Business Management for Entrepreneurs:
Being a successful entrepreneur in the 2020s involves more than enthusiasm and a good eye for a new opportunity. A thorough understanding of the essential business functions, as explained in this edition of Business Management for Entrepreneurs, is a prerequisite for entrepreneurs who want to take t...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cape Town
Juta & Company, Limited
2022
|
| Ausgabe: | 5th ed |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Being a successful entrepreneur in the 2020s involves more than enthusiasm and a good eye for a new opportunity. A thorough understanding of the essential business functions, as explained in this edition of Business Management for Entrepreneurs, is a prerequisite for entrepreneurs who want to take their business to the next growth stage. Business Management for Entrepreneurs guides the entrepreneur through the eight business functions: general management, finance, marketing, operations management, purchasing and the supply chain, human resources, information management and public relations. These management and managerial skills are essential to successfully manage a business which employs more people than when it was initially established |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (337 Seiten) |
| ISBN: | 9781485132530 |
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| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Front cover -- Title page -- Imprint page -- Contents -- Preface -- About the authors -- Chapter 1: Introduction to business management for the entrepreneur -- Learning outcomes -- 1.1 Introduction -- 1.2 Entrepreneur vs manager -- 1.3 Small business management -- 1.3.1 Business management tasks for the self-employed entrepreneur -- 1.3.2 Business management tasks for the entrepreneur as employer -- 1.4 Environment in which businesses operate -- 1.4.1 Micro-environment -- 1.4.2 Market environment -- 1.4.3 Macro-environment -- 1.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 2: General management -- Learning outcomes -- 2.1 Introduction -- 2.1.1 The new economy -- 2.1.2 Business functions: A perspective -- 2.1.3 General management and other functional management areas -- 2.2 General management -- 2.3 Role and tasks of management -- 2.3.1 Planning -- 2.3.2 Controlling -- 2.3.3 Organising -- 2.3.4 Leading -- 2.4 Additional management functions -- 2.4.1 Coordination -- 2.4.2 Decision-making -- 2.4.3 Communication -- 2.4.4 Motivation -- 2.4.5 Delegation -- 2.4.6 Discipline -- 2.5 Managerial competencies -- 2.5.1 Communication -- 2.5.2 Planning and administration -- 2.5.3 Teamwork -- 2.5.4 Strategic action -- 2.5.5 Global awareness -- 2.5.6 Self-management -- 2.6 Summary -- Questions for self-evaluation -- References -- Chapter 3: Financial management functions -- Learning outcomes -- 3.1 Introduction -- 3.2 What is financial management? -- 3.3 Understanding financial statements -- 3.3.1 Statement of financial position -- 3.3.1.1 Defining main items on the statement of the financial position of the business -- 3.3.2 Statement of comprehensive income -- 3.3.2.1 Calculating the cost of sales -- 3.4 Financial ratio analysis -- 3.4.1 Liquidity ratios -- 3.4.1.1 Current ratio -- 3.4.1.2 Quick ratio | |
