By Fred A. Jacobs, Larry H. Beard
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Extra resources for Critical resource management: a control perspective
Ingram 151 The Anatomy of a Sales Plan Noel B. Zabriskie and John M. Browning 167 Page v Integrating Marketing and Logistics for Increased Profit Douglas M. Lambert and Robert L. Cook 183 Part Four Human Resource Management 199 Tracking the Impact of Human Resource Management Andrew Templer and Karl Hofmeyr 201 Interpersonal Skill Training A Prerequisite for Success John D. , Bobby C. Vaught, and Robert L. Trewatha 207 Making Performance Appraisals Meaningful and Fair Mark R. Edwards 221 Balancing Corporate Profits and Ethics: A Matrix Approach Donald P.
Applying corrective measures at year-end is costly, and the measures may not be properly incorporated. Page 32 Conclusion The decline in direct labor costs for industrial firms is not shocking news. Increased automation of the workplace is a fact of life, and managerial accountants are used to some of the demands placed on them by the changing production scene. Adjustments to pricing policies and increased capital requirements are the direct concerns of management, but other consequences must not be forgotten.
It is thus appropriate to start by developing insight into the cash-to-cash cycle and how the various aspects of it can be measured, evaluated, and ultimately controlled or managed. Page 2 Obviously, everyone needs to be reminded that a good, current business plan is essential. In the management of cash and other liquid assets, commonly called working capital, access to optimal amounts of credit, both long-term and short-term, is important. In "Let Your Business Plan Be a Road Map to Credit," the well-devised business plan becomes a vital part of the managing working capital because it can increase access to necessary short-term financing.