This book provides an exhaustive view of China's Management Control
Systems (MCS), examining the development of theory and practice and
presenting a framework that integrates China's unique enterprise
regulations, corporate culture and managerial mindset into management
control systems. The work offers detail about the effects of China's
economic reforms on management control in Chinese enterprises and
insightful comparisons with Western theory and Western examples. Readers
will discover important themes and the evolution of theory in MCS,
including discussions of frameworks and the links between management
control and economics, management, accounting, cybernetics and system
theory.
Early chapters explore management control in Chinese enterprises during
the period, especially the demands of (guidance, enforcement and
external regulation) and the demand for (stakeholders, managers,
investors) management control. The work moves on to explore Western
management control theory and research, including an examination of the
evolution of internal control theory.
The author presents detailed perspectives on the elements of management
control systems and introduces masterful new ideas and methods through
four general control models and ten critical elements in the management
control process. A view of management control in various different types
of enterprise is presented, from special enterprises and small to medium
enterprises to non-profit organizations. The standards for enterprise
management control are explored.
This work is a valuable practical guide for corporate management teams
who wish to develop and execute their own internal control strategies.
It will also provide foreign researchers, policy-makers and
practitioners with a new perspective on Chinese management control
experiences.
