective1st and 2nd year,

Elective20176034

Class Schedule

① 10/8　② 10/15　③ 10/22　④ 10/29　⑤ 11/5　⑥ 11/12　⑦ 11/19　⑧ 11/26⑨ 12/10　⑩ 12/17　⑪ 12/24　⑫ 1/7　⑬ 1/14　⑭ 1/21　⑮ 1/28

PrerequisiteIt is not compulsory but the completion of Accounting course is recommended. Keywords

Control Systems, Responsibility Center, Transfer Price, Strategic Planning, Budgeting,

Purpose of the program

T o u n d e r s t a n d h o w c o r p o r a t e managements design and operate the management control systems to implement the corporate strategies.

Objective of the Study

To understand the concepts and retain the techniques of Management Control to be able to manage diversified organizations.

Style of Class

・Lecture, Seminar・Group work・Presentation・Discussion

Media of Learning

・Textbook, Printed material・Electronic media

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Class management

【Language】❖ All the lectures and discussion are conducted in English.

【Lectures and Discussion】❖ Each session of this course is conducted in the following manners;1. Participants are expected to read the textbook (reading material) and analyze the assigned case

to be ready for the class discussion.2. Before the case discussion in each session, it is recommended that the participants have prior

discussions in small groups.3. In the sessions, after explanation of key points of reading materials, appointed students publish

their answers for the case questions to lead class discussion.4. As variation, group presentation and case reports will be included in the course (it depends on

the number of participants.) 5. All materials and reports are to be uploaded on the moodle system

For Reference

○受講開始後に必要となる可能性がある資料○ “Management Control Systems (12th edition)” by Robert Anthony et al. (as main reference)

❖ (¥9,000 – 10,000.-)○ “Management Control Systems (European edition)” by Robert Anthony et al. (¥9,000 –

10,000)●知識を拡げるために読んだ方がよい資料● “Management Control Systems (4th edition)” by Kenneth A. Merchant et al. (abt. ¥4,000)● 「マネジメントコントロール」横田絵理、金子晋也、有斐閣（2,200円）● 「管理会計レクチャー（基礎編）」門田安弘、税務経理協会（2,800円）● “Competitive Advantage” by Michael E. Porter, Free Press (abt. ¥3,000)● “Time-Driven Active Based Costing” Robert S. Kaplan and Steven Anderson, Harvard

Business School Press (¥5,000 – 6,000)● “Balanced Scorecard” Robert S. Kaplan and Davis P. Norton, Harvard Business School Press

(¥4,000 – 5,000)

＊ Prices for foreign books can fluctuate significantly.

Evaluation Criteria

❖ Contribution for the class discussion and small tests：60％❖ Presentation & Reports：40％

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1st session

＜ Theme ＞◦Orientation

＜ Objective ＞◦To understand what do we learn in this course.

＜ Discussion points ＞◦What are the crucial factors for implementation of strategies and how do they interact?

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter1 >

2nd session

＜ Theme ＞◦The nature of “Management control systems”

＜ Objective ＞◦To understand “Basic concepts” of “Management control systems”

＜ Discussion points ＞◦Boundaries of “Management control systems”

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter1 >◦“Management Control Systems ” < Chapter 1 – 4 >

3rd-4th session

＜ Theme ＞◦Typical strategies and behavior in organizations

＜ Objective ＞◦To understand organization strategies at two levels, corporate level and business unit level. ◦To understand how rules and systematic methods for planning and controlling, as formal systems affect goal

congruence together with informal actions.

＜ Discussion points ＞◦What are the generic key strategic questions of both corporate level and business unit level of diversified

companies?◦What has major influences on goal congruence in an organization?

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter 2.and 3 >

授 業 計 画

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5th-7th session

＜ Theme ＞◦The characteristics of responsible centers.

＜ Objective ＞◦To understand the nature of responsible centers in general and the considerations involved in assigning

financial responsibility to organizational subunits. We take up revenue center, expense center, profit center and investment center.

＜ Discussion points ＞◦What are the difficulties to assess the performance of expense centers by the criteria of efficiency and

effectiveness?◦What are the merits of setting up a profit center for a company? How is a profit center’s autonomy checked?◦How to evaluate business unit manager’s performance?

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter 4-5, 7 >

8th session

＜ Theme ＞◦Transfer prices

＜ Objective ＞◦To understand the critical importance of transfer pricing for proper facilitation of the profit center concept.

＜ Discussion points ＞◦What are the conditions for the desirable transfer prices?

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter 6 >

9th session

＜ Theme ＞◦Strategic Planning

＜ Objective ＞◦To understand nature of strategic planning and learn techniques for analyzing programs.

＜ Discussion points ＞◦How to come up with an effective strategic plan?

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter 8 >

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10th-11th session

＜ Theme ＞◦Budgeting and evaluation.

＜ Objective ＞◦To understand nature of budget preparation and learn techniques for appraisal of financial performance.

＜ Discussion points ＞◦Process for a budget formulation. ◦How to analyze the difference or the variance between actual revenues & costs and budgeted amounts?

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter 9-10 >

12th session

＜ Theme ＞◦Performance measurement

＜ Objective ＞◦To understand performance measurement systems which combine financial information with non-financial

information.

＜ Discussion points ＞◦Merits and demerits of scorecard as sophisticated comprehensive measures.◦Performance measurement of the managers and that of business units.

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter 11 >

13th session

＜ Theme ＞◦Management Compensation

＜ Objective ＞◦To understand various incentive mechanisms and compensation systems and their function in influencing the

behaviors of employees.

＜ Discussion points ＞◦Difference of the attitudes against incentive and compensation systems in different countries.

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter 12 >

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14th session

＜ Theme ＞◦Implications for Implementing Strategies from Various Factors

＜ Objective ＞◦To review tendencies of control differentiations as reflection of differentiated corporate and business unit

strategies.

＜ Discussion points ＞◦How should control systems be designed?

＜ Reference ＞◦Management Control Systems (12th edition) < Chapter 13 >

15th session

＜ Theme ＞◦Management Control System of your company (country)

＜ Objective ＞◦Group discussion to deepen the understanding

＜ Discussion points ＞◦Management Control Systems of the participants’ home countries

＜ Reference ＞ n. a.