Based on a ten-year examination of control systems in over 50 U.S. businesses, this book broadens the definition of control and establishes a critical bridge between the disciplines of strategy and accounting and control. In addition to the more traditional diagnostic control systems, Simons identifies three new control systems that allow strategic change: belief systems that communicate core values and provide inspiration and direction, boundary systems that frame the strategic domain and define the limits of freedom, and interactive systems that provide flexibility in adapting to competitive environments and encourage organizational learning. These four control systems, according to Simons, will provide managers with the basic levers for pursuing strategic objectives.

Understanding the power of the corporations and how to take the struggle directly to them It's no secret that "the 1%" - the business elite that commands the largest corporations and the connected network of public and private institutions- exercise enormous control over U.S. government. While this control is usually attributed to campaign donations and lobbying, Levers of Power argues that corporate power derives from control over the economic resources on which daily life depends. Government officials must constantly strive to keep capitalists happy, lest they go on "capital strike" - that is, refuse to invest in particular industries or locations, or move their holdings to other countries - and therefore impose material hardship on specific groups or the economy as a whole. For this reason, even politicians who are not dependent on corporations for their electoral success must fend off the interruption of corporate investment. Levers of Power documents the pervasive power of corporations and other institutions with decision-making control over large pools of capital, particularly the Pentagon. It also shows that the most successful reform movements in recent U.S. history - for workers' rights, for civil rights, and against imperialist wars - succeeded by directly targeting the corporations and other institutional adversaries that initiated and benefitted from oppressive policies. Though most of today's social movements focus on elections and politicians, movements of the "99%" are most effective when they inflict direct costs on corporations and their allied institutions. This strategy is also more conducive to building a revolutionary mass movement that can replace current institutions with democratic alternatives.

In Control in an Age of Empowerment, Robert Simons explains how to give employees the freedom to innovate while protecting your firm from loose cannons. Using powerful examples, Simons shows how to apply four powerful management "levers" to balance autonomy with control: Traditional diagnostic control systems, Belief systems, Boundary systems, and Interactive control systems. Used in concert, these four levers give you the control you need--without sacrificing the creative thinking your company can't do without. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

Want to build repeatable revenue for your business? Levers shows you step by step how to identify and move the levers that unlock growth and create predictability across every aspect of your business. Built on decades of experience across hundreds of companies, Levers condenses the essentials of creating a metrics-driven company into five core workshops and puts them directly into your hands so you and your team can get to work. Spanning sales and marketing, product, operations, and finance, each workshop puts you one step closer to finding a model for growth that is repeatable and controllable. Whether yours is a company with several million in revenue or you're just starting out, Levers gives you the tools you need to create the alignment, clarity, and control that will maximize your company's potential. Bridge the gap between tactics and vision in your business. Pick up Levers today and take control of your destiny.

A look at the extraordinary ways the brain turns thoughts into actions—and how this shapes our everyday lives Why is it hard to text and drive at the same time? How do you resist eating that extra piece of cake? Why does staring at a tax form feel mentally exhausting? Why can your child expertly fix the computer and yet still forget to put on a coat? From making a cup of coffee to buying a house to changing the world around them, humans are uniquely able to execute necessary actions. How do we do it? Or in other words, how do our brains get things done? In On Task, cognitive neuroscientist David Badre presents the first authoritative introduction to the neuroscience of cognitive control—the remarkable ways that our brains devise sophisticated actions to achieve our goals. We barely notice this routine part of our lives. Yet, cognitive control, also known as executive function, is an astonishing phenomenon that has a profound impact on our well-being. Drawing on cutting-edge research, vivid clinical case studies, and examples from daily life, Badre sheds light on the evolution and inner workings of cognitive control. He examines issues from multitasking and willpower to habitual errors and bad decision making, as well as what happens as our brains develop in childhood and change as we age—and what happens when cognitive control breaks down. Ultimately, Badre shows that cognitive control affects just about everything we do. A revelatory look at how billions of neurons collectively translate abstract ideas into concrete plans, On Task offers an eye-opening investigation into the brain’s critical role in human behavior.

First published in 1998, this volume of readings provides an overview of the development of the study of Management Control theory over the past 35 years. The period encompasses the publication of a major and seminal text by Anthony and Dearden in 1965, which acted as a touchstone in defining the range and scope of management control systems. This laid management control’s foundations in accounting-based mechanisms of control, an element which has been seen as both a strength and a constraint. A good deal of work has followed, providing both a development of the tradition as well as a critique. In this volume we attempt to provide a range of readings which will illustrate the variety of possibilities that are available to researchers, scholars and practitioners in the area. The readings illustrate the view that sees control as goal directed and integrative. They go on to explore the idea of control as adaption, consider its relationship with social structure and survey the effects of the interplay between the organisation and the environment. The essays included are not intended to lead the reader through a well-ordered argument which concludes with a well reasoned view of how management control should be. Instead it seeks to illustrate the many questions which have been posed but not answered and to open up agendas for future research.

Management Control and Uncertainty recognizes that all control takes place under conditions of uncertainty: it does now, and it always has done. In this edited collection, the contributing authors examine different aspects of management control systems in the modern world whilst paying more explicit attention to the ubiquitous nature of uncertainty