Operational Review: Maximum Results at Efficient Costs

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John Wiley & Sons, Nov 4, 2002 - Business & Economics - 394 pages
  • Shows in a step-by-step manner how an operational review should be conducted.
  • Demonstrates the differences between an operational and financial audit.
  • Details how to identify which organizational systems are detrimental to a corporation's growth.
  • Shows how to judge the results and make recommendations to management.
  • Provides blank and sample forms required for conducting a comprehensive operational review.

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Chapter One Overview of Operational Reviews
Chapter Two Planning Phase
An Operational Review Case Example The Accounting Function
Chapter Three Work Program Phase
Chapter Four Field Work Phase
Case Study Mercy College a College Business Office
Chapter Five Development of Review Findings
Chapter Six Reporting Phase

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About the author (2002)

ROB REIDER, CPA, MBA, PhD, is President of Reider Associates (Santa Fe, New Mexico), a management and organizational consulting firm. Prior to founding Reider Associates, he was a manager in the Management Consulting Group of Peat, Marwick, Mitchell Co. (now KPMG). He is the course author as well as seminar leader of over twenty workshops conducted nationally and is also the author of Benchmarking Strategies: A Tool for Profit Improvement and Improving the Economy, Efficiency, and Effectiveness of Not-for-Profits: Conducting Operational Reviews, both from Wiley. He can be contacted at hrreider@reiderassociates.com.

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