| 505 | 8 | |a 3.4.1.3 Working capital -- 3.4.2 Profitability ratios -- 3.4.2.1 Gross profit margin ratio -- 3.4.2.2 Net profit margin ratio -- 3.4.2.3 Return on assets ratio -- 3.4.2.4 Return on equity (ROE) ratio -- 3.4.3 Activity or turnover ratios -- 3.4.3.1 Inventory turnover ratio -- 3.4.3.2 Accounts receivable turnover ratio -- 3.4.4 Leverage or debt ratios -- 3.4.4.1 Debt ratio -- 3.4.4.2 Gearing ratio -- 3.4.4.3 Times interest earned ratio -- 3.4.4.4 Debt to equity ratio -- 3.4.5 Break-even analysis -- 3.4.5.1 Break-even point calculation using unit contribution margin -- 3.4.5.2 Break-even point calculation using contribution margin -- 3.5 Financial planning -- 3.5.1 Tools of financial planning -- 3.5.2 Short-term financial planning -- 3.5.2.1 Cash and equivalents -- 3.5.2.2 Accounts receivable -- 3.5.2.3 Inventories -- 3.5.2.4 Accounts payable -- 3.5.2.5 Short-term loans and overdrafts -- 3.5.2.6 Accrued expenses and taxes payable -- 3.5.3 Long-term financial planning -- 3.5.4 Forecasting -- 3.5.5 Preparation of pro forma statements -- 3.5.6 The pro forma statement of comprehensive income -- 3.5.6.1 Revenue (sales) -- 3.5.6.2 Cost of sales -- 3.5.6.3 Gross profit -- 3.5.6.4 Expenses -- 3.5.6.5 Net profit -- 3.6 Sources of capital -- 3.6.1 Causes of additional capital needs -- 3.6.2 Sources of capital -- 3.6.2.1 Internally generated capital -- 3.6.2.2 Trade creditors or suppliers of inventory -- 3.6.2.3 Borrowed funds from banks and other lenders -- 3.6.2.4 Sale of an ownership interest in the business to other equity investors -- 3.6.2.5 Disposal of non-current assets (asset management) -- 3.6.3 Summary -- 3.7 Credit and collection methods -- 3.7.1 Management of receivables -- 3.7.2 Credit applications -- 3.7.3 Summary -- 3.8 Cash-flow planning -- 3.9 Summary -- Questions for self-evaluation -- References -- Chapter 4: Marketing function | |
| 505 | 8 | |a Learning outcomes -- 4.1 Introduction -- 4.2 Nature of marketing -- 4.2.1 Exchange and marketing -- 4.2.2 Gaps between production and consumption -- 4.2.3 Marketing activities -- 4.2.4 Relationship marketing -- 4.2.5 Defining marketing -- 4.2.6 Marketing process -- 4.2.7 Marketing environment -- 4.2.8 Market segmentation -- 4.2.9 Marketing strategy -- 4.3 Marketing plan -- 4.3.1 Executive summary of a marketing plan -- 4.3.2 Market analysis or situation analysis -- 4.3.3 Setting objectives and developing the marketing mix -- 4.3.4 Action plan -- 4.3.5 Budget -- 4.3.6 Control -- 4.4 Summary -- Questions for self-evaluation -- References -- Chapter 5: Operations management -- Learning outcomes -- 5.1 Introduction -- 5.2 Dynamics of operations management -- 5.2.1 Creative designs inherent in operations -- 5.2.2 Technology and innovation -- 5.2.3 Innovation management -- 5.2.4 Innovative behaviour -- 5.2.5 Value and time are of the essence for any operation -- 5.2.6 Entrepreneurial university of the future -- 5.2.7 Entrepreneurs of the Fourth Industrial Revolution -- 5.3 Operations management defined -- 5.3.1 Process management is inherent in operations management -- 5.3.2 Performance objectives of operations management -- 5.3.3 Operations central to productivity -- 5.3.4 Macro-productivity -- 5.3.5 Micro-productivity -- 5.4 Operations strategy and operations design -- 5.4.1 Operations design -- 5.4.2 Types of productive system and their characteristics -- 5.4.3 Relationship between operations system type and layout type -- 5.5 Operations planning and control -- 5.5.1 Specific objectives of demand management and demand management activities -- 5.5.2 Categories of forecasting -- 5.5.3 The 'Ms' of capacity -- 5.5.4 Fixed-capacity planning -- 5.5.5 Adapting capacity to a change in demand -- 5.5.6 Activities of operations scheduling | |
