state education, that is, much older than economic planning. Until comparatively recent times, however, educational planning was haphazard rather than deliberate, a matter for local rather than central government, concern with individual educational systems, and no effort was ever made to state the objectives that planning was supposed to satisfy. The Second World War change all that: the post-war explosion in the demand for education, the new interest in central economic planning, the obsession in
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Business Performance Measurement (BPM) systems have grown in use and popularity over the past twenty years. Firms adopt BPM systems for a variety of reasons, but chiefly to improve control over the firm in ways that traditional accounting systems have not allowed. Several approaches, or frameworks, for building and managing BPM systems have evolved with the balanced scorecard as the dominant framework in use today. Despite the growing use of BPM systems in organizations of all kinds, significant
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|MANAGING PUBLIC | | |SECTOR RECORDS | | | |A Training Programme | |
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Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333;
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Chapter 12 Business Intelligence and Decision Support Systems Goals of the Chapter The primary objective of this chapter is to recognize the importance of data, the management issues that relate to it, and its life cycle. Other objectives include relating data management to multimedia and document management, explaining the concept of data warehousing, data mining, analytical processing, and knowledge discovery management. An Overview Section 12.1 – The Need for Business Intelligence – The section
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| |Date issued |Completion date |Submitted on | |1st May 2015 |3rd July 2015 before 12:00 midday | | |Assignment title |Managing Financial Resources and Decisions - Shaping
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Information Cost Classification Inventory Control Accounting for labour Accounting for Overheads The Management Accountant’s Profit Statement – Absorption Costing The Management Accountant’s Profit Statement – Marginal Costing Process Costing – Introduction Process Costing – Losses Process Costing – Work-in-Progress Process Costing – Joint Products
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create is the value that come from customers-the ones you have now and the ones you will have in the future. Businesses succeed by getting, keeping and growing customers. Customer are the only reason you build factories, hire employees, schedule meetings, lay fiber-optic lines, or engage in any business activity. Without customers, you have don’t a business. CUSTOMER VALUE: * The level of priority the customer gives to a product. CUSTOMER SATIFACTION: * When the customer perceive expected
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competitors, suppliers, labor unions, and so on. Cost accounting systems are designed to provide information to internal users (managers). This difference is important, because it affects the design of the systems. Financial accounting systems are based on standards or rules. This allows the user to compare the results of different firms. Managerial accounting systems do not require rules. Each firm is free to develop managerial accounting systems that best serve the needs of the decision makers (managers)
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1 CMA Strategic Leadership Program (SLP) 1.1 1.2 SLP objectives and basics The SLP in steps 1.2.1 Phase 1 - Development 1.2.1.1 Learning activities 1.2.2 Case Examination 1.2.3 Phase 2 - Application 1.2.4 Report to the Board 1.2.5 Practical experience Evaluation methods for learning activities and national examinations 1.3.1 Evaluation of learning activities 1.3.2 Evaluation of the national examinations SLP management rules 1.4.1 Educational material and SLP Site 1.4.2 Attendance at interactive
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