Cost Accounting: A Managerial Emphasis
354787
this book came on time however there was some damage to one of the edge, otherwise it was new, no highlights, or markings, no offensive smell, should be more careful when packing
1590346
It would not be overly difficult to write a thorough and mathematically precise book on portfolio management, but many practical and contextual considerations that managers inevitably face may have to be sacrificed or compromised to preserve its technical precision. Nor would it be overly difficult to write a practical applied book on portfolio management, but much of the important technical detail and precision may have to be sacrificed or compromised to keep the narrative engaging. It would be difficult however to write a book on portfolio management that conveys the discipline without sacrificing technical precision while at the same time capturing the practical and contextual details that managers face in its application within their firms. Yet the authors of Enterprise Project Portfolio Management: Building Competencies for R&D and IT Investment Success have accomplished both of these difficult challenges without sacrificing either and have done so in a wonderfully readable narrative of the subject which they rightfully declare to be a discipline properly located within the strategic management function. Their comprehension of the practical environment in which the theory of the discipline must be implemented is as on target as it is impressive. Their integration of the theory and practice of portfolio management will provide as much support for professors who must teach the topic, as it will for students who must learn it and practicing professionals who must apply it. Having both taught thousands of MBA and EMBA students statistics and operations management, and having provided many companies with strategic and operational consultation, I can attest that the authors have produced a very valuable resource that will ring true for all professors and students of the discipline and for portfolio management professionals whatever may be their industry.

Professor Donald L. Pardew
Columbia Business School (formerly)
University of Bolzano, Italy (currently)
244480
Richard M. Cyert is Professor of Economics and Management at Carnegie Mellon University. James G. March is Professor of Management and Professor of Political Science and Sociology at Stanford University. This book was originally published in 1963 and consists of 9 chapters with a short introduction and preface. This 2nd edition published in 1992 adds an epilogue.

The authors start clearly in the Introduction: "This book is about the business firm and the way it makes economic decisions. We propose to make detailed observations and to use these observations as a basis for a theory of decision making within business organizations." In the second chapter Cyert and March introduce some of the problems with the original theory of the firm and organization theory and introduce their approach to explain the behaviour of business firms with respect to economic decisions.

The authors provide some partial answers in the 3 following chapters in which they consider organizational goals (chapter 3), organizational expectations (chapter 4), organizational choice and (to a limited extent) organizational control (chapter 5). This section is concluded with a skeleton of their basic theory of organizational choice and control upon which one can develop an explicit model of organizational decision making. The first model of price and output is already given in chapter 5 and in chapter 6 Cyert and March introduce a model of price setting in a department store.

Chapter 7 introduces a summary of the basic concepts in the behavioural theory of the firm which is based on 2 major organizing devices. First, a set of exhaustive variable categories (goals, expectations, choice) and, second, a set of relational concepts (quasi resolution of conflict, uncertainty avoidance, problemistic search and organizational learning). "We think that these concepts will prove useful in dealing with organizational decision making as it is reflectd in business firms."

Chapter 8 serves as a concluding chapter and explains that the theory of the firm serves four major purposes within the framework of economic theory: (1) a method for decision making; (2) a prescription for decision making; (3) a description of behaviour of certain aggregates of firms; and (4) a tool for deciding among some alternative economic policies. Each of these purposes are discussed in detail.

In the final chapter Cyert and March attempt to place the preceding chapters into a contract of developments subsequent to the original publication. "In the first section, we describe the main ideas on which the book was built, key themes in behavioural studies of the firm. In the second section, we discuss developments in the economic analysis of the firm since 1963 ... In the third section, we discuss developments in the behavioural study of decision making in organizations."