| 505 | 8 | |a 5.5.7 Forward and backward scheduling -- 5.5.8 Gantt charts and other techniques -- 5.5.9 Inventory management -- 5.5.10 Material requirements planning -- 5.5.11 Determining inventory quantities -- 5.5.12 Break-even analysis -- 5.6 Operations improvement and total quality management -- 5.6.1 Never-ending improvement through total quality management -- 5.6.2 Maintenance and replacement -- 5.6.3 Preventive maintenance -- 5.6.4 Total productive maintenance and improvement -- 5.6.5 Safety, health and environment management -- 5.6.6 Process technology improves health and safety -- 5.6.7 Good housekeeping -- 5.7 Summary -- Questions for self-evaluation -- References -- Chapter 6: Purchasing function -- Learning outcomes -- 6.1 Introduction -- 6.2 Importance of the purchasing function -- 6.3 Management of the purchasing function -- 6.3.1 Planning in the purchasing function -- 6.3.2 Organising the purchasing function -- 6.3.3 Control in the purchasing function -- 6.3.4 Purchasing management summarised -- 6.4 Purchasing cycle and purchasing activities -- 6.4.1 Purchasing cycle -- 6.4.2 Quality of purchased goods -- 6.4.3 Purchasing quantities and inventory costs -- 6.4.4 Selection of suppliers -- 6.4.5 Purchasing prices -- 6.4.6 Timing of purchases -- 6.5 Summary -- Questions for self-evaluation -- References -- Chapter 7: Human resource function -- Learning outcomes -- 7.1 Introduction -- 7.2 Provision of human resources -- 7.2.1 Human resource planning -- 7.2.2 Recruitment -- 7.2.3 Selection -- 7.2.4 Employment and placement -- 7.2.5 Orientation -- 7.2.6 Human resource provision and the law -- 7.3 Human resource training and development -- 7.3.1 Aims of training and development -- 7.3.2 Drawing up a training programme -- 7.4 Human resource maintenance -- 7.4.1 Remuneration -- 7.4.2 Labour relations -- 7.4.3 Personnel administration | |
| 505 | 8 | |a 7.4.4 Health, safety and security -- 7.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 8: Information management -- Learning outcomes -- 8.1 Introduction -- 8.2 Importance of information management in the workplace -- 8.3 Nature of information -- 8.3.1 Types of data a business collects -- 8.3.2 The stages of processing -- 8.4 Information needs of a business -- 8.4.1 Information needs of top management -- 8.4.2 Information needs of middle managers -- 8.4.3 Information needs of lower-level managers or supervisors -- 8.5 Information systems -- 8.6 Components of an information system -- 8.6.1 Hardware -- 8.6.2 Software -- 8.6.3 Database -- 8.6.4 Telecommunications and networks -- 8.5.5 People -- 8.5.6 Procedures -- 8.6 Types of information system -- 8.6.1 Transaction-processing systems -- 8.6.2 Decision support systems -- 8.6.3 Management information systems -- 8.6.4 Executive support systems -- 8.7 Knowledge management -- 8.8 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 9: Public relations -- Learning outcomes -- 9.1 Introduction -- 9.2 Defining public relations -- 9.3 Objectives of public relations -- 9.4 Different publics -- 9.4.1 Internal publics -- 9.4.2 External publics -- 9.5 Marketing and public relations -- 9.6 Shaping public opinion -- 9.6.1 How to improve public opinion of a business -- 9.7 Methods of PR communication -- 9.7.1 Public relations campaigns -- 9.7.2 Four-step public relations planning process -- 9.8 Corporate social responsibility -- 9.8.1 Types of corporate social responsibility -- 9.8.2 Corporate social responsibility principles -- 9.9 A PR checklist -- 9.10 Summary -- Questions for self-evaluation -- References -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W. | |
| 520 | |a Being a successful entrepreneur in the 2020s involves more than enthusiasm and a good eye for a new opportunity. A thorough understanding of the essential business functions, as explained in this edition of Business Management for Entrepreneurs, is a prerequisite for entrepreneurs who want to take their business to the next growth stage. Business Management for Entrepreneurs guides the entrepreneur through the eight business functions: general management, finance, marketing, operations management, purchasing and the supply chain, human resources, information management and public relations. These management and managerial skills are essential to successfully manage a business which employs more people than when it was initially established | ||
