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1、洛阳理工学院毕业设计（论文）外文翻译资料系部：经济与管理学院专业：工商管理学生姓名 ：张月班级学号 ：B12090219 指导教师姓名 ：张立华指导教师职称 ：教授1 COST CONTROL Roger J. AbiNader Reference for Business ，Encyclopedia of Business, 2nd ed. Cost control, also known as cost management or cost containment, is a broad set of cost accountingmethods and management techni
2、ques with the common goal of improving business cost-efficiency by reducing costs, or at least restricting their rate of growth. Businesses use cost control methods to monitor, evaluate, and ultimately enhance the efficiency of specific areas, such as departments, divisions, or product lines, within
3、 their operations. Control of the business entity , then, is essentially a managerial and supervisory function .Control consiets of those actions necessary to assure that the entitys resources and operations are focused on attaining established objectives , goals and plans. Control, exercised contin
4、uously, flags potential problems so that crises may be prevented. It also standardizeds the quantity of output , and provides managers with objective information about employee performance . Management compares actual performance to predetermined standards and takes action when necessary to correct
5、variances from the standards. Keywords : Cost control, Applications, Control reports, Standards, Strategic Cost control, also known as cost management or cost containment, is a broad set of cost accountingmethods and management techniques with the common goal of improving business cost-efficiency by
6、 reducing costs, or at least restricting their rate of growth. Businesses use cost control methods to monitor, evaluate, and ultimately enhance the efficiency of specific areas, such as departments, divisions, or product lines, within their operations. During the 1990s cost control initiatives recei
7、ved paramount attention from corporate America. Often taking the form of corporate restructuring, divestmentof peripheral activities, mass layoffs,or outsourcing,cost control strategies were seen as necessary to preserve or boostcorporate profits and to maintainor gaina 2 competitive advantage. The
8、objective was often to be the low-cost producer in a given industry, which would typically allow the company to take a greater profit per unit of sales than its competitors at a given price level. Some cost control proponents believe that such strategic cost-cutting must be planned carefully, as not
9、 all cost reduction techniques yield the same benefits. In a notable late 1990s example, chief executive Albert J. Dunlap, nicknamed “Chainsaw Al“ because of his penchant for deep cost cutting at the companies he headed, failed to restore the ailing small appliance maker Sunbeam Corporation to profi
10、tability despite his drastic cost reduction tactics. Dunlap laid off thousands of workers and sold off business units, but made little contribution to Sunbeams competitive position or share price in his two years as CEO. Consequently, in 1998 Sunbeams board fired Dunlap, having lost confidence in hi
11、s “one-trick“ approach to management. COST CONTROL APPLICATIONS A complex business requires frequent information about operations in order to plan for the future, to control present activities, and to evaluate the past performance of managers, employees, and related business segments. To be successf
12、ul, management guides the activities of its people in the operations of the business according to pre-established goal and objectives. Managements guidance takestwo forms of control: (1) the management and supervision of behuvior , and (2) the evaluation of performance. Behavioral management deals w
13、ith the attitudes and actions of employees. While employee behavior ultimately impacts on success, behavioral management involves certain issues and assumptions not applicable to accountings control function. On the other hand, performance evaluation measures outcomes of employees actions by compari
14、ng the actual results of business outcomes to predetermined standards of success. In this way management identifies the strengths it needs to maximize, and the weaknesses it seeks to rectify. This process of evaluation and remedy is called cost control. Cost control is a continuous process that begi
15、ns with the proposed annual budget. 3 The budget helps: (1) to organize and coordinate production, and the selling, distribution, service, and administrative functions; and (2) to take maximum advantage of available opportunities. As the fiscal year progresses, management compares actual results wit
16、h those projected in the budget and incorporates into the new plan the lessons learned from its evaluation of current operations. Control refers to managements effort to influence the actions of individuals who are responsible for performing tasks, incurring costs, and generating revenues. Management is a two-phased process: planningrefers to the way that management plans and wants people to perform, while controlrefers to the procedures employed to determine whether actual performanc
