introduction organizations activity-based implementation

books:

Accounting and Management: Field Study Perspectives
Robert S. Kaplan

Harvard Business School Press, 1987

A multi-authored text on the problems faced by companies as they attempt to modernize their management accounting systems. Examines how companies such as Weyerhaeuser, Johnson & Johnson, and Hewlett-Packard have designed new control systems and provided new directions for measuring product costs and managerial performance.

20/20 Foresight: Crafting Strategy in an Uncertain World

11 reviews
Hugh Courtney

Harvard Business School Press, 2001

Measuring Degrees of Probability Amidst Uncertainty
Courtney and his McKinsey associates decided to launch within their firm the Strategy Theory Initiative (STI), a multi-year research effort whose objective was to identify, develop, and disseminate what they learned about a "better approach" to the immensely challenging complicated design/implementation process. (While reading the Preface to this book, I was reminded of one version of a Hebrew ...

1998 Harvard Business School Core Collection: An Author, Title, and Subject Guide (Harvard Business School ...

Harvard Business School Press, 1998

ABC in Service Industries
Robert S. Kaplan, Robin Cooper

Harvard Business School Press, 1997

While ABC (activity-based costing) originated in manufacturing companies, many service organizations today are obtaining great benefits from this approach as well. Applying ABC to service organizations requires a keen appreciation of costing for committed resources. This chapter illustrates why managers need the information from an ABC model to make decisions about products and services they wish to offer, the customer segments they wish to ...

1999 Harvard Business School Core Collection: An Author, Title, and Subject Guide (Harvard Business School ...
Harvard Business Review

Harvard Business School Press, 1999

Harvard Business School's Baker Library's Core Collection provides a compact, easily browsed selection of current and classic books on the issues that HBS faculty, researchers, and students consider central to their work. The 1999 edition features approximately 3,700 titles, including basic graduate textbooks, important business classics, biographies, up-to-date handbooks on management topics, and company histories. Revised and updated ...

The 2001 HBR List: Change Is Changing (HBR OnPoint Collection)

Harvard Business School Press, 2001

HBR OnPoint collections save you time by synthesizing and distilling the essence of four Harvard Business Review articles that, together, help you meet a specific management challenge. One-page overviews draw out the main points. Annotated bibliographies point you to related resources. Original HBR articles included. Revolution or evolution? Radical reinvention or incremental adjustment? How can companies best navigate a roiling business ...

Adaptation: Adjusting to Differences: Strategies for Global Value Creation
Pankaj Ghemawat

Harvard Business School Press, 2007

This chapter focuses on adaptation strategies for adding value in the face of large cross-border differences, exploring in detail the strategies of the world's ten largest competitors in the major home appliance industry.

Activity-Based Management: Operational Applications
Robert S. Kaplan, Robin Cooper

Harvard Business School Press, 1997

The activity-based costing (ABC) model provides managers with a more accurate economic map of organizational spending and activities. How can managers benefit from this information? Activity-based management (ABM) accomplishes its objective through two complementary applications: operational and strategic ABM. This chapter examines operational activity-based management, which encompasses the actions that increase efficiency, lower costs, and ...

Action Plans: The Architecture of Implementation
Harvard Business School Press

Harvard Business School Press, 2005

Successful implementation is accomplished by turning strategic plans into action plans that are executed at a unit level. Those action plans must address key strategic goals through practical steps, measure progress over time, ensure the necessary resources, and keep everything on track. This chapter segments the action-planning process into a number of key steps and provides an example of one company's formal action plan that you can adopt as a ...

Adjusting the Levers: Three Examples: Levers of Organization Design at Work
Robert Simons

Harvard Business School Press, 2005

This chapter focuses on the important interplay of the four levers of organization design. Examples from three different organizations are used to discuss the effect of each design variable on the others.

Adaptive Enterprise: Creating and Leading Sense-And-Respond Organizations

13 reviews
Stephan H. Haeckel

Harvard Business School Press, 1999

The Future of Service Industries
Adaptive Enterprise covers two separate but related topics - mass customisation (customisation at mass production costs) and agility (capability to deal with changes in the business environment and the associated high levels of uncertainty). The book is primarily focused on service industries, where services can often be customised through organisational (re)configuration (hence the agility ...

Active Coaching and Follow-Up: Getting down to Business
Harvard Business School Press

Harvard Business School Press, 2004

Active coaching is a collaborative effort, requiring both parties to be in agreement about goals, an action plan, and approach. This chapter addresses the one-on-one basics of coaching and explains how to handle feedback and achieve mutual satisfaction. Each coaching session is different, and this chapter offers tips on how to use the best approach to suit the situation.

Activity-Based Costing: Introduction
Robert S. Kaplan, Robin Cooper

Harvard Business School Press, 1997

Properly constructed activity-based costing (ABC) systems provide more accurate cost information about business activities and processes, and about the products, services, and customers served by these processes. ABC systems focus on organizational activities as the key element for analyzing cost behavior by linking organizational spending on resources to activities and business processes performed by these resources. This chapter describes the ...

Achieving Strategic Alignment: From Top to Bottom
Robert S. Kaplan, David P. Norton

Harvard Business School Press, 1996

Implementing strategy begins by educating and involving the people who must execute it. By communicating the strategy and by linking it to personal goals, the Balanced Scorecard creates a shared understanding and commitment among all organizational participants. This chapter describes how organizations have used the Balanced Scorecard to communicate their new strategies to all employees, aligning departmental, team, and individual goals to ...

Accurate Business Forecasting
Harvard Business School Press

Harvard Business School Press, 1991

no description

Accounting for Success: A History of Price Waterhouse in America, 1890-1990

1 review
David Grayson Allen, Kathleen McDermott

Harvard Business School Press, 1993

Living History
If you want to learn more about the history of one of the first "global" accounting firms in America this book is it. FYI, I met my future wife while working at PW which was an excellent beginning to my career.

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