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Nieuwenhuizen, C. |t Business Management for Entrepreneurs |d Cape Town : Juta & Company, Limited,c2022 |z 9781485132523 |
| 912 | |a ZDB-30-PQE | ||
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| contents | Front cover -- Title page -- Imprint page -- Contents -- Preface -- About the authors -- Chapter 1: Introduction to business management for the entrepreneur -- Learning outcomes -- 1.1 Introduction -- 1.2 Entrepreneur vs manager -- 1.3 Small business management -- 1.3.1 Business management tasks for the self-employed entrepreneur -- 1.3.2 Business management tasks for the entrepreneur as employer -- 1.4 Environment in which businesses operate -- 1.4.1 Micro-environment -- 1.4.2 Market environment -- 1.4.3 Macro-environment -- 1.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 2: General management -- Learning outcomes -- 2.1 Introduction -- 2.1.1 The new economy -- 2.1.2 Business functions: A perspective -- 2.1.3 General management and other functional management areas -- 2.2 General management -- 2.3 Role and tasks of management -- 2.3.1 Planning -- 2.3.2 Controlling -- 2.3.3 Organising -- 2.3.4 Leading -- 2.4 Additional management functions -- 2.4.1 Coordination -- 2.4.2 Decision-making -- 2.4.3 Communication -- 2.4.4 Motivation -- 2.4.5 Delegation -- 2.4.6 Discipline -- 2.5 Managerial competencies -- 2.5.1 Communication -- 2.5.2 Planning and administration -- 2.5.3 Teamwork -- 2.5.4 Strategic action -- 2.5.5 Global awareness -- 2.5.6 Self-management -- 2.6 Summary -- Questions for self-evaluation -- References -- Chapter 3: Financial management functions -- Learning outcomes -- 3.1 Introduction -- 3.2 What is financial management? -- 3.3 Understanding financial statements -- 3.3.1 Statement of financial position -- 3.3.1.1 Defining main items on the statement of the financial position of the business -- 3.3.2 Statement of comprehensive income -- 3.3.2.1 Calculating the cost of sales -- 3.4 Financial ratio analysis -- 3.4.1 Liquidity ratios -- 3.4.1.1 Current ratio -- 3.4.1.2 Quick ratio 3.4.1.3 Working capital -- 3.4.2 Profitability ratios -- 3.4.2.1 Gross profit margin ratio -- 3.4.2.2 Net profit margin ratio -- 3.4.2.3 Return on assets ratio -- 3.4.2.4 Return on equity (ROE) ratio -- 3.4.3 Activity or turnover ratios -- 3.4.3.1 Inventory turnover ratio -- 3.4.3.2 Accounts receivable turnover ratio -- 3.4.4 Leverage or debt ratios -- 3.4.4.1 Debt ratio -- 3.4.4.2 Gearing ratio -- 3.4.4.3 Times interest earned ratio -- 3.4.4.4 Debt to equity ratio -- 3.4.5 Break-even analysis -- 3.4.5.1 Break-even point calculation using unit contribution margin -- 3.4.5.2 Break-even point calculation using contribution margin -- 3.5 Financial planning -- 3.5.1 Tools of financial planning -- 3.5.2 Short-term financial planning -- 3.5.2.1 Cash and equivalents -- 3.5.2.2 Accounts receivable -- 3.5.2.3 Inventories -- 3.5.2.4 Accounts payable -- 3.5.2.5 Short-term loans and overdrafts -- 3.5.2.6 Accrued expenses and taxes payable -- 3.5.3 Long-term financial planning -- 3.5.4 Forecasting -- 3.5.5 Preparation of pro forma statements -- 3.5.6 The pro forma statement of comprehensive income -- 3.5.6.1 Revenue (sales) -- 3.5.6.2 Cost of sales -- 3.5.6.3 Gross profit -- 3.5.6.4 Expenses -- 3.5.6.5 Net profit -- 3.6 Sources of capital -- 3.6.1 Causes of additional capital needs -- 3.6.2 Sources of capital -- 3.6.2.1 Internally generated capital -- 3.6.2.2 Trade creditors or suppliers of inventory -- 3.6.2.3 Borrowed funds from banks and other lenders -- 3.6.2.4 Sale of an ownership interest in the business to other equity investors -- 3.6.2.5 Disposal of non-current assets (asset management) -- 3.6.3 Summary -- 3.7 Credit and collection methods -- 3.7.1 Management of receivables -- 3.7.2 Credit applications -- 3.7.3 Summary -- 3.8 Cash-flow planning -- 3.9 Summary -- Questions for self-evaluation -- References -- Chapter 4: Marketing function Learning outcomes -- 4.1 Introduction -- 4.2 Nature of marketing -- 4.2.1 Exchange and marketing -- 4.2.2 Gaps between production and consumption -- 4.2.3 Marketing activities -- 4.2.4 Relationship marketing -- 4.2.5 Defining marketing -- 4.2.6 Marketing process -- 4.2.7 Marketing environment -- 4.2.8 Market segmentation -- 4.2.9 Marketing strategy -- 4.3 Marketing plan -- 4.3.1 Executive summary of a marketing plan -- 4.3.2 Market analysis or situation analysis -- 4.3.3 Setting objectives and developing the marketing mix -- 4.3.4 Action plan -- 4.3.5 Budget -- 4.3.6 Control -- 4.4 Summary -- Questions for self-evaluation -- References -- Chapter 5: Operations management -- Learning outcomes -- 5.1 Introduction -- 5.2 Dynamics of operations management -- 5.2.1 Creative designs inherent in operations -- 5.2.2 Technology and innovation -- 5.2.3 Innovation management -- 5.2.4 Innovative behaviour -- 5.2.5 Value and time are of the essence for any operation -- 5.2.6 Entrepreneurial university of the future -- 5.2.7 Entrepreneurs of the Fourth Industrial Revolution -- 5.3 Operations management defined -- 5.3.1 Process management is inherent in operations management -- 5.3.2 Performance objectives of operations management -- 5.3.3 Operations central to productivity -- 5.3.4 Macro-productivity -- 5.3.5 Micro-productivity -- 5.4 Operations strategy and operations design -- 5.4.1 Operations design -- 5.4.2 Types of productive system and their characteristics -- 5.4.3 Relationship between operations system type and layout type -- 5.5 Operations planning and control -- 5.5.1 Specific objectives of demand management and demand management activities -- 5.5.2 Categories of forecasting -- 5.5.3 The 'Ms' of capacity -- 5.5.4 Fixed-capacity planning -- 5.5.5 Adapting capacity to a change in demand -- 5.5.6 Activities of operations scheduling 5.5.7 Forward and backward scheduling -- 5.5.8 Gantt charts and other techniques -- 5.5.9 Inventory management -- 5.5.10 Material requirements planning -- 5.5.11 Determining inventory quantities -- 5.5.12 Break-even analysis -- 5.6 Operations improvement and total quality management -- 5.6.1 Never-ending improvement through total quality management -- 5.6.2 Maintenance and replacement -- 5.6.3 Preventive maintenance -- 5.6.4 Total productive maintenance and improvement -- 5.6.5 Safety, health and environment management -- 5.6.6 Process technology improves health and safety -- 5.6.7 Good housekeeping -- 5.7 Summary -- Questions for self-evaluation -- References -- Chapter 6: Purchasing function -- Learning outcomes -- 6.1 Introduction -- 6.2 Importance of the purchasing function -- 6.3 Management of the purchasing function -- 6.3.1 Planning in the purchasing function -- 6.3.2 Organising the purchasing function -- 6.3.3 Control in the purchasing function -- 6.3.4 Purchasing management summarised -- 6.4 Purchasing cycle and purchasing activities -- 6.4.1 Purchasing cycle -- 6.4.2 Quality of purchased goods -- 6.4.3 Purchasing quantities and inventory costs -- 6.4.4 Selection of suppliers -- 6.4.5 Purchasing prices -- 6.4.6 Timing of purchases -- 6.5 Summary -- Questions for self-evaluation -- References -- Chapter 7: Human resource function -- Learning outcomes -- 7.1 Introduction -- 7.2 Provision of human resources -- 7.2.1 Human resource planning -- 7.2.2 Recruitment -- 7.2.3 Selection -- 7.2.4 Employment and placement -- 7.2.5 Orientation -- 7.2.6 Human resource provision and the law -- 7.3 Human resource training and development -- 7.3.1 Aims of training and development -- 7.3.2 Drawing up a training programme -- 7.4 Human resource maintenance -- 7.4.1 Remuneration -- 7.4.2 Labour relations -- 7.4.3 Personnel administration 7.4.4 Health, safety and security -- 7.