000 02330nam a2200301Ia 4500
001 55
008 230305s2003 xx 000 0 und d
020 _a9781578518661
040 _cTBS
041 _aeng
043 _aen_UK
245 0 _aBeyond budgeting
260 _bHarvard Business School Press,
_c2003
300 _axxii + 232 p. ; 24 cm
490 _aFinance
490 _aAccounting
500 _ahow managers can break free from the annual performance trap
520 _aThe annual budgeting process is a trap. Pressured by fixed targets and performance incentives, managers focus on making the numbers instead of making a difference, meeting set goals instead of maximizing potential. With their compensation at stake, managers often resort to deceitful-even unethical-behavior. In the end, everybody loses-the employee, the company, and ultimately the customer. Now, finance experts Jeremy Hope and Robin Fraser reveal the results of an intensive study aimed at fixing the broken budgeting process. They argue that companies must abandon traditional budgeting contracts in favor of a radical new model that links performance measurement to evolving competitive benchmarks-and shifts the firm's focus from controlling employee behavior to delivering customer value. The Beyond Budgeting model is built on the best practices of companies that have successfully revised their centralized planning and budgeting processes. It combines a leadership vision that devolves more authority to operating managers and a finance vision that enables fast decision making through appropriate tools and accessible information. Through vivid examples, Hope and Fraser illustrate how companies can implement these shared visions-and the long-term benefits that accrue from embracing them. Offering a compelling case for breaking free from the budgeting trap, this book paves the way toward making organizations better places to work for, invest in, and do business with.
630 _aHD INDUSTRIES. LAND USE. LABOR
_937
650 0 _aManagement
_9319
700 _aFraser, Robin
_eAuthor
_9320
700 _aHope, Jeremy
_eAuthor
_9321
856 _uhttp://books.google.es/books?id=RVaEUSiDpbsC&printsec=frontcover&dq=BEYOND+BUDGETING#v=onepage&q=&f=false
902 _a415
905 _am
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