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Effective Operations and Controls for the Small Privately Held Business [Kõva köide]

(Reider Associates, Santa Fe, New Mexico)
  • Formaat: Hardback, 416 pages, kõrgus x laius x paksus: 236x160x31 mm, kaal: 694 g, Exhibits: 88 B&W, 0 Color
  • Ilmumisaeg: 08-Feb-2008
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 047022276X
  • ISBN-13: 9780470222768
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  • Formaat: Hardback, 416 pages, kõrgus x laius x paksus: 236x160x31 mm, kaal: 694 g, Exhibits: 88 B&W, 0 Color
  • Ilmumisaeg: 08-Feb-2008
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 047022276X
  • ISBN-13: 9780470222768
Teised raamatud teemal:
Consultant Reider helps readers discern what questions to ask and methods to take in implementing effective operating systems, adding value to operating procedures, employing best practices, and transforming functional costs to a real profit contribution. He builds tools to understand the small business environment and develop appropriate strategic concepts, plan and budget to keep moving in the right direction, improve customer service, learn and use cash conversion basics, maximize the sales function, and keep costs, accounting operations, reporting, internal controls, information technology and organizational structures in sync. Annotation ©2008 Book News, Inc., Portland, OR (booknews.com)

Effective Operations and Controls for the Small Privately Held Business

"Rob Reider is the ultimate 'on-target' consultant to the small business. Whether you are just starting out or have been in a small business for years, this book is a must-read. It is concise, clear, organized and addresses the management, financial, and personnel issues that confront and often destroy small business--eighty percent of all the businesses in America."
--Tom Torgerson, CPA, President, Torgerson AssociatesManagement and Financial Consultants

"Dr. Reider's emphasis on first understanding the small business environment and then identifying and integrating individual business goals addresses a critical entry point for new business owners. His detailed advice around realistic issues emphasizes a solutions-based orientation that provides even the novice with keys to successful business practices."
--Linda Lippitt, PhD, Director, Learning Legacies

"Rob Reider is an experienced consultant, seminar facilitator, and author who has written an important book for small business owners and managers. The topics included are relevant to privately owned business managers who consider their organizations to be 'small businesses' regardless of their actual sales volume. This is a book that should be on the bookshelf of every businessperson with responsibility for the management of a small privately owned business."
--Peter B. Heyler, PBH Executive Services

