Planning and Control Systems: A Framework for Analysis

accounting principles action activities administration agement control analysis applicable aspects basic budget classification concept deciding defined definition described developed discussed distinction distinguish division Economics essential example executive financial accounting formulation framework functions game theory goals Harvard Business School human important information handling inputs involved jectives Joel Dean John Dearden judgment Koontz long-range planning main topics management accounting management control process management control system managerial marketing measurement ment control ning and control nonprogrammed objectives operational control system operations research optimum organiza organization outputs performance planning and control planning and management policies practice problem programmed control purpose relationship relevant reports ROBERT N scientific management situations specific statement strategic decision strategic planners strategic planning process tasks techniques tegic term theory tion tional control top management transfer price trol type of planning valid William Travers Jerome