3M revisited: evolving for the '90s

Article Abstract:

Corporate changes at the Minnesota Mining and Manufacturing Co, more commonly known as 3M, are marked with corresponding changes in the roles that controllers play at the company. The responsibility of controllers at the firm has steadily evolved through the years from cost accounting to non-cost accounting. With the international expansion of 3M, controllers were given increased financial responsibility and less product costing functions. They became providers of financial information to the numerous global operating units of 3M. Furthermore, the close relationship controllers shared with manufacturing managers weakened as a result of the expansion of their roles. Decentralization and despecialization of the role of controllers are other examples of changes that emerged from corporate changes.

Optical instruments and lenses, Miscellaneous nonmetallic minerals, Manufacturing industries, not elsewhere classified, Metal ores, not elsewhere classified, Paper coated and laminated, not elsewhere classified, Manufacturing industry, Manufacturing industries, 3M Co., Mining industry

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Computer viruses: controller's nightmare

Article Abstract:

Computer viruses are becoming more common, and they can cause significant damage to financial data. There are a variety of steps firms can take to make sure computer environments stay healthy including: prohibiting direct downloading of software from public bulletin board systems; writing protect-executable files; and backing up all data. Additionally, firms can invest in a variety of anti-virus programs such as: software that is developed to prevent initial infection and to halt the virus reproduction process; software that is created to detect infection; and software programs designed to identify the types of viruses which can attack computer systems.

Safety and security measures, Computer viruses, Electronic data processing departments, Data processing departments

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The 21st century controller

Article Abstract:

Controllers who hope to be ready for the challenges of the 21st century must advance from management accounting to strategic business accounting, specifically focusing on developing a sound, defined mission, creating a staff that works well and has a structured organization, and using a decision support system that is user-driven, comprehensive, and up-to-date.

Decision-making, Decision making, Analysis, Business, Accounting and auditing, Employee morale, Decision support systems

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