Short Term Financial Management or From Training to Performance Improvement

Short-Term Financial Management

Author: Terry S Maness

Most finance students will do short-term finance assignments when they go to work. In recent survey of CEO's, Controllers, and Treasurers that appeared in Financial Practice & Education, the question was asked which elective is the most important and 81% responded a short-term financial management course should be required. Both authors hold a Certified Cash Manager credential.Strengths include broader and better integrated coverage of treasury and working capital management, while using valuation and the cash flow timeline as integrating themes. Up to date presentations of developments in treasury management, banking deregulation, globalization of financial services delivery, electronic commerce, international cash management, and foreign exchange risk with a decision making emphasis throughout offers a complete view for students.

Go to: Magical Oils by Moonlight or Her Last Death

From Training to Performance Improvement: Navigating the Transition

Author: Jim Fuller

Achieve measurable gains!

Organizations are spending millions of dollars every year training employees. Yet why are organizations sending their employees to training? They often don't know.

Training is a quick fix; many managers don't believe that it really works. But even if it isn't the appropriate solution to a problem, many organizations automatically implement training for lack of a more reasoned, thoughtful alternative.

Here's the approach you've waited for: performance improvement. Jim Fuller and Jeanne Farrington show you how to achieve measurable gains by implementing this cutting-edge technique at your organization.

"A practical guide for identifying and eliminating the root causes of business problems. Business leaders and human resource professionals responsible for turning around bottom-line results will find From Training to Performance Improvement well worth the read."
-- Kathleen Dalton, Procter & Gamble

"Clear, concise, and compelling. This book is a great asset for executives and management teams who are seeking ways to make changes that will count."
-- James J. Hill, manager of executive education, Sun Microsystems

"A must for human resource development professionals and managers interested in moving their organizations from training to a business-goal focused performance improvement system. Fuller and Farrington have 'been there.' They give the reader the benefit of their considerable experience on how to guide large and small organizations toward a human performance technology strategy. Unique, persuasive, and field-tested."
-- Richard E. Clark, professor and director, doctoral program in human performance atwork, University of Southern California

You'll learn how to:

• Explain and sell the notion of performance improvement to organizations
• Surmount obstacles that can prevent organizations from achieving their full potential
• Demonstrate the results of your efforts . . . and much more!

As director of learning at a Fortune 20 company, where he worked for eighteen years, Jim Fuller helped to lead his corporation to a performance breakthrough. In this hands-on resource, Fuller and seasoned consultant Jeanne Farrington show you how to make this transition at your organization.

Booknews

Business consultants explain how to identify and surmount obstacles that can prevent organizations from reaching their full growth potential, sell the notion of performance improvement to organizations, build an organizational groundwork to facilitate fast implementation, and demonstrate the results of efforts to improve performance. The practical and informal treatment discusses such aspects as driving the value of human capital, making the transition within a department, developing professionals within the organization, and managing performance technology. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Table of Contents:

	Figures and Exhibits
	Foreword
	Preface
	Acknowledgments
1	Discovering Human Performance Technology	1
2	Understanding Human Performance Technology	13
3	Driving the Value of Human Capital Within Your Organization	35
4	Preparing for Performance Technology	55
5	Demonstrating Results with HPT	67
6	Building Organizational Awareness for HPT	93
7	Analyzing and Addressing Organizational Barriers to HPT	111
8	Making the Transition to HPT Within Your Department	137
9	How to Develop HPT Professionals Within Your Organization	159
10	Becoming the Manager of Performance Technology for Your Organization	183
	References	201
	About the Authors	205
	Index	209