Budgeting for Managers

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McGraw Hill Professional, Nov 22, 2002 - Business & Economics - 180 pages
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Now translated into 11 languages! This reader-friendly, icon-rich series is must reading for all managers at every level

All managers, whether brand new to their positions or well established in the corporate heirarchy, can use a little "brushing up" now and then. The skills-based Briefcase Books series is filled with ideas and strategies to help managers become more capable, efficient, effective, and valuable to their corporations.

Managers in all types of organizations and environments must be able to prepare, or at least understand, a realistic and results-oriented budget. Budgeting for Managersrich in practical techniques and exampleswalks the reader through the entire budgeting process, from basic financial concepts and their use in creating a budget to methods for tracking actual spending.

 

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Contents

Why and How
1
2 The Parts of a Budget
20
3 Gathering Production Figures
41
4 Creating a Production Budget
55
5 Planning and Budgeting a Project
72
6 Checking It Twice
92
7 Preparing for Presentation
103
8 Budgetary Spending
123
9 Tracking Your Budget
136
10 Budgeting and Human Resources
153
11 Small Business Money Management
168
12 Mastering the Budget Process
184
Index
193
Copyright

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Page 10 - Project A temporary endeavor undertaken to create a unique product or service.
Page 106 - Creating a budget involves a lot of detailed work. While we're making the budget, most of our attention is on thinking carefully, calculating correctly, and getting the figures right. And that's exactly what we should be doing. However, when we've finished getting all the parts right and all the details correct, we need to change our focus.
Page 142 - Each day, you can identify the status of each purchase. If you add up all the current expenses, then you can find the status of each account for each line item.
Page 50 - There Are Not Four Weeks in a Month A very common estimating mistake is to think quickly, "There are four weeks in a month, so something that costs $200 a week means $800 a month.
Page 152 - Current liabilities Accounts payable Notes payable Accruals Total current liabilities Long-term debt Total liabilities Shareholders...
Page 6 - ... authority to move money from one line to another must be granted at a higher level.
Page 115 - Let's look at each of these in a little more detail. Who will attend the presentation?
Page 36 - If that's the case in your organization, you'll need to understand how they work so that you can use them whenever you spend money, request information from accounting, or track actual vs.
Page 4 - Act before there is a problem. Bring order before there is disorder.

About the author (2002)

Sid Kemp is a trainer, author, and consultant, and the head of Quality Technology & Instruction, Inc.

Eric Dunbar is CFO of QTI and works with entrepreneurs to set up financial systems.

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