| dc.contributor.author |
Ashraf J |
en_US |
| dc.date.accessioned |
2017-01-30T08:15:54Z |
|
| dc.date.available |
2017-01-30T08:15:54Z |
|
| dc.identifier.uri |
http://hdl.handle.net/123456789/175125 |
|
| dc.identifier.uri |
http://localhost:8080/xmlui/handle/1/145 |
|
| dc.description.abstract |
(NOT FOR SALE OR DISTRIBUTION WITHOUT CRC DIRECTOR APPROVAL)Cases taught to MBA students normally represent a very ‘technical’, ‘managerial’ and ‘apolitical’ situation within an organizational setting. This case is an attempt to fix the problem by presenting a politically rife organizational situation from multiple perspectives. It provides students with an opportunity to suggest management control ‘techniques’ that they have learnt during their MBA course (Case A), for a public sector organization, and at the same time, to see the multiple implications and limitations of these techniques from different perspectives (Case B). This case is written for the Managerial Accounting course and Control System course for first year MBA students. |
en_US |
| dc.publisher |
YES |
en_US |
| dc.subject.classification |
Accounting and Control |
en_US |
| dc.title |
MANAGEMENT CONTROL CHANGES IN CAA (B) |
en_US |
| dc.type |
01-507-2011-1 |
en_US |
| dc.location |
Case Research Centre |
en_US |