Anthony and Young's MANAGEMENT CONTROL IN NONPROFIT ORGANIZATIONS, 7e includes an abundance of cases that apply to a variety of nonprofit organizations. MANAGEMENT CONTROL IN NONPROFIT ORGANIZATIONS, 7e provides faculty with contemporary management control theory combined with classic and contemporary cases that can be used to augment the learning process. The cases vary in length so that faculty may use this text in a beginning or advanced class. New to This Edition New Cases: Several new cases have been added, covering all categories of nonprofit organizations. These new cases show students the current external forces influencing nonprofit organizations. Examples include: National Association of Accountants (Ch. 3); Coolidge Corner Theatrical Association (Ch. 4); Caregroup, Inc. (Ch. 4); Museo de la Casa (Ch. 6) ; Abingdon Medical Education Programs (Ch. 7). Current Cases are receiving a facelift-old, outdated cases will be eliminated. Other cases will be refreshed through more up-to-date references to companies, etc. Practice Cases will be added to the end of particularly difficult chapters (3,4,5, 6, 7, 9 and 13). These cases will allow students to practice some of the more difficult techniques and concepts learned in a chapter before preparing a more complex case. Strategy: More strategy has been integrated and emphasized in the text. This strategic focus will enhance decision making and critical analysis for the student. Chapter 3: General Purpose of Financial Statements will be brought up to date to include new announcements. A new Chapter 4 will be added to cover Financial Management and will include material on Cash Budgeting. Appendix will be added to include answers to the Practice Cases. Features Abundance of Cases: Professors can cover topics in greater depth and focus on specific types of nonprofit organizations. Flexibility: This book may be used in a variety of courses covering nonprofit entities, government or private, general or industry specific. General Management focus: Accounting and control concepts are put in the context of the general manager rather than that of the accountant. Table of Contents I. INTRODUCTION 1. The Management Control Function 2. Characteristics of Nonprofit Organizations II. MANAGEMENT CONTROL PRINCIPLES 3. General Purpose Financial Statements 4. Analyzing Financial Statements 5. Full-Cost Accounting 6. Measurement and Use of Differential Costs 7. Pricing Decisions III. MANAGEMENT CONTROL SYSTEMS 8. The Management Control Environment 9. Programming and Program Analysis 10. Operations Budgeting 11, Control of Operations 12. Measurement of Output 13. Reporting on Performance: Technical Aspects 14. Reporting on Performance: Management Control Reports 15. Operations Analysis and Program Evaluation 16..Management Control Systems in Context Appendix: Answers to Practice Cases