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International Budgeting and Performance Evaluation

International Accounting

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International Budgeting and Performance Evaluation

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    1. Chapter 14 International Budgeting and Performance Evaluation

    2. International Accounting & Multinational Enterprises – Chapter 14 – Radebaugh, Gray, Black The Strategic Control Process Four stages of strategic control Periodic strategy reviews for each business Annual operating plans Formal monitoring of strategic results Personal rewards and central intervention Benefits from a former control process Greater clarity and realism in planning More “stretching” of performance standards More motivation for business unit managers More timely intervention by central management Clearer responsibilities Gupta and Govindarajan (1991) – where does this go?Gupta and Govindarajan (1991) – where does this go?

    3. International Accounting & Multinational Enterprises – Chapter 14 – Radebaugh, Gray, Black The Strategic Control Process Difficult to implement this process in a global environment Different operating environments include Legal systems Political differences Economic systems (inflation, market size, growth) Citation needed here?Citation needed here?

    4. International Accounting & Multinational Enterprises – Chapter 14 – Radebaugh, Gray, Black Target measures for strategic purposes Return on investment Sales Cost reduction Quality targets Market share Profitability Budget to actual Targets for a unit should be linked to its objective and to the part of operations it controls

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