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Business Performance Measurement: Unifying Theory and by Andy Neely

By Andy Neely

Drawing jointly contributions from best thinkers world wide, this 2007 ebook experiences advancements within the thought and perform of functionality dimension and administration. considerably up-to-date and changed from the 1st version, the booklet contains ten extra chapters which evaluation functionality dimension from the views of accounting, advertising, operations, public prone and supply-chain administration. as well as those practical analyses the ebook explores functionality size frameworks and methodologies, practicalities and demanding situations, and enduring questions and matters. Edited by way of one of many world's major specialists on functionality dimension and administration, company functionality dimension might be of curiosity to graduate scholars, managers and researchers who desire to comprehend extra concerning the thought and perform of functionality dimension and administration.

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Sample text

Financial control can be seen as the process by which such plans are monitored and necessary corrective action proposed when significant deviations are detected. There are three main areas of focus for financial plans. Most basically, cash flow planning is required to ensure that cash is available to meet the payments the organization is obliged to meet. Failure to manage cash flows will result in technical insolvency (the inability to meet payments when they are legally required to be made). For business organizations, the second area requiring attention is profitability, or the need to acquire resources (usually from revenues acquired by selling goods and services) at a greater rate than using them (usually represented by the costs of making payments to suppliers, employees and others).

This can help to compensate for the tendency to construct ever-increasing numbers of performance indicators. The difficulty in constructing a balanced scorecard lies not in generating enough performance measures but, rather, in selecting down to a very small number of centrally important measures. In this formulation, the balanced scorecard uses measures of financial performance to ensure that the requirements of financiers are addressed. This closely matches the financial management use of accounting information, and may also incorporate some concept of an overall objective.

Turning to internal control, it is also apparent that traditional financial measures are now seen as an inadequate means of exercising management control within the organization. One of the reasons for the incredible popularity of the balanced scorecard over the past fifteen years has been a realization that non-financial measures provide a much more direct link to the items that managers actually manage. In their more recent publications, Kaplan and Norton have stressed the importance of “strategy mapping”, or constructing the logical connections between the basic non-financial aspects of performance in a chain leading to overall financial outcomes.

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