大葉大學圖書館 |

Best practices in management accounting[electronic resource] /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.15/11
書名/作者:	Best practices in management accounting/ edited by Greg N. Gregoriou, Nigel Finch.
其他作者:	Gregoriou, Greg N.,
出版者:	New York, NY : : Palgrave Macmillan,, 2012.
面頁冊數:	1 online resource.
附註:	Includes index.
標題:	Managerial accounting.
標題:	BUSINESS & ECONOMICS / Accounting / Managerial
ISBN:	9780230361553 (electronic bk.)
ISBN:	0230361552 (electronic bk.)
ISBN:	9780230358317 (electronic bk.)
ISBN:	0230358314 (electronic bk.)
書目註:	Includes bibliographical references and index.
內容註:	PART I: BUDGETING AND CONTROL SYSTEMS -- The Rhetoric and the Reality of Budget Participation; N.P.Barsky -- Inter-Organisational Relationships as a Complex Adaptive System; J.Rooney -- Management Accounting in a Lean Environment; M.Bartolini, R.Silvi & F.Visani -- What Really Happens with Performance Management Systems; N.P.Barsky & G.Marchant -- Recent Developments in the Representation of Management Controls; J.Rooney -- PART II: ENVIRONMENTAL MANAGEMENT -- Corporate Social Responsibility and Sustainability Reporting; N.Finch -- Management Accounting Practices for Sustainability; J.Kumarasiri -- An Integrated Package of Environmental Management Control Systems; M.L.Baker, D.A.Brown & T.Malmi -- PART III: INTANGIBLES AND NON-FINANCIAL PERFORMANCE MEASURES -- Efficiency Measurement for Supplier Selection - A Data Envelopment Analysis Approach; K.Moller, R.Silvi & F.Visani -- Intangible Assets: Value Drivers for Competitive Advantages; P.M.Madhani -- Strategic Performance Measurement System and Managerial Judgments; M.Cheng -- French Perspectives on Non-Financial Indicators as a Managerial Information System; E.Poincelot & G.Wegmann -- Management Tools for Evaluating Performance and Value Creation in Sports Organizations; A.Barajas -- PART IV: PUBLIC SECTOR MANAGEMENT -- Measuring Government Performance: The Role of the Balanced Scorecard; Z.Hoque -- Performance Measurement and Value Drivers in the Public Sector; S.Cuganesan & J.Foreman -- Balanced Scorecard as a Performance Management Tool for Museums; T.Haldma & K.��Lts.
摘要、提要註:	Management accounting has undergone significant evolution in recent years, moving away from rigid budgeting programs and static output measures to more comprehensive approaches which include value identification and measurement. This change has been driven by new management techniques and anchored within firms whose financial characteristics and organisational structures are a radical departure from those of the last century. Organizations that lead in today's economy have reinvented performance management to adapt to the many and varied challenges they face when driving stakeholder value while attempting to deliver on concurrent goals such as economic and environmental stability. Management accounting principles are now informed by strategy, not by cost. Concepts such as lean management, sustainability, intellectual capital and balanced scorecards have been transformed into robust business tools that can provide competitive advantage and increase the productivity, effectiveness and efficiency of any business, large or small. Best Practices in Management Accounting provides case studies, commentary and analysis from international experts inmanagement accounting,bringing togethera survey of the state of the discipline today. The chapters explore the contemporary focus areas of: budgeting and control systems; environmental and intangibles management; non-financial performance measures and public sector management. The book will be invaluable to those executives, managers and advisers involved in performance measurement and management in public and private companies, government agencies, firms managing intangible assets and firms incorporating sustainability concepts.
電子資源:	http://www.palgraveconnect.com/doifinder/10.1057/9780230361553

Best practices in management accounting[electronic resource] /
Best practices in management accounting[electronic resource] /edited by Greg N. Gregoriou, Nigel Finch. - New York, NY :Palgrave Macmillan,2012. - 1 online resource.

Includes index.

Includes bibliographical references and index.

PART I: BUDGETING AND CONTROL SYSTEMS -- The Rhetoric and the Reality of Budget Participation; N.P.Barsky -- Inter-Organisational Relationships as a Complex Adaptive System; J.Rooney -- Management Accounting in a Lean Environment; M.Bartolini, R.Silvi & F.Visani -- What Really Happens with Performance Management Systems; N.P.Barsky & G.Marchant -- Recent Developments in the Representation of Management Controls; J.Rooney -- PART II: ENVIRONMENTAL MANAGEMENT -- Corporate Social Responsibility and Sustainability Reporting; N.Finch -- Management Accounting Practices for Sustainability; J.Kumarasiri -- An Integrated Package of Environmental Management Control Systems; M.L.Baker, D.A.Brown & T.Malmi -- PART III: INTANGIBLES AND NON-FINANCIAL PERFORMANCE MEASURES -- Efficiency Measurement for Supplier Selection - A Data Envelopment Analysis Approach; K.Moller, R.Silvi & F.Visani -- Intangible Assets: Value Drivers for Competitive Advantages; P.M.Madhani -- Strategic Performance Measurement System and Managerial Judgments; M.Cheng -- French Perspectives on Non-Financial Indicators as a Managerial Information System; E.Poincelot & G.Wegmann -- Management Tools for Evaluating Performance and Value Creation in Sports Organizations; A.Barajas -- PART IV: PUBLIC SECTOR MANAGEMENT -- Measuring Government Performance: The Role of the Balanced Scorecard; Z.Hoque -- Performance Measurement and Value Drivers in the Public Sector; S.Cuganesan & J.Foreman -- Balanced Scorecard as a Performance Management Tool for Museums; T.Haldma & K.��Lts.