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 8: Information management -- Learning outcomes -- 8.1 Introduction -- 8.2 Importance of information management in the workplace -- 8.3 Nature of information -- 8.3.1 Types of data a business collects -- 8.3.2 The stages of processing -- 8.4 Information needs of a business -- 8.4.1 Information needs of top management -- 8.4.2 Information needs of middle managers -- 8.4.3 Information needs of lower-level managers or supervisors -- 8.5 Information systems -- 8.6 Components of an information system -- 8.6.1 Hardware -- 8.6.2 Software -- 8.6.3 Database -- 8.6.4 Telecommunications and networks -- 8.5.5 People -- 8.5.6 Procedures -- 8.6 Types of information system -- 8.6.1 Transaction-processing systems -- 8.6.2 Decision support systems -- 8.6.3 Management information systems -- 8.6.4 Executive support systems -- 8.7 Knowledge management -- 8.8 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 9: Public relations -- Learning outcomes -- 9.1 Introduction -- 9.2 Defining public relations -- 9.3 Objectives of public relations -- 9.4 Different publics -- 9.4.1 Internal publics -- 9.4.2 External publics -- 9.5 Marketing and public relations -- 9.6 Shaping public opinion -- 9.6.1 How to improve public opinion of a business -- 9.7 Methods of PR communication -- 9.7.1 Public relations campaigns -- 9.7.2 Four-step public relations planning process -- 9.8 Corporate social responsibility -- 9.8.1 Types of corporate social responsibility -- 9.8.2 Corporate social responsibility principles -- 9.9 A PR checklist -- 9.10 Summary -- Questions for self-evaluation -- References -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W. |
| ctrlnum | (ZDB-30-PQE)EBC30361680 (ZDB-30-PAD)EBC30361680 (ZDB-89-EBL)EBL30361680 (OCoLC)1371323847 (DE-599)BVBBV048831939 |
| edition | 5th ed |
| format | Electronic eBook |
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management tasks for the self-employed entrepreneur -- 1.3.2 Business management tasks for the entrepreneur as employer -- 1.4 Environment in which businesses operate -- 1.4.1 Micro-environment -- 1.4.2 Market environment -- 1.4.3 Macro-environment -- 1.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 2: General management -- Learning outcomes -- 2.1 Introduction -- 2.1.1 The new economy -- 2.1.2 Business functions: A perspective -- 2.1.3 General management and other functional management areas -- 2.2 General management -- 2.3 Role and tasks of management -- 2.3.1 Planning -- 2.3.2 Controlling -- 2.3.3 Organising -- 2.3.4 Leading -- 2.4 Additional management functions -- 2.4.1 Coordination -- 2.4.2 Decision-making -- 2.4.3 Communication -- 2.4.4 Motivation -- 2.4.5 Delegation -- 2.4.6 Discipline -- 2.5 Managerial competencies -- 2.5.1 Communication -- 2.5.2 Planning and administration -- 2.5.3 Teamwork -- 2.5.4 Strategic action -- 2.5.5 Global awareness -- 2.5.6 Self-management -- 2.6 Summary -- Questions for self-evaluation -- References -- Chapter 3: Financial management functions -- Learning outcomes -- 3.1 Introduction -- 3.2 What is financial management? -- 3.3 Understanding financial statements -- 3.3.1 Statement of financial position -- 3.3.1.1 Defining main items on the statement of the financial position of the business -- 3.3.2 Statement of comprehensive income -- 3.3.2.1 Calculating the cost of sales -- 3.4 Financial ratio analysis -- 3.4.1 Liquidity ratios -- 3.4.1.1 Current ratio -- 3.4.1.2 Quick ratio</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.4.1.3 Working capital -- 3.4.2 Profitability ratios -- 3.4.2.1 Gross profit margin ratio -- 3.4.2.2 Net profit margin