MBA-6010

Autry, G. (Academic). (2016). Forecasting & exploiting the business cycle , [Video]. SAGE Knowledge. https://www-doi-org.proxy1.ncu.edu/10.4135/9781473988675
Forecasting is about anticipating the next month, quarter, to year. Managers/managements must forecast to make other operational decisions such as production levels and staffing. (Runtime 16:21)

Frow, N., Marginson, D., & Ogden, S. (2010). “Continuous” budgeting: Reconciling budget flexibility with budgetary control. Accounting, Organizations and Society, 35(4), 444–461. https://doi.org/10.1016/j.aos.2009.10.003
Traditionally, budgeting is an annual affair, once and done. Shifting of political winds, competitive forces, customer demands, supply flow, however, all change during the course of the year. A fixed budget can cause more constraints and headaches to managerial operations because of this incompatibility of a fixed budget with continuous change in operating conditions. The authors of this article introduce the concept of budgeting as ongoing, a live process, and how this influences administrative operations.

Ho, A. T.-K. (2018). From performance budgeting to performance budget management: Theory and practice. Public Administration Review, 78(5), 748–758. https://doi.org/10.1111/puar.12915
While this article is an examination of societal concern, managerial leadership needs to be enlightened on the concepts and their respective applications. At some point, performance budgeting and management may be a source or sources of competitive advantage.

Squyres, J. G. (1998). A quick peek according to Graham and Dodd. Journal of Financial Statement Analysis, 4(1), 79-84.
Owners and investors value a growing concern different from management. Graham and Dodd’s approach to valuation has been the gold standard since it was published in 1928. Corporate leaders and managers are stewards of the owners’ and investors’ equity. Corporate leaders and managers must know how their performance is being judged and discuss those outcomes with owners and investors.

Capsim (n.d.). Capstone Team Members Guide.
The Capstone Team Members Guide is a concise information manual about the structure of the simulation, how to participate, and knowing performance outcomes. As information, the manual explains the industry context, consumer demand, and the market structure. On how to participate, the manual mentions the three critical foci of successful performance. Performance outcomes are the reports the simulation provides each competitor about its decisions and competition as a whole.

Brown, P. R. (1998). A model for effective financial analysis. Journal of Financial Statement Analysis, 3(4), 60-64.
Every managerial leader must know and understand how the firm’s Board and upper management analyzes its financial and operational performance. Every managerial leader must have a means and tactic for determining one’s own set of metrics. This model instructs both levels while offering an individual an adaptable approach.

Goel, S. (2016). Financial ratios (First edition.). Business Expert Press.
Owners/investors, management, and lenders require information to measure, compare, and evaluate an organization’s strength, operations, and sustainability. Financial ratios, derived from financial statements, are this information. Each group has its own set of ratios. Each group must be able to converse with the other two groups. This text provides identification, description, formula, and explanation of financial ratios. This text is the learner’s first source on ratios.