Management accounting has undergone significant evolution in recent years, moving away from rigid budgeting programs and static output measures to more comprehensive approaches which include value identification and measurement. This change has been driven by new management techniques and anchored within firms whose financial characteristics and organisational structures are a radical departure from those of the last century. Organizations that lead in today's economy have reinvented performance management to adapt to the many and varied challenges they face when driving stakeholder value while attempting to deliver on concurrent goals such as economic and environmental stability. Management accounting principles are now informed by strategy, not by cost. Concepts such as lean management, sustainability, intellectual capital and balanced scorecards have been transformed into robust business tools that can provide competitive advantage and increase the productivity, effectiveness and efficiency of any business, large or small. Best Practices in Management Accounting provides case studies, commentary and analysis from international experts inmanagement accounting,bringing togethera survey of the state of the discipline today. The chapters explore the contemporary focus areas of: budgeting and control systems; environmental and intangibles management; non-financial performance measures and public sector management. The book will be invaluable to those executives, managers and advisers involved in performance measurement and management in public and private companies, government agencies, firms managing intangible assets and firms incorporating sustainability concepts.

ISBN: 9780230361553 (electronic bk.)

Source: 541009Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

141721
Managerial accounting.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HF5657.4 / .B477 2012

Dewey Class. No.: 658.15/11

Best practices in management accounting[electronic resource] /
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245 0 0 $a Best practices in management accounting $h [electronic resource] / $c edited by Greg N. Gregoriou, Nigel Finch.
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504 $a Includes bibliographical references and index.
505 0 $a PART I: BUDGETING AND CONTROL SYSTEMS -- The Rhetoric and the Reality of Budget Participation; N.P.Barsky -- Inter-Organisational Relationships as a Complex Adaptive System; J.Rooney -- Management Accounting in a Lean Environment; M.Bartolini, R.Silvi & F.Visani -- What Really Happens with Performance Management Systems; N.P.Barsky & G.Marchant -- Recent Developments in the Representation of Management Controls; J.Rooney -- PART II: ENVIRONMENTAL MANAGEMENT -- Corporate Social Responsibility and Sustainability Reporting; N.Finch -- Management Accounting Practices for Sustainability; J.Kumarasiri -- An Integrated Package of Environmental Management Control Systems; M.L.Baker, D.A.Brown & T.Malmi -- PART III: INTANGIBLES AND NON-FINANCIAL PERFORMANCE MEASURES -- Efficiency Measurement for Supplier Selection - A Data Envelopment Analysis Approach; K.Moller, R.Silvi & F.Visani -- Intangible Assets: Value Drivers for Competitive Advantages; P.M.Madhani -- Strategic Performance Measurement System and Managerial Judgments; M.Cheng -- French Perspectives on Non-Financial Indicators as a Managerial Information System; E.Poincelot & G.Wegmann -- Management Tools for Evaluating Performance and Value Creation in Sports Organizations; A.Barajas -- PART IV: PUBLIC SECTOR MANAGEMENT -- Measuring Government Performance: The Role of the Balanced Scorecard; Z.Hoque -- Performance Measurement and Value Drivers in the Public Sector; S.Cuganesan & J.Foreman -- Balanced Scorecard as a Performance Management Tool for Museums; T.Haldma & K.��Lts.
505 0 $a Budgeting & control systems -- The rhetoric and the reality of budget participation / Noah P Barsky -- Inter-organisational relationships as a complex adaptive system / Jim Rooney -- Management accounting in a lean environment / Riccardo Silvi, Monica Bartolini and Franco Visani -- What really happens with performance management systems/ noah p barsky and garry marchant -- Recent developments in the representation of management controls / Jim Rooney -- Environmental management -- Corporate social responsibility and sustainability reporting / Nigel Finch -- Management accounting practices for sustainability / Jayanthi Kumarasiri -- An integrated package of environmental management control systems / Max L Baker, David A Brown and Teemu Malmi -- Intangibles and non-financial performance measures -- Efficiency measurement for supplier selection : a data envelopment analysis approach / Franco Visani, Riccardo Silvi and Klaus Mller -- Intangible assets : value drivers for competitive advantages / Pankaj M Madhani -- Strategic performance measurement system and managerial judgments / Mandy Cheng -- French perspectives on non-financial indicators as a managerial information system / Evelyne Poincelot and Gregory Wegmann -- Management tools for evaluating performance and value creation in sports organizations / Angel Barajas -- Public sector management -- Measuring government performance : the role of the balanced scorecard / Zahirul Hoque -- Performance measurement and value drivers in the public sector / Suresh Cuganesan and Julie Foreman -- Balanced scorecard as a performance management tool for museums / Toomas Haldma and Kertu L�a�ats.
520 $a Management accounting has undergone significant evolution in recent years, moving away from rigid budgeting programs and static output measures to more comprehensive approaches which include value identification and measurement. This change has been driven by new management techniques and anchored within firms whose financial characteristics and organisational structures are a radical departure from those of the last century. Organizations that lead in today's economy have reinvented performance management to adapt to the many and varied challenges they face when driving stakeholder value while attempting to deliver on concurrent goals such as economic and environmental stability. Management accounting principles are now informed by strategy, not by cost. Concepts such as lean management, sustainability, intellectual capital and balanced scorecards have been transformed into robust business tools that can provide competitive advantage and increase the productivity, effectiveness and efficiency of any business, large or small. Best Practices in Management Accounting provides case studies, commentary and analysis from international experts inmanagement accounting,bringing togethera survey of the state of the discipline today. The chapters explore the contemporary focus areas of: budgeting and control systems; environmental and intangibles management; non-financial performance measures and public sector management. The book will be invaluable to those executives, managers and advisers involved in performance measurement and management in public and private companies, government agencies, firms managing intangible assets and firms incorporating sustainability concepts.
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