ratio -- 3.4.2.3 Return on assets ratio -- 3.4.2.4 Return on equity (ROE) ratio -- 3.4.3 Activity or turnover ratios -- 3.4.3.1 Inventory turnover ratio -- 3.4.3.2 Accounts receivable turnover ratio -- 3.4.4 Leverage or debt ratios -- 3.4.4.1 Debt ratio -- 3.4.4.2 Gearing ratio -- 3.4.4.3 Times interest earned ratio -- 3.4.4.4 Debt to equity ratio -- 3.4.5 Break-even analysis -- 3.4.5.1 Break-even point calculation using unit contribution margin -- 3.4.5.2 Break-even point calculation using contribution margin -- 3.5 Financial planning -- 3.5.1 Tools of financial planning -- 3.5.2 Short-term financial planning -- 3.5.2.1 Cash and equivalents -- 3.5.2.2 Accounts receivable -- 3.5.2.3 Inventories -- 3.5.2.4 Accounts payable -- 3.5.2.5 Short-term loans and overdrafts -- 3.5.2.6 Accrued expenses and taxes payable -- 3.5.3 Long-term financial planning -- 3.5.4 Forecasting -- 3.5.5 Preparation of pro forma statements -- 3.5.6 The pro forma statement of comprehensive income -- 3.5.6.1 Revenue (sales) -- 3.5.6.2 Cost of sales -- 3.5.6.3 Gross profit -- 3.5.6.4 Expenses -- 3.5.6.5 Net profit -- 3.6 Sources of capital -- 3.6.1 Causes of additional capital needs -- 3.6.2 Sources of capital -- 3.6.2.1 Internally generated capital -- 3.6.2.2 Trade creditors or suppliers of inventory -- 3.6.2.3 Borrowed funds from banks and other lenders -- 3.6.2.4 Sale of an ownership interest in the business to other equity investors -- 3.6.2.5 Disposal of non-current assets (asset management) -- 3.6.3 Summary -- 3.7 Credit and collection methods -- 3.7.1 Management of receivables -- 3.7.2 Credit applications -- 3.7.3 Summary -- 3.8 Cash-flow planning -- 3.9 Summary -- Questions for self-evaluation -- References -- Chapter 4: Marketing function</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Learning outcomes -- 4.1 Introduction -- 4.2 Nature of marketing -- 4.2.1 Exchange and marketing -- 4.2.2 Gaps between production and consumption -- 4.2.3 Marketing activities -- 4.2.4 Relationship marketing -- 4.2.5 Defining marketing -- 4.2.6 Marketing process -- 4.2.7 Marketing environment -- 4.2.8 Market segmentation -- 4.2.9 Marketing strategy -- 4.3 Marketing plan -- 4.3.1 Executive summary of a marketing plan -- 4.3.2 Market analysis or situation analysis -- 4.3.3 Setting objectives and developing the marketing mix -- 4.3.4 Action plan -- 4.3.5 Budget -- 4.3.6 Control -- 4.4 Summary -- Questions for self-evaluation -- References -- Chapter 5: Operations management -- Learning outcomes -- 5.1 Introduction -- 5.2 Dynamics of operations management -- 5.2.1 Creative designs inherent in operations -- 5.2.2 Technology and innovation -- 5.2.3 Innovation management -- 5.2.4 Innovative behaviour -- 5.2.5 Value and time are of the essence for any operation -- 5.2.6 Entrepreneurial university of the future -- 5.2.7 Entrepreneurs of the Fourth Industrial Revolution -- 5.3 Operations management defined -- 5.3.1 Process management is inherent in operations management -- 5.3.2 Performance objectives of operations management -- 5.3.3 Operations central to productivity -- 5.3.4 Macro-productivity -- 5.3.5 Micro-productivity -- 5.4 Operations strategy and operations design -- 5.4.1 Operations design -- 5.4.2 Types of productive system and their characteristics -- 5.4.3 Relationship between operations system type and layout type -- 5.5 Operations planning and control -- 5.5.1 Specific objectives of demand management and demand management activities -- 5.5.2 Categories of forecasting -- 5.5.3 The 'Ms' of capacity -- 5.5.4 Fixed-capacity planning -- 5.5.5 Adapting capacity to a change in demand -- 5.5.6 Activities of operations scheduling</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.5.7 Forward and backward scheduling -- 5.5.8 Gantt charts and other techniques -- 5.5.9 