This was a monumental piece of research in the early 1960s and, yes, the authors admit "that they may not have it all quite right. Yet.", but is still pretty much up to date especially with the adjustments made for the 1992-edition. It provides great insights into decision making within business firms. I have read this book with great interest and enjoyment. I can recommend this book all managers and people interested in decision making and organizational behaviour.
1959740
I`d like that this book has all basics that you have to know in accounting. At the same time structure and material in this book are presented in a complicated way.
3098140
Too costly. Otherwise well written and arranged. Exercise questions well composed. Love the CPA type questions section too. Accompanied software helps in understanding.
3187861
Clearly written. Although it assumes some basic knowledge about accounting, the writing technique is such that there is very little background knowledge that you have to go refresh yourself with in order to make sense of the new information. For a novice at accounting like me, this was easy to understand, with good examples and illustrations.
670049
I enjoyed the book, loved the diagrams. Helps one focus on goals and short term sacrifice in or to reach them. The only part I don't agree with is the need for an advisor for most to hand hold and be able to clearly see what is best in the long run unemotionally. The cost for this hand holding can be upwards of 10-20% of your returns. Definitely not worth it. But the book is.
2279002
Revenue Management in hotels has evolved from the airlines yield management systems introduced in the 1980s as a means of more effectively linking pricing to specific supply and demand using automation.

Understanding the key concepts in revenue management's and applying its most useful strategies and tactics have become critical for most hospitality operations, regardless of hotel size, brand or location.

Dr. Gabor Forgacs has worked in the industry on two continents over a 20 year period.  He has been on the faculty of the Ted Rogers School of Hospitality and Tourism Management at Ryerson University in Toronto since 1997.  Dr. Forgacs has used this combination of experience and research in a new resource that delves into revenue maximization strategies and their operational application.

The book is an easy read of only 100 pages, but it is full of useful information.

The 5 chapters are:
1. What is revenue management?
2. Measurement - internal and external measures
3. Tactical revenue management including forecasting demand and availability
4. Strategies in marketing, pricing, packaging and distribution channel
5. Revenue management's role and place, including automation and systems

Each chapter includes an outline and competencies to be gained by understanding the material in that chapter. While this book is used in academic and university settings, Dr. Forgacs has made the material very user friendly to both hospitality students and end users in the industry.

Readers will study the distinctions between strategic and tactical revenue management and why that distinction is important.  He identifies tools that are available to revenue managers and when to use them.

He explains how to interpret the wide variety of information needed to effectively maximize revenue, as well as essential issues to scrutinize before implementing revenue management tactics.  He explains how revenue management is often misunderstood and applied inappropriately, as well as potential consequences and costs that may be incurred if revenue management is used improperly.  On balance, he also outlines the many benefits that can be achieved when properly done.

I am pleased to recommend this book.

Dr. John Hogan, CHA CHE CMHS
HospitalityEducators
Hogan Hospitality
4877421
Generally speaking, this is an excellent book which brings to light the  issues which face the business leaders of the information age. It does an  excellent job of identifying the issues which must be addressed by firms  that wish to remain competitive in the dynamic global  marketplace.
However, as an accounting professional, I found the book  overly critical of the accounting profession, although it does at times  accurately reflect the profession's lack of enthusiasm for dealing with  difficult measurement issues.
2474426
You need to be an accountant to appreciate this book but it is a very good reference.  Clearly written and seems to cover what I need covered.  It spells things out perhaps a little more directly than the McKee treatise.
2973720
I like this fresh approach for quantifying the value of the training organization. For years, learning and development people have been beating their heads against the wall trying to measure the true ROI of learning. In my experience, it's not possible, without spending crazy amounts of money on the actual measurements. That's why I like this approach. It's more about linking training with business objectives. Good stuff!
2729598
This text represents my first formal exposure to Accounting.  I found the text easy to read with clear explanation, and a comprehensive selection of example problems that have been solved to illustrate key points.  Given the extensive number of chapters and revisions, the text is "complete" and well refined.

My wish is that the text would have included answers to some of the extensive number of practice problems it provides.
1127556
Scarce capital makes it imperative that owner organisations investing in mega-projects take a strategic and critical look at why their programmes don't succeed.  The problem is that programme management can be overwhelming with multiple stakeholders pulling in different directions and each driven to their own goals and objectives.

In this book the authors have condensed their years of experience into a practical and easy to understand framework for programme management.

Part 1 of the book covers the context of programmes, the role of the owner organisation and provides a model for programme management.

