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- Wiley
More About This Title Effective Operations and Controls for the Small Privately Held Business
English
"Rob Reider is the ultimate 'on-target' consultant to the small business. Whether you are just starting out or have been in a small business for years, this book is a must-read. It is concise, clear, organized and addresses the management, financial, and personnel issues that confront and often destroy small business--eighty percent of all the businesses in America."
--Tom Torgerson, CPA, President, Torgerson AssociatesManagement and Financial Consultants
"Dr. Reider's emphasis on first understanding the small business environment and then identifying and integrating individual business goals addresses a critical entry point for new business owners. His detailed advice around realistic issues emphasizes a solutions-based orientation that provides even the novice with keys to successful business practices."
--Linda Lippitt, PhD, Director, Learning Legacies
"Rob Reider is an experienced consultant, seminar facilitator, and author who has written an important book for small business owners and managers. The topics included are relevant to privately owned business managers who consider their organizations to be 'small businesses' regardless of their actual sales volume. This is a book that should be on the bookshelf of every businessperson with responsibility for the management of a small privately owned business."
--Peter B. Heyler, PBH Executive Services
"(This book) is an excellent resource not just for the small business owner, but also for colleges and universities. Any higher education institution that has a business program entrepreneurial component will find this book invaluable."
--Steve C. Martinez, PhD, Director, New Mexico Highlands University, Santa Fe and Espanola Centers
English
Rob Reider, CPA, MBA, PhD, is the President of Reider Associates, a management and organizational consulting firm. His area of expertise encompasses planning, managerial, and administrative systems and methods; data processing; financial and accounting procedures and controls; organizational behavior and theory; management advisory services; management information and control techniques; management training; and staff development. He is also a frequent commentator on the monthly educational videotape programs produced by primedia Workplace Learning, including The CPA Report, Governmental A&A Specialist, and the Accounting and Financial Managers Report.
English
Understanding the Small Business.
Small Business Management.
Small Business Computerization.
Operational Management Function.
The Family Business.
Basic Operating Formula.
Why the Small Business Is In Existence.
Businesses the Small Business Is Not In.
Helpful Systems.
Management Responsibility.
Operating Areas to be Addressed.
Economy, Efficiency, and Effectiveness.
The Initial Survey.
Chapter 2. Strategic Concepts.
Strategy Development.
Strategies for Competitive Advantage.
Other Strategies to Exploit.
Business Models.
Front-End Strategy Analysis.
Overview of the Strategy Development Process.
Some Basic Business Principles.
Mental Models and Belief Systems.
Situational Analysis: Planning Questions.
Chapter 3. Planning And Budgeting: Identifying The Right Direction And Staying On The Path.
Relationship Between the Planning and Budgeting Process.
Planning Process.
Budgeting Defined.
Developing and Monitoring the Budget.
Non-Manufacturing Budgets.
Conclusion.
Chapter 4. Customer Service: Improving Customer Service.
New Customer Quest.
Servicing Present Customers.
Striving for Outstanding Customer Service.
Golden Rule of Customer Service.
Looking at Customer Service from a Fresh Perspective.
Tips for Terrific Touch-Points.
Tips for Avoiding Traps that Trip You Up
Tips for Watching Out for Traps.
Making that Great Customer Service Last: Keep the Romance in the Relationship.
Conclusion.
Chapter 5. Cash Conversion.
Cash Conversion Basics.
Cash Conversion Objectives.
Profitability Versus Liquidity.
Chapter 6. Sales Function.
Purpose of the Sales Function.
Sales Function in Business for Itself.
Product Analysis.
Sales and Product Controls.
Sales Forecasts.
Pricing Strategies.
Mehtods of Sales.
Methods of Compensation.
Sales Information and Reporting Systems.
Performing the Sales Function Analysis.
Sales Function Desirable Practices.
Conclusion.
Chapter 7. Cost Considerations.
Cost Classifications.
Manufacturing versus Non-Manufacturing Costs.
Activity-Based Costing Overview.
Cost Elements.
Cost Reduction Analysis: Traditional Versus ABC.
Customer Cost Concepts.
Analysis of Cost Behavior.
Conclusion.
Chapter 8. Accounting Operations: Functional Considerations.
Accouting Function.
Function Analysis.
Choosing What to Analyze.
Financial Reporting.
Operational Analysis Survey Form.
Analysis of Functional Costs.
Developing Recommendations.
Conclusion.
Chapter 9. Operational Reporting Considerations.
Small Business's Numbers.
Analysis of Financial Information.
Financial and Operating Ratio Analysis.
Key Operating Statistics.
Conclusion.
Chapter 10. Internal Controls For The Small Business.
What is Business Risk?
Internal Controls as Best Practices.
Small Business Stakeholders.
Internal Control Concepts.
Internal Control Objectives.
Consideration of Fraud.
Internal Control Considerations.
How To Segregate Duties (at a Work or Activity Unit level).
Performance Measures.
Internal Control Review: The 12-Step Program.
Internal Controls for Operations.
Effective Controls by Type of Business.
Conclusion.
Chapter 11. Information Technology Control Considerations.
Overview of Computer Operations.
Control Objectives for IT.
IT Controls.
Common Small Business IT Control Weaknesses.
IT Control Examples.
Developing a Web Site.
Chapter 12. Organization Structure And The Role Of Management.
Organizing the Small Business.
Why Organize?
Building the Small Business Organizations Structure.
Comparisons Between Individuals.
What Is Management?
Management Functions.
Management Skills.
Why Managers Fail.
Tools for Self-Appraisal.
Conclusion.
Afterword.
