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Partnering for Performance: Unleashing the Power of Finance in the 21st-Century Organization

Martin G. Mand, William Whipple III
Format
Book
Published
New York : AMACOM, c2000.
Language
English
ISBN
0814405568
Contents
  • Chapter 1 Today's Business and Financial World 1
  • Triumph of capitalism
  • social constraints
  • new technologies
  • globalization
  • e-commerce
  • financial markets
  • government role
  • competition for available funds
  • CEO and CFO relationship
  • Chapter 2 Seeking Shareholder Value 25
  • Cost of capital
  • takeovers and defenses
  • business and financial strategies
  • evaluation of proposed investments
  • funding for nonbusiness organizations
  • Chapter 3 Power of Better Financial Thinking 49
  • Product profitability example
  • performance measurement
  • restructuring techniques, e.g., spinoffs, leveraged recapitalizations
  • Porter and Drucker on financial thinking and Finance role
  • Chapter 4 Finance of Today and Tomorrow 73
  • Overview of Finance activities (very diverse)
  • many value-adding opportunities
  • budget process
  • financial reporting
  • risk and probability assessments
  • competitive and customer value chain analyses
  • Finance participation in business decision making
  • Chapter 5 Finance-Avoidance Culture 97
  • History of negative perceptions of Finance (past and often present)
  • behaviors of Finance people
  • reluctance of businesspeople to include Finance in business matters
  • improvements more apparent to Finance than to businesspeople
  • titles and labels
  • Chapter 6 New Business-Finance Partnership 111
  • Finance needs to assume Shareholder Value Enabler (SVE) role
  • Partnering for Performance (PFP) proposal
  • rejection of old Finance and Finance-avoidance cultures
  • elimination of divisive distinctions such as operating versus staff or profit center versus cost center
  • Handy donut
  • eight positive beliefs and values regarding partnering behaviors
  • Chapter 7 Implementing Partnering for Performance 135
  • Exploring new areas of knowledge
  • earnings vs. cash performance measures scorecard
  • open-book management
  • activity-based management
  • decision and risk analysis
  • options
  • e-commerce opportunities
  • compensation and other incentives for value-adding activity
  • Chapter 8 Responsibilities of Partnering for Performance 159
  • SVE's new partnership responsibility with continuing accountability for financial matters
  • new thinking about traditional checks and balances
  • New company and virtual organizations
  • decision-making techniques in a partnering relationship
  • placing SVE managers on business teams
  • Chapter 9 Evaluating Partnering for Performance Implementation 177
  • Communicating the PFP and SVE initiative to the organization
  • diagnostic tools regarding implementation
  • Chapter 10 Ten Commandments of Partnering for Performance 193
  • Appendix A Cost of Capital 197
  • Appendix B Discounted Cash Flow Measures 201
  • Appendix C CFO and SVE Partners 205
  • Appendix D Scorecard Candidates 207
  • Appendix E Options 211.
Description
xviii, 220 p. : ill. ; 24 cm.
Notes
Includes bibliographical references and index.
Technical Details
  • Access in Virgo Classic
  • Staff View

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    g| Chapter 1 t| Today's Business and Financial World g| 1 -- t| Triumph of capitalism -- t| social constraints -- t| new technologies -- t| globalization -- t| e-commerce -- t| financial markets -- t| government role -- t| competition for available funds -- t| CEO and CFO relationship -- g| Chapter 2 t| Seeking Shareholder Value g| 25 -- t| Cost of capital -- t| takeovers and defenses -- t| business and financial strategies -- t| evaluation of proposed investments -- t| funding for nonbusiness organizations -- g| Chapter 3 t| Power of Better Financial Thinking g| 49 -- t| Product profitability example -- t| performance measurement -- t| restructuring techniques, e.g., spinoffs, leveraged recapitalizations -- t| Porter and Drucker on financial thinking and Finance role -- g| Chapter 4 t| Finance of Today and Tomorrow g| 73 -- t| Overview of Finance activities (very diverse) -- t| many value-adding opportunities -- t| budget process -- t| financial reporting -- t| risk and probability assessments -- t| competitive and customer value chain analyses -- t| Finance participation in business decision making -- g| Chapter 5 t| Finance-Avoidance Culture g| 97 -- t| History of negative perceptions of Finance (past and often present) -- t| behaviors of Finance people -- t| reluctance of businesspeople to include Finance in business matters -- t| improvements more apparent to Finance than to businesspeople -- t| titles and labels -- g| Chapter 6 t| New Business-Finance Partnership g| 111 -- t| Finance needs to assume Shareholder Value Enabler (SVE) role -- t| Partnering for Performance (PFP) proposal -- t| rejection of old Finance and Finance-avoidance cultures -- t| elimination of divisive distinctions such as operating versus staff or profit center versus cost center -- t| Handy donut -- t| eight positive beliefs and values regarding partnering behaviors -- g| Chapter 7 t| Implementing Partnering for Performance g| 135 -- t| Exploring new areas of knowledge -- t| earnings vs. cash performance measures scorecard -- t| open-book management -- t| activity-based management -- t| decision and risk analysis -- t| options -- t| e-commerce opportunities -- t| compensation and other incentives for value-adding activity -- g| Chapter 8 t| Responsibilities of Partnering for Performance g| 159 -- t| SVE's new partnership responsibility with continuing accountability for financial matters -- t| new thinking about traditional checks and balances -- t| New company and virtual organizations -- t| decision-making techniques in a partnering relationship -- t| placing SVE managers on business teams -- g| Chapter 9 t| Evaluating Partnering for Performance Implementation g| 177 -- t| Communicating the PFP and SVE initiative to the organization -- t| diagnostic tools regarding implementation -- g| Chapter 10 t| Ten Commandments of Partnering for Performance g| 193 -- g| Appendix A t| Cost of Capital g| 197 -- g| Appendix B t| Discounted Cash Flow Measures g| 201 -- g| Appendix C t| CFO and SVE Partners g| 205 -- g| Appendix D t| Scorecard Candidates g| 207 -- g| Appendix E t| Options g| 211.
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    a| Whipple, William, c| III.
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    a| HG4026 .M354 2000 w| LC i| X004493988 l| BY-REQUEST m| IVY t| BOOK
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