Financial Management for Public Health and Not for Profit Organizations or Organization Change

Financial Management for Public, Health, and Not-for-Profit Organizations

Author: Steven A Finkler

Finkler provides a solid foundation in accounting and finance for policy makers and managers of government, health care, and not-for-profit organizations.
• Managerial accounting and key concepts of finance are covered first followed by financial accounting-all with a focus on public sector organizations.
• New—Increased emphasis on the government sector and on the use of . Excel for Time Value of Money calculations, both within the chapters and in the assignment material.
• New— Timely material such as Sarbanes Oxley, additional case studies, new Excel templates, and a substantially expanded ancillary package are highlights of the revision.

Table of Contents:

Ch. 1	Introduction to financial management	3
Ch. 2	Planning for success : budgeting	33
Ch. 3	Additional budgeting concepts	78
Ch. 4	Understanding costs	126
Ch. 5	Capital budgeting and long-term financing	169
Ch. 6	Managing short-term resources and obligations	237
Ch. 7	Accountability and control	270
Ch. 8	Taking stock of where you are : the balance sheet	313
Ch. 9	Reporting the results of operations : the activity and cash flow statements	352
Ch. 10	Unique aspects of accounting for not-for-profit and health care organization	399
Ch. 11	Unique aspects of accounting for state and local governments	435
Ch. 12	Financial statement analysis	497
Ch. 13	Financial condition analysis	552

New interesting textbook: Federal Income Taxation of Corporations and Stockholders in a Nutshell or Excellence in Business

Organization Change: Theory and Practice

Author: WWarner Burk

"Burke manages to integrate the extant theories of organizational change with case examples that make the theories come alive. He skillfully combines his strong interests in the abstract with his four decades of practical, personal experience in facilitating large-scale organizational change efforts. This book is clearly the work of a master at the peak of his career."

--LEONARD D. GOODSTEIN, Consulting Psychologist and Former CEO, American Psychological Association

Organizations change internally at a much slower pace than the external environments in which they function, and must continually evolve to keep pace. Further, these environments are in constant flux and challenge the assumption of continuity on which organizations are created and developed. Now more than ever, there is a clear need for a greater understanding of how to understand, lead, manage, and change organizations.Organization Change: Theory and Practice prov ides an overview of the theoretical and research foundation for our current understanding of organization change, including the nature and types of change organizations experience. The author reviews various models, including a new model developed by Burke-Litwin, and uses cases to demonstrate how these models can be used to diagnose change issues in organizations. Emphasizing planned, revolutionary change over the typical gradual, evolutionary change organizations experience, Burke combines and integrates theory and research with application for insight into all aspects of organization change.

This book will prove invaluable to students and professors of MBA-level courses in organization change, organizationpsychology, industrial psychology, and organizational behavior. It will also benefit professionals and consultants in need of a reference for analyzing organizations.About the Author:

W. Warner Burke is Professor of Psychology and Educati on and coordinator for the graduate programs in Social-Organizational Psychology, in the Department of Organization and Leadership, at Teachers College, Columbia University, in New York. He is also senior advisor to the organization and change strategy practice of PricewaterhouseCoopers LLP. 

Booknews

This volume provides an overview of the theoretical and research foundation needed to comprehend the nature and types of change organizations experience as they evolve to keep pace with the external environments in which they function. Burke (psychology and education, Teachers College, Columbia U.) reviews various models and uses case studies to show how they can be used to diagnose change issues. With a focus upon planned, revolutionary action, he discusses how to understand, lead, manage, and change organizations. Useful for MBA- level students, as well as professionals and consultants. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Table of Contents:

	Introduction to the Series
	Preface
	Acknowledgments
1	Rethinking Organization Change	1
2	A Brief History of Organization Change	19
3	Theoretical Foundations of Organizations and Organization Change	43
4	The Nature of Organization Change	63
5	Levels of Organization Change: Individual, Group, and Larger System	83
6	Organization Change: Research and Theory	121
7	Conceptual Models for Understanding Organization Change	143
8	Integrated Models for Understanding Organizations and for Leading and Managing Change	175
9	The Burke-Litwin Causal Model of Performance and Change	195
10	Application of the Burke-Litwin Model	217
11	Leading Organization Change	239
12	Organization Change: Epidemics, Integration, and Future Needs	273
	A pp.: Annotated Bibliography	297
	References	303
	Index	317
	About the Author	326