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However, some activities that do not add value for the final customer are necessary to operate the business External reporting to government agencies is an example OM: Overhead Management OPA: See order and project accounting Operational level: The planned and/or actual performance of a lowest-level organizational unit, such as a cost center, for a period The operating level represents the output and is measured in output quantity, production time, machine hours, expenses, and the like Operational ABC: The application of ABC in an operational system used for capturing day to day transactions Operational ABC is integrated into the structures and cost valuations of the transactional system; parallel ABC is used for analysis purposes only Order: A cost collector utilized to capture the costs of a specific event, such as a production order, maintenance order, service order, or sales order See also internal order.

Key issues dealt with in this chapter are:

4 Template Allocation CO-PA Revenues COGS Total $450,000 $ 90,000

Order and project accounting (OPA): A component of the Controlling module that supports controlling the costs of internal orders and projects Outsourcing: Contracting a third party to perform a specific process or an entire department s responsibility, such as the preventative maintenance process or the entire printing cost center Processes and departments are outsourced when an organization deems them to be outside of a core competency or if cost savings will result..

Substitute 8 oz (225 g) cooked diced shrimp and 8 oz (225 g) cooked diced crabmeat for the cheese. Add 3 oz (90 mL) sherry and 2 oz (60 g) tomato paste to the egg mixture.

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hornton, in this book, has provided one of the most comprehensive perspectives on a truly unsung hero, the analyst. These are the go-to guys who seamlessly cut through the organizational bureaucracy and technical mumbo jumbo to succinctly turn data into a point of view that makes sense for decision makers. One of the aspects that I enjoyed most is this book is not all about information technology or all about people, but that natural blend of human intellect with enabling technologies to produce insight out of chaos. It is refreshing to see the value of human intelligence highlighted in this enlightening discussion; it is far too easy to rely on technology to provide the right answers.

25See, for example, Bernstein (1996), pp. 113 114, referring to Bernoulli, who provided the basis for this analysis in 1738; see Bamberg and Coenenberg (1992), pp. 73+. 26Given these assumptions, investors can diversify specific risks at no extra cost. 27See, for example, Bamberg and Coenenberg (1992), pp. 83 84. 28Methods for determining risk aversion are discussed, for example, by Krahnen et al. (1997). 29See Stulz (2000), pp. 2-2 2-3. Asset allocation defines in which assets investors want to invest their wealth, whereas diversification specifies how their funds are distributed among these assets to achieve this optimum. 30See Smith (1995), p. 20. 31See Fenn et al. (1997), p. 15.

philosophical basis for the Imputed Income formula of many endowment funds. At that time, members of certain fund sponsors agitated successfully to raise the Imputed Income percentage to 51/2% or 6% just before the market plunged in 2000 2002. It is easy to forget that a market debacle like that has occurred before and will occur sometime again. The higher the market goes, the higher the probability that it will occur. My advice, therefore is: Don t make a change. If we have established our Imputed Income formula soundly in the rst place, let s not tinker with it. David Swensen of the Yale endowment fund has articulated the danger well: Increases in spending soon become part of an institution s permanent expense base, reducing operational exibility. If the rate of spending rises in a boom, an institution facing a bust loses the bene t of a cushion and gains the burden of a greater budgetary base. 2

ultimately all decisions were being made by Jill, he told the con dant. It was all driven by a desire to make the numbers.Your stock rises and falls based on your ability to deliver your numbers. In any organization there is the old saying that as long as you are making your numbers, everything is ne, and Jill was making her numbers. And with good numbers, Barad would receive bigger bonuses.

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