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CIMA Official Terminology (Print copy) by The ever-evolving nature of accountant and emphasis on professional accountability means that all busness professionals need to ensure they are up-to-date with the latest developments. This latest revision of CIMA's Official Terminology addresses this need defining relevant terms used in today's business environment. Official Terminology clarifies the language of business to CIMA memebers and other professional accountants and is a useful glossary for CIMA students It provides insight into current business techniques and practices for academic researchers All the revisions in this extensively updated edition are based on the experiences of real management accountants, guaranteeing that each term accurately reflects what is happening in today's business world
Call Number: 657.03 CIM
Publication Date: 2005
Issues in Management Accounting 3rd edn. (Print copy) by Pooling the expertise of leading researchers Issues in Management Accounting critically explores a broad range of issues in a concise, digestible style. Both students and practitioners specialising in this area will find this book an essential guide to the many developments affecting management accounting theory and practice.
Call Number: 658.1511 HOP
Publication Date: 2007-04-01
Issues in Management Accounting. (E-book) by Pooling the expertise of leading researchers Issues in Management Accounting critically explores a broad range of issues in a concise, digestible style. Both students and practitioners specialising in this area will find this book an essential guide to the many developments affecting management accounting theory and practice.
Call Number: ONLINE
Publication Date: 2007-04-01
The Strategy-Focused Organization (Print copy) by The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. InThe Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategyat the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.
Call Number: 658.4 KAP
Publication Date: 2000-09-29