Managing Money [antikvár]

Preliminaries If you've picked up this book because your living expenses are always outrunning your income, you're going to be disappointed. This is a book about organisations' money, not personal money. But assuming you're in a management job -any sort of management job - you should find the book helpful. Supervisor or the head of Global Enterprises Consolidated, your job depends on the way your organisation uses its money, and that's at least partly down to you. Many managers think there's an easy way out. They're the ones who rely on 'experts'. After all, as an individual you can expect your bank manager to keep a tally of what's in your account, or your solicitor to tell you what to do if you've got a legal problem. So as a manager, what's wrong with your looking to the accountants to manage the money? They're the finance experts aren't they? It's their job! If only it were that simple. In practice you can't leave the money management to the accountants because it's not that sort of money. It's the money-value in the equipment and supplies and people and activities you manage-the resources of the organisation that have been put.in your charge. You can't expect the accountants to manage them! You're the person who manages the money by the controls you operate, by the decisions you take, by the instructions you give, by the problems you tackle (or don't tackle as the case may be). Everything you do as a manager has financial consequences. The accountants can help with information and gdvice, but they can't do your management job for you. This book helps you to do that job by giving you an understanding of the money at work in your organisation's operations-the 'Money Machine' that is constantly running in any organisation. It explains Profit-and-Loss Accounts and Balance Sheets as basic working documents, and how to interpret them with the aid of financial ratios. It shows how a budget is built up and how it's operated. It throws light on the arcane mysteries of Current Cost Accounting, Marginal Costing, Discounted Cash Flow and Net Present Value. And it's all done in a style that is simple and easy to read. Managing Money, important as it is in any kind of organisation, is only part of your management task. It's one of the three management priorities defined in the first book in