University of Arizona The Eller College of Management PhD in Management – Finance

University of Arizona The Eller College of Management is among the 132 graduate business programs that provide Doctoral degree in Business Administration. As one of the top rated higher education institute located in Tucson, Arizona, the University of Arizona offers PhD in Management – Finance through The Eller College of Management. This page details GMAT requirements, types of degree offered, concentrations, and financial costs of University of Arizona The Eller College of Management PhD in Management – Finance. See LIUXERS.COM for federal school codes in Hawaii.

PhD in Management – Finance (More than 2 years)

Program Detail

Program Name PhD in Management – Finance
Program Overview
Areas of Study
  • Finance
Joint Degree Offered No
Delivery Format Classroom
GMAT Score GMAT Accepting
Tuition & Fees Program is funded
Financial Aid Availability Financial aid available, contact school for more information
Start Dates &
Application Deadlines
Start Date Application Date
8/25/2014 2/15/2014
Upcoming Events
Program Size Program Size: 12 for the entering class of Fall 2013
Work Experience

Management Control Systems

The course is designed to allow a student to gain knowledge, insight, and analytical skills related to how a corporation’s executives go about designing and implementing ongoing formal (financial) systems used to plan and control the firm’s performance. Management control is the process by which managers influence other members of the organization to implement the organization’s strategies. The key ideas underlying this course are: (i) different organizations typically have different strategies, and (ii) different control systems are needed to effectively implement different strategies.

The importance of the subject matter covered in this course is captured well in the widely accepted “truism” among management consultants that over 90% of businesses (as well as nonprofit organizations) keep foundering on the rocks of implementation–either the strategies never come into being, or get distorted, or the implementation is much more costly and time consuming than anticipated. However laudable strategic intentions may be–to change the product mix, to improve the quality of products, to become the lowest cost producer, to build market share, or to maximize short-term earnings and cash flow–if they do not get converted into reality, they are usually not worth the paper they are written on.

Most students will soon be in positions where you will be directly responsible for getting strategy implemented. As such, I view the materials covered in this course to be of high relevance in their immediate job situations. Topics included in this course:

  • Responsibility centers (e.g. cost, revenue, profit and investment centers)
  • Transfer pricing
  • Long-range financial planning (e.g. strategic planning)
  • Financial budgeting
  • Internal financial performance measures (e.g. ROA, EVA)
  • Link between financial and nonfinancial measures (e.g. Balanced Scorecard)
  • Management incentive compensation plans

The conceptual materials for the course are primarily provided in the textbook. Cases are the basis to motivate discussion during class sessions. A case study is used most class sessions to:

  1. Introduce and discuss the key issues for several of the most important control systems in use in businesses.
  2. Illustrate and emphasize the need for a good “fit” between a particular control system and the strategy chosen by the organization.
  3. Emphasize the necessity for overall compatibility within the set of control systems in use.