"(This book) is an excellent resource not just for the small business owner, but also for colleges and universities. Any higher education institution that has a business program entrepreneurial component will find this book invaluable."
--Steve C. Martinez, PhD, Director, New Mexico Highlands University, Santa Fe and Espanola Centers
Preface xi
Acknowledgment xvii
Understanding the Small Business Environment
1(34)
Understanding the Small Business
1(3)
Small Business Management
4(1)
Small Business Computerization
5(2)
Operational Management Function
7(1)
The Family Business
8(8)
Basic Operating Formula
16(1)
Why the Small Business Is in Existence
16(1)
Businesses the Small Business Is Not In
17(4)
Helpful Systems
21(1)
Management Responsibility
21(1)
Operating Areas to Be Addressed
22(7)
Economy, Efficiency, and Effectiveness
29(2)
The Initial Survey
31(4)
Strategic Concepts
35(22)
Strategy Development
36(1)
Strategies for Competitive Advantage
37(3)
Other Strategies to Exploit
40(2)
Business Models
42(1)
Front-End Strategy Analysis
43(1)
Overview of the Strategy Development Process
44(5)
Some Basic Business Principles
49(1)
Mental Models and Belief Systems
50(2)
Situational Analysis: Planning Questions
52(5)
Planning and Budgeting: Identifying the Right Direction and Staying on the Path
57(16)
Relationship between the Planning and Budgeting Process
58(4)
Planning Process
62(3)
Budgeting Defined
65(2)
Developing and Monitoring the Budget
67(1)
Nonmanufacturing Budgets
68(1)
Conclusion
69(4)
Improving Customer Service
73(38)
New-Customer Quest
75(1)
Servicing Present Customers
76(2)
Striving for Outstanding Customer Service
78(10)
Golden Rule of Customer Service
88(10)
Looking at Customer Service from a Fresh Perspective
98(2)
Tips for Terrific Touchpoints
100(2)
Tips for Avoiding Traps that Trip You Up
102(5)
Tips for Watching Out for Traps
107(1)
Making that Great Customer Service Last: Keep the Romance in the Relationship
107(1)
Conclusion
108(3)
Cash Conversion
111(18)
Cash Conversion Basics
112(7)
Cash Conversion Objectives
119(1)
Profitability versus Liquidity
120(9)
Sales Function
129(24)
Purpose of the Sales Function
130(2)
Sales Function in Business for Itself
132(1)
Product Analysis
133(2)
Sales and Product Controls
135(3)
Sales Forecasts
138(1)
Pricing Strategies
139(5)
Methods of Sales
144(1)
Methods of Compensation
145(2)
Sales Information and Reporting Systems
147(1)
Performing the Sales Function Analysis
148(1)
Sales Function Desirable Practices
149(2)
Conclusion
151(2)
Cost Considerations
153(46)
Cost Classifications
154(1)
Manufacturing versus Nonmanufacturing Costs
154(3)
Activity-Based Costing Overview
157(13)
Cost Elements
170(9)
Cost Reduction Analysis: Traditional versus ABC
179(4)
Customer Cost Concepts
183(6)
Analysis of Cost Behavior
189(7)
Conclusion
196(3)
Accounting Operations: Functional Considerations
199(28)
Accouting Function
200(1)
Function Analysis
201(1)
Choosing What to Analyze
202(6)
Financial Reporting
208(1)
Operational Analysis Survey Form
208(4)
Analysis of Functional Costs
212(4)
Developing Recommendations
216(8)
Conclusion
224(3)
Operational Reporting Considerations
227(36)
Small Business's Numbers
228(10)
Financial and Operating Ratio Analysis
238(11)
Key Operating Statistics
249(10)
Conclusion
259(4)
Internal Controls for the Small Business
263(50)
What Is Business Risk?
264(3)
Internal Controls as Best Practices
267(1)
Small Business Stakeholders
268(1)
Internal Control Concepts
269(4)
Internal Control Objectives
273(1)
Consideration of Fraud
274(4)
Internal Control Considerations
278(7)
How to Segregate Duties (at a Work or Activity-Unit Level)
285(1)
Performance Measures
286(3)
Internal Control Review: The 12-Step Program
289(3)
Internal Controls for Operations
292(6)
Effective Controls by Type of Business
298(12)
Conclusion
310(3)
Information Technology Control Considerations
313(42)
Overview of Computer Operations
315(1)
Control Objectives for IT
316(3)
IT Controls
319(16)
Common Small Business IT Control Weaknesses
335(2)
IT Control Examples
337(8)
Developing a Web Site
345(10)
Organization Structure and the Role of Management
355(28)
Organizing the Small Business
356(3)
Why Organize?
359(6)
Building the Small Business Organization Structure
365(4)
Comparisons between Individuals
369(1)
What Is Management?
370(2)
Management Functions
372(2)
Management Skills
374(1)
Why Managers Fail
375(1)
Tools for Self-Appraisal
376(1)
Conclusion
376(7)
Afterword 383(6)
Index 389


ROB REIDER, CPA, MBA, PHD, is the President of Reider Associates, a management and organizational consulting firm. His area of expertise encompasses planning, managerial, and administrative systems and methods; data processing; financial and accounting procedures and controls; organizational behavior and theory; management advisory services; management information and control techniques; management training; and staff development. He is also a frequent commentator on the monthly educational videotape programs produced by PRIMEDIA Workplace Learning, including The CPA Report, Governmental A&A Specialist, and the Accounting and Financial Managers Report.