Part 2 builds on this by providing six sequential steps to a successful programme including programme initiation and shaping, planning, shaping the programme organisation, maintaining control of the programme, sequential launching of outcomes and reviewing performance.

Part 3 continues with enablers for success including leadership, nurturing the team, engaging stakeholders, aligning people towards a common goal and finally aspects of programme governance.
1308097
Cutting IT costs is not a step-by-step how-to book on how to cut your IT costs as the author explains upfront. Instead its intent is to make the reader aware of various tactics their organization should consider to reduce their IT spending. These tactics range from applying common sense (which is not always commonly practiced) such as making sure your invoices charge you for what you actually ordered, to less thought about tactics such as understanding and leveraging a vendor's comp plan to get the best price. I especially found the last chapter that explains what not to do when trying to cut IT costs very informative.

Overall, if you are involved in the procurement of hardware, software, and/or the services that come with them for your organization, this book (which can be read in less than an hour) is well worth your while.
3617740
This little book helped me to understand costing better and inspired me to refine our chart of accounts. Thanks Dave
3824329
Published by How to Books, the 9th edition of Dr Peter Mashall's Mastering Book-Keeping: A Complete Guide to the Principles and Practice of Business Accounting, now a rather special standard work, is a practical accounting guide accredited by The Institute of Certified Bookkeepers.  Appealing to both accountants and book-keepers alike, Dr Peter Marshall's purpose in writing this book is to "teach book-keeping in a spatial way assuming that if students understand the page layouts they will naturally understand how to enter them...this is a cause of much communication difficulty in classrooms."  Employing a series of diagrams, illustrations, and sets of sample books and accounts, Dr. Marshall provides an in-depth analysis and much-needed clarity on major principles such as double-entry accounting.

In order to keep the guide structured with easily accessible information, Dr. Marshall divides the book by the following essential principles: daybooks, ledger accounts, end of year accounting strategies, sole proprietorship, limited companies, not for profit accounts, the role of computers in accounting, and the implementation of public policy such as the Data Protection Act of 1998.

While there are countless business accounting guides on the market, few make the process as simplified, concrete, and easy to understand as Mastering Book-Keeping.  Dr. Marshall not only refrains from generalizing, but he defines his terms in the most succinct way possible, reaffirms audience understanding by providing constant summaries and utilizes a step-by-step process that leaves little room for ambiguity.

Section 45, "Accounting for bad and doubtful debts" of Mastering Book-Keeping effectively illustrates Dr Marshall's presentation and delivery of information.  First, Dr. Marshall explains the nature of bad debts by stating that, "Not every credit customer will pay what he/she owes."  In accounting terms, bad debts are like depreciation, or the "erosion of value."  Upon explaining the vital terminology in layman language, he includes a worked out example of bad debt accounting using the journal, nominal ledger, and sales ledger.  Unlike most dense textbooks students normally contend with, Dr. Marshall takes you directly and undeterred from point A to point B, making Master Book-Keeping a book that should be resourceful for all learning levels.

Additionally, Mastering Book-Keeping prepares the individual for major business accounting examinations by providing sample exams equipped with answer sheets.  From the ICB Level I question paper to the IAB Level 4 question paper and model answers, Dr. Peter Marshall covers just about every exam pertaining to book-keeping.

Ultimately, Dr. Marshall's Mastering Book-Keeping feels less like a written guide and more like visualization, as though the audience is sitting in a large classroom and watching Dr. Marshall explain his charts and visuals on the whiteboard.  In other words, there is a very real element to the book that connects Dr. Marshall with his readers and can usually only be retrieved from a classroom setting.  For those serious about business accounting and mastering the intricacies of cash books, balance sheets, etc., your search ends now with this must-have Mastering Book-Keeping.
3458191
In today's volatile business world, firms can no longer allocate their precious resources based on yesterday's budgets.  To compete, companies need their capabilities well orchestrated and aligned with business strategies.  "The Internal  Economy" sweeps away old thinking about managing resources.  Bringing the tonic of the marketplace to bear, it provides a breakthrough approach for planning and budgeting.