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Handbook of budgeting / William R. Lalli, editor
Contributor(s): Resource type: Ressourcentyp: Buch (Online)Book (Online)Language: English Series: Wiley corporate F&A | Wiley Corporate F&a Ser ; v.562 | Wiley corporate F & APublisher: Hoboken : John Wiley & Sons, c2012Edition: 6th ed (Online-Ausg.)Description: Online-Ressource (1 online resource (xviii, 846 p.)) : illISBN:- 9781283401333
- 1283401339
- 9781118170595
- 9780470920459
- 658.154
- 658.15/4 23
- HG4028.B8
Contents:
Summary: No other management tool provides the operational direction that a well-planned budget can. Now in a new edition, this book provides updated coverage on issues such as budgeting for exempt organizations and nonprofits in light of the IRS' newly issued Form 990; what manufacturing CFOs' budgeting needs are; current technology solutions; and updated information on value-based budgets. Controllers, budget directors, and CFOs will benefit from this practical "how-to" book's coverage, from the initial planning process to forecasting to specific industry budgets.Summary: Cover -- Title Page -- Copyright -- Contents -- Foreword -- Preface -- PART ONE: INTRODUCTION TO THE BUDGETING PROCESS -- Chapter 1: Integrating The Balanced Scorecard for Improved Planning and Performance Management -- Overview -- Elements of a Balanced Scorecard -- Use of Strategy Maps -- Scorecard Cascading -- Bringing It All Together -- Integrating the Scorecard with Planning and Performance -- Balanced Scorecard and Annual Planning -- Continuous Strategic Management with the Scorecard -- Summary -- Chapter 2: Strategic Balanced Scorecard-Based Budgeting and Performance Management -- Introduction: Why Most Companies Fail to Implement Their Strategies -- Why a few Companies Produce Exceptional Results -- Measure your Strategy with Balanced Scorecard -- Balanced Scorecard-Based Budgets -- Performance Management -- Summary -- Chapter 3: Budgeting and the Strategic Planning Process -- Definition of Strategic Planning -- Planning Cycle -- Strategic Planning Process: A Dynamic Cycle -- Situation Analysis -- Business Direction/Concept -- Alternative Approaches -- Operational Plan -- Measurement -- Feedback -- Contingency Planning -- Problems in Implementing Formal Strategic Planning Systems -- Summary -- Chapter 4: Budgeting and Forecasting: Process Tweak or Process Overhaul? -- Introduction -- Survey Methodology -- Findings: Budgeting Process -- Findings: Forecasting Process -- Report Summary -- Developing a Road Map for Change -- Chapter 5: The Budget: An Integral Element of Internal Control -- Introduction -- The Control Environment -- Planning Systems -- Reporting Systems -- Summary -- Chapter 6: Relationship Between Strategic Planning and the Budgeting Process -- Introduction -- How to Plan -- The Audience for Whom the Plan Is Designed -- Strategic Business Planning and Its Role in Budgeting.PPN: PPN: 809503867Package identifier: Produktsigel: ZDB-26-MYL | ZDB-30-PBE | ZDB-30-PAD | ZDB-30-PQE
Handbook of Budgeting; Contents; Foreword; Preface; PART ONE: INTRODUCTION TO THE BUDGETING PROCESS; Chapter 1: Integrating The Balanced Scorecard for Improved Planning and Performance Management; Overview; Elements of a Balanced Scorecard; Use of Strategy Maps; Scorecard Cascading; Bringing It All Together; Integrating the Scorecard with Planning and Performance; Balanced Scorecard and Annual Planning; Continuous Strategic Management with the Scorecard; Summary; Chapter 2: Strategic Balanced Scorecard-Based Budgeting and Performance Management
Introduction: Why Most Companies Fail to Implement Their StrategiesWhy a few Companies Produce Exceptional Results; Measure your Strategy with Balanced Scorecard; Balanced Scorecard-Based Budgets; Performance Management; Summary; Chapter 3: Budgeting and the Strategic Planning Process; Definition of Strategic Planning; Planning Cycle; Strategic Planning Process: A Dynamic Cycle; Situation Analysis; Business Direction/Concept; Alternative Approaches; Operational Plan; Measurement; Feedback; Contingency Planning; Problems in Implementing Formal Strategic Planning Systems; Summary
Chapter 4: Budgeting and Forecasting: Process Tweak or Process Overhaul?Introduction; Survey Methodology; Findings: Budgeting Process; Findings: Forecasting Process; Report Summary; Developing a Road Map for Change; Chapter 5: The Budget: An Integral Element of Internal Control; Introduction; The Control Environment; Planning Systems; Reporting Systems; Summary; Chapter 6: Relationship Between Strategic Planning and the Budgeting Process; Introduction; How to Plan; The Audience for Whom the Plan Is Designed; Strategic Business Planning and Its Role in Budgeting
Planning Differences among Small, Medium, and Large OrganizationsComponents of Strategic Planning; Management and Organization; Market Analysis; Formulation of Marketing Strategies; Operations Analysis; Summary; Chapter 7: The Essentials of Business Valuation; Introduction; Understanding the Valuation Assignment; Research and Information Gathering; Adjusting and Analyzing the Financial Statements; Three Approaches to Valuing a Business; Income Approach; Market Approach; Asset Approach; Making Adjustments to Value; Reaching the Valuation Conclusion
Chapter 8: Moving Beyond Budgeting: Integrating Continuous Planning and Adaptive ControlIntroduction; Annual Budgeting Trap; Why Some Organizations Are Going Beyond Budgeting; Beyond Budgeting: Enabling a More Adaptive Performance Management Process; Climbing the Twin Peaks of Beyond Budgeting; Beyond Budgeting: Enabling Radical Decentralization; Chapter 9: Moving Beyond Budgeting: An Update; Introduction; Beyond Budgeting Round Table (BBRT); Guardian Industries Corporation; PART TWO: TOOLS AND TECHNIQUES; Chapter 10: Implementing Forecasting Best Practices; Introduction
Budgeting versus Forecasting
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