From Cost to Performance Management: A Blueprint for Organizational Development
Every manager is responsible for cost and performance management in one form or another. This book provides an unbiased survey and explanation of the cost and performance management approaches and methods currently available for application in business. Topics covered include cost management and performance management/measurement options including ABC/M, Total Quality Management, Supply Chain Management, and Balanced Scorecard.
Contrasts with managerial accounting textbooks, which tend to be conceptual and theoretical and not easily adaptable to practical situations.
Assists readers in choosing the best approach or blend of methods to address specific business problems. Supports learning through real-world applications.
Provides a complete presentation of field-tested cost management and performance management/measurement options.
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2 Cost Management Control and Profitability
3 Cost Types Early Communication Attempts
4 Standards Budgets and Forecasts Learning to Compare and Coordinate
5 Operational Resource Accounting Learning New Rules and Roles
6 Processes Activities and Resources Shaping Organizational Identity
7 Intentional Tactics Patterns Participation and Performance
8 Quantum Strategy Release Reliance and Reversal
9 Accounting for the Common Wealth
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ABC/M activities activity-based costing Activity-based Management align analysis assets Balanced Scorecard become behavior budget capacity capital chapter components context conventional accounting conventional cost accounting coordinate cost accounting systems cost and performance cost management system cost objects cost structure cost system cost types create decision developmental dynamics executives and managers Exhibit expense Ferengi financial accounting focus focused forecasts functions human implementation income statement insights integrated inventory investment labor learning management tactics manufacturing mation mature ment methods Michael Hammer milestones nonfinancial operational resource accounting organization’s organizational development organizational learning overhead participation patterns performance management performance measurement perspective practices product/service profit imperative reengineering relationship responsibility Rules of Acquisition specialist employees specific Stage 3 CMS Stage 5 organizations standard cost strategic attributes target costing Theory of Constraints throughput accounting tion value creation