Streetsmart Financial Basics for Nonprofit Managers (eBook, PDF)
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Streetsmart Financial Basics for Nonprofit Managers (eBook, PDF)
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The complete guide to the basics of nonprofit financial management Let's be honest. Most books about financial management are densely written, heavy on jargon, and light on practicality. Expert financial consultant and author Tom McLaughlin takes a different approach with his fourth edition of Streetsmart Financial Basics for Nonprofit Managers. This comprehensive guide provides effective, easy-to-use tips, tools, resources, and analyses. The light, humorous tone in Streetsmart Financial Basics for Nonprofit Managers makes it an accessible resource for nonprofit executives, board members,…mehr
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- Produktdetails
- Verlag: John Wiley & Sons
- Seitenzahl: 368
- Erscheinungstermin: 23. Februar 2016
- Englisch
- ISBN-13: 9781119061274
- Artikelnr.: 44714699
- Verlag: John Wiley & Sons
- Seitenzahl: 368
- Erscheinungstermin: 23. Februar 2016
- Englisch
- ISBN-13: 9781119061274
- Artikelnr.: 44714699
Corporations Programs Hybrid Corporations Loss of Tax-Exempt Status--The
Monster Within Chapter 2 Mission: Managing Your Two Bottom Lines The Role
of a Value System The Nonprofit's Dilemma and How to Solve It Chapter 3
Accounting as a Second Language--A Nine-Point Program The Entity Principle
Money Measurement Conservatism Principle The Cost Concept The Materiality
Principle Going Concern Dual Aspect Realization Principle Matching
Principle Chapter 4 Assets Are for Boards, Activities Are for Managers
Concepts vs. Details Boards Invest, Managers Spend If It Has to Be Decided
Today, It's Probably the Wrong Question Boards Own the Controls, Managers
Implement Them Chapter 5 Balance Sheets: How They Get That Way Current
Assets Noncurrent Assets Current Liabilities Noncurrent Liabilities Making
the Balance Sheet Dance Transparency, Thy Name Is IRS Form 990 What to Do
Chapter 6 Financial Analysis: A Few Analytical Tools Financial Statement
Analysis for Math Phobics Current Ratio Days' Cash Days' Receivables Cash
Flow to Total Debt Debt to Net Assets Operating Margin Accounting Age of
Plant/Equipment (or Land, Buildings, and Equipment) A Footnote Chapter 7
Beyond the C3: Alternate Corporate Structures Commonly Available Structures
Part Two Accounting Chapter 8 Nonprofit Accounting: Acknowledging the
Strings Attached Net Asset Categories Other Provisions What It All Means
Chapter 9 Cost Accounting: How Much Does It Cost? A Form of Management
Accounting Indirect Costs Certain Support Costs Get Assigned to Other
Support Costs Breakeven Analysis -- Another Use for Cost Data Cost
Accounting Vs. Cost Reporting Chapter 10 Auditing: Choosing and Using an
Auditor Audit, Review, and Compilation The Auditor Market Getting Value
from the Audit Conclusion Part Three Operations Chapter 11 Cash Is King* Up
the Balance Sheet How Much Cash Is Enough? Conclusion Chapter 12 Capital:
Not a Four-Letter Word Sources of Capital The Mechanics of Capital
Financing The Present Value of Money The Great Divide among Nonprofits
Future Access to Capital Markets The Role of Net Assets Strategic Capital
Management Chapter 13 Budgeting: Taming the Budget Beast Expenses
Conclusion Chapter 14 Indirect Costs and Other Despised Items Rules Govern
Audits, Economics Rule Budgets Still, It's Low That Counts Secrets of the
Indirect Cost Game Chapter 15 Danger Zone: Cost Reimbursement Programs If
they wanted to be accurate, certain funders would put this in writing: How
They Work The Danger Zone Chapter 16 Managing Money-Losing Programs The
Origin of the Problem Solutions Other Sources of Value Ding Ding Ding Ding
Ding! Chapter 17 The Milestones of Spending on Overhead Costs Chapter 18
Pricing: How Much Should It Cost? Pricing Methodologies Going the Other
Way--Contractual Adjustments and Subsidies Pricing Strategies How to Price
Chapter 19 Profit: Why and How Much? Profit Defined Uses of Profit
Profit--How to Get It What Can Be Done Chapter 20 To Raise More Money,
Think Cows Donations Bequests--Cow to Charity Charitable Remainder
Trusts--Milk to Beneficiaries, Cow to Charity Pooled Income Funds--Donors
Put Their Cows in a Herd, Keep Rights to Milk Chapter 21 Owning a Building:
What's in it for You? A Three Part Calculation Chapter 22 Insurance: The
Maddeningly Complicated Art of Covering Your Assets To Insure or
Self-Insure? Risk Management Captive Insurance Companies Quality Assurance
in Disguise Chapter 23 Internal Controls for External Goals The Elements of
Internal Control How to Monitor the System Maintaining the System
Conclusion Chapter 24 Scrutiny Intensifies Some Predictions The Growing
Industry of Charity Watching Chapter 25 Management Controls: Toward
Accountability for Performance Management Controls Circa 1980 Beyond
Management Controls in the Twenty-First Century: How to Do It Messages How
to Prepare - Changes in the CFO Role It's Called Accounting for a Reason
Appreciate the Abrupt Change Frame the New Role Repetition is Key Meet Your
New CFO Chapter 27 Finance is Oil, Development is Water It's All About Time
The Fix Chapter 28 When do You CFO? DIY The Financial Tasks Multiply
Chapter 29 Business Models and Business Plans First the Model, Then the
Plan How to Build Your Business Model What, Exactly, is a Business Plan?
What is in a Business Plan (Usually . . . ) Startup Nonprofits The
Re-Structuring Nonprofit New Program or Division Goals Drive the Plan
Chapter 30 How to Beat the Next Recession Understand the Demand Pattern for
Your Services Prepare for Reductions -- in New Services Anticipate
Foundation Behavior Proactively Communicate With Your Staff Consider
Repurposing Your Reserves Stay Calm Appendix A A Financial Management
Cultural Primer Chapter 1 Chapter 2 Chapter 3 Chapter 5 Chapter 6 Chapter 8
Chapter 9 Chapter 10 Chapter 11 Chapter 13 Chapter 15 Chapter 16 Chapter 18
Chapter 25 Chapter 27 Appendix B Budget Bloopers Appendix C Using the
Website: Table of Contents with Commentary Part One: Analysis Part Two:
Accounting Part Three: Operations Part Four: Control Introduction System
Requirements Using the Files User Assistance
Corporations Programs Hybrid Corporations Loss of Tax-Exempt Status--The
Monster Within Chapter 2 Mission: Managing Your Two Bottom Lines The Role
of a Value System The Nonprofit's Dilemma and How to Solve It Chapter 3
Accounting as a Second Language--A Nine-Point Program The Entity Principle
Money Measurement Conservatism Principle The Cost Concept The Materiality
Principle Going Concern Dual Aspect Realization Principle Matching
Principle Chapter 4 Assets Are for Boards, Activities Are for Managers
Concepts vs. Details Boards Invest, Managers Spend If It Has to Be Decided
Today, It's Probably the Wrong Question Boards Own the Controls, Managers
Implement Them Chapter 5 Balance Sheets: How They Get That Way Current
Assets Noncurrent Assets Current Liabilities Noncurrent Liabilities Making
the Balance Sheet Dance Transparency, Thy Name Is IRS Form 990 What to Do
Chapter 6 Financial Analysis: A Few Analytical Tools Financial Statement
Analysis for Math Phobics Current Ratio Days' Cash Days' Receivables Cash
Flow to Total Debt Debt to Net Assets Operating Margin Accounting Age of
Plant/Equipment (or Land, Buildings, and Equipment) A Footnote Chapter 7
Beyond the C3: Alternate Corporate Structures Commonly Available Structures
Part Two Accounting Chapter 8 Nonprofit Accounting: Acknowledging the
Strings Attached Net Asset Categories Other Provisions What It All Means
Chapter 9 Cost Accounting: How Much Does It Cost? A Form of Management
Accounting Indirect Costs Certain Support Costs Get Assigned to Other
Support Costs Breakeven Analysis -- Another Use for Cost Data Cost
Accounting Vs. Cost Reporting Chapter 10 Auditing: Choosing and Using an
Auditor Audit, Review, and Compilation The Auditor Market Getting Value
from the Audit Conclusion Part Three Operations Chapter 11 Cash Is King* Up
the Balance Sheet How Much Cash Is Enough? Conclusion Chapter 12 Capital:
Not a Four-Letter Word Sources of Capital The Mechanics of Capital
Financing The Present Value of Money The Great Divide among Nonprofits
Future Access to Capital Markets The Role of Net Assets Strategic Capital
Management Chapter 13 Budgeting: Taming the Budget Beast Expenses
Conclusion Chapter 14 Indirect Costs and Other Despised Items Rules Govern
Audits, Economics Rule Budgets Still, It's Low That Counts Secrets of the
Indirect Cost Game Chapter 15 Danger Zone: Cost Reimbursement Programs If
they wanted to be accurate, certain funders would put this in writing: How
They Work The Danger Zone Chapter 16 Managing Money-Losing Programs The
Origin of the Problem Solutions Other Sources of Value Ding Ding Ding Ding
Ding! Chapter 17 The Milestones of Spending on Overhead Costs Chapter 18
Pricing: How Much Should It Cost? Pricing Methodologies Going the Other
Way--Contractual Adjustments and Subsidies Pricing Strategies How to Price
Chapter 19 Profit: Why and How Much? Profit Defined Uses of Profit
Profit--How to Get It What Can Be Done Chapter 20 To Raise More Money,
Think Cows Donations Bequests--Cow to Charity Charitable Remainder
Trusts--Milk to Beneficiaries, Cow to Charity Pooled Income Funds--Donors
Put Their Cows in a Herd, Keep Rights to Milk Chapter 21 Owning a Building:
What's in it for You? A Three Part Calculation Chapter 22 Insurance: The
Maddeningly Complicated Art of Covering Your Assets To Insure or
Self-Insure? Risk Management Captive Insurance Companies Quality Assurance
in Disguise Chapter 23 Internal Controls for External Goals The Elements of
Internal Control How to Monitor the System Maintaining the System
Conclusion Chapter 24 Scrutiny Intensifies Some Predictions The Growing
Industry of Charity Watching Chapter 25 Management Controls: Toward
Accountability for Performance Management Controls Circa 1980 Beyond
Management Controls in the Twenty-First Century: How to Do It Messages How
to Prepare - Changes in the CFO Role It's Called Accounting for a Reason
Appreciate the Abrupt Change Frame the New Role Repetition is Key Meet Your
New CFO Chapter 27 Finance is Oil, Development is Water It's All About Time
The Fix Chapter 28 When do You CFO? DIY The Financial Tasks Multiply
Chapter 29 Business Models and Business Plans First the Model, Then the
Plan How to Build Your Business Model What, Exactly, is a Business Plan?
What is in a Business Plan (Usually . . . ) Startup Nonprofits The
Re-Structuring Nonprofit New Program or Division Goals Drive the Plan
Chapter 30 How to Beat the Next Recession Understand the Demand Pattern for
Your Services Prepare for Reductions -- in New Services Anticipate
Foundation Behavior Proactively Communicate With Your Staff Consider
Repurposing Your Reserves Stay Calm Appendix A A Financial Management
Cultural Primer Chapter 1 Chapter 2 Chapter 3 Chapter 5 Chapter 6 Chapter 8
Chapter 9 Chapter 10 Chapter 11 Chapter 13 Chapter 15 Chapter 16 Chapter 18
Chapter 25 Chapter 27 Appendix B Budget Bloopers Appendix C Using the
Website: Table of Contents with Commentary Part One: Analysis Part Two:
Accounting Part Three: Operations Part Four: Control Introduction System
Requirements Using the Files User Assistance