Synopses & Reviews
Finance for the Nonfinancial Manager, Fourth Edition.
If you're a manager, odds are you're playing a larger and more important role in the financial matters of your company. As today's marketplace becomes increasingly competitive, it's essential that all managers have a basic understanding of the tools, objectives, and functions of finance if they are to stay ahead of the competition. Covering the gamut of the "numbers" end of management, Finance for the Nonfinancial Manager helps you develop a sound basis for carrying out strategic financial planning and decision-making responsibilities.
This comprehensive reference has served as an indispensable guide for executives, managers, and small business owners for almost two decades. Now in its fourth edition, this classic has been updated to reflect the latest federal tax and regulatory legislation, and it is filled with new charts, tables, and examples suitable for the needs of today's manager. From basic economic concepts to accounting conventions, the broad range of topics examined in Finance for the Nonfinancial Manager include: cash flow management, banking relationships, security markets, credit policies, and capital acquisition. You'll also find practical guidelines for such important skills as how to:
- Interpret balance sheets.
- Design budgets and P & Ls.
- Apply break-even analyses.
- Decipher financial statements.
Now more than ever, being a manager in the competitive marketplace requires a solid understanding of key aspects of finance. This revised and expanded edition of Finance for the Nonfinancial Manager shows you how to get a handle on the basic concepts and principles you need to run and maintain a successful business.
Synopsis
Finance for the Nonfinancial Manager, Fourth Edition.
If you're a manager, odds are you're playing a larger and more important role in the financial matters of your company. As today's marketplace becomes increasingly competitive, it's essential that all managers have a basic understanding of the tools, objectives, and functions of finance if they are to stay ahead of the competition. Covering the gamut of the "numbers" end of management, Finance for the Nonfinancial Manager helps you develop a sound basis for carrying out strategic financial planning and decision-making responsibilities.
This comprehensive reference has served as an indispensable guide for executives, managers, and small business owners for almost two decades. Now in its fourth edition, this classic has been updated to reflect the latest federal tax and regulatory legislation, and it is filled with new charts, tables, and examples suitable for the needs of today's manager. From basic economic concepts to accounting conventions, the broad range of topics examined in Finance for the Nonfinancial Manager include: cash flow management, banking relationships, security markets, credit policies, and capital acquisition. You'll also find practical guidelines for such important skills as how to:
* Interpret balance sheets.
* Design budgets and P & Ls.
* Apply break-even analyses.
* Decipher financial statements.
Now more than ever, being a manager in the competitive marketplace requires a solid understanding of key aspects of finance. This revised and expanded edition of Finance for the Nonfinancial Manager shows you how to get a handle on the basic concepts and principles you need to run and maintain a successful business.
Synopsis
How to transform an organization, based on fascinating, inside stories of major industrial companies and service companies (including Fortune 500 companies), aggressive smaller firms, and European companies. Provides insights into the styles and philosophies of leaders and executives who have transformed their companies, whether big or small, and offers practical advice on middle management's role in transforming large organizations.
Synopsis
Now in paper! The blueprint for instituting change used by America's top CEOs!
THE TRANSFORMATIONAL LEADER
Lee Iacocca is one. So is GE's Jack Welch. And Unisys's Michael Blumenthal. They're "transformational" leaders--a special breed capable of managing the kind of massive turnaround most U.S. companies will have to undergo in the next decade to stay competitive. But what makes them able to steer their huge organizations down new paths? The Transformational Leader gives senior executives and managers the answers, not by profiling personalities, but by dissecting the process of transformational leadership and giving managers specific ideas for transforming their own companies.
Praise for The Transformational Leader . . .
"I hope executives everywhere take the time to learn from this valuable book." --Rosabeth Moss Kanter, Harvard Business School author of The Change Masters and When Giants Learn to Dance
"Takes its place in the first rank of books on leadership. It is a fascinating study of business leaders who actually accomplished major transformations. I learned a great deal from it." --John Gardner, founder of Common Cause and former Secretary of HEW
About the Author
NOEL M. TICHY is a professor at the University of Michigan's Graduate School of Business and the author of several books including Managing Strategic Change.
MARY ANNE DEVANNA was, until her recent death, Associate Dean of Columbia University's Graduate School of Business and coeditor of The Portable MBA and Strategic Human Resource Management.
Table of Contents
The Themes, The Protagonists, The Transformational Drama.
RECOGNIZING THE NEED FOR REVITALIZATION.
The Gathering Storm.
Overcoming the Resistance to Change.
CREATING A NEW VISION.
Diagnosing the Problem.
Creating a Motivating Vision.
Mobilizing Commitment: Getting People Signed on to the Mission.
INSTITUTIONALIZING CHANGE.
Creative Destruction: Reweaving the Social Fabric.
The Leader as Social Architect I: Making Bureaucracy Behave.
The Leader as Social Architect II: Motivating People.
EPILOGUE.
History Repeats Itself.
Notes.
References.
Index.