McGraw Hill -Accounting for Managers

William Webster9780071421744, 0071421742

Translated into 16 languages! The reader-friendly, icon-rich Briefcase Books series is must reading for all managers at every level.
All managers, whether brand new to their positions or well-established in the organizational hierarchy, can use a little “brushing up” now and then. The skills-based Briefcase Books series is filled with ideas and strategies to help managers become more capable, efficient, effective, and valuable to their organizations.
While they don’t need the knowledge of a CPA, all managers must still have a basic understanding of how money is tracked and accounted for in an organization.
Using the sidebars and down-to-earth style that has become the Briefcase Books trademark, Accounting for Managers defines essential terms–from general ledger to chart of accounts–and, more importantly, discusses their applications in everyday business. It also introduces managers to popular accounting software programs and their use in tracking and allocating funds in the organization.

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Table of contents :
Accounting
for Managers……Page 5
Contents……Page 7
Preface……Page 11
Special Features……Page 12
Acknowledgments……Page 13
About the Author……Page 14
The Three Questions……Page 15
Visualize to Understand……Page 16
The Accounting System……Page 19
Accounting from the Bottom Up……Page 20
Double Entry……Page 21
Bookkeeping and Accounting……Page 26
Financial Statements……Page 29
Accounting Principles……Page 30
The Fundamental Equations of Accounting……Page 32
A Few Important Details……Page 34
Manager¡¯s Checklist for Chapter 1……Page 38
2. Concepts and Principles, Checks and Balances……Page 40
Closing the GAAP……Page 42
Zen Accounting……Page 50
Checks and Balances……Page 51
Audits……Page 54
Manager¡¯s Checklist for Chapter 2……Page 58
The Lemonade Stand……Page 59
Load, Wash, Rinse, Spin, Dry……Page 61
Past as Prologue……Page 63
The Income Statement……Page 64
Statement of Cash Flows……Page 67
The Balance Sheet……Page 71
A Delicate Balance: The Adjusting Entries……Page 73
Manager¡¯s Checklist for Chapter 3……Page 77
What Measures Performance?……Page 78
Liquidity Ratios……Page 83
Activity Ratios……Page 84
Debt Ratios……Page 88
Profitability Ratios……Page 89
Putting It All Together……Page 92
Manager¡¯s Checklist for Chapter 4……Page 96
5. Management Accounting……Page 97
Management Accounting ¡ª for the Future……Page 98
Cost/ Volume/ Profit Analysis……Page 103
Manager¡¯s Checklist for Chapter 5……Page 115
Cost Behavior, Inventory, and Overhead……Page 116
General Widget Company……Page 126
Manager¡¯s Checklist for Chapter 6……Page 136
Why the Fuss?……Page 137
Job- Order and Process Costing Systems……Page 139
As Complex as ABC……Page 146
Standard Costing……Page 153
Static and Flexible Budgeting……Page 157
Manager¡¯s Checklist for Chapter 7……Page 158
They Want It, but They Don’t Want It—Yet
They Still Need It……Page 160
Balanced Scorecard……Page 164
Just- in- Time Inventory……Page 170
Operation Costing Systems……Page 173
Environmental/ Full Cost Accounting……Page 174
Target Costing……Page 178
Transfer Pricing……Page 180
Manager¡¯s Checklist for Chapter 8……Page 182
9. Taxation……Page 184
The Principal Taxes……Page 187
Corporate Income and Deduction Tax Issues……Page 192
Tax Credits……Page 199
Tax Practice……Page 200
Manager¡¯s Checklist for Chapter 9……Page 202
10. Advanced Fraud……Page 203
Fraud ¡ª Here, There, and Everywhere……Page 204
Sarbanes- Oxley Act……Page 206
Employment Trust Fund Fraud……Page 207
External Fraud……Page 210
Beginning Finance……Page 213
Manager¡¯s Checklist for Chapter 10……Page 216
11. Where Will All This New Knowledge Take You?……Page 217
A Story……Page 220
Key Concepts……Page 222
Manager¡¯s Checklist for Chapter 11……Page 223
Web Sites……Page 225
Financial Ratios Worksheet from Chapter 4……Page 227
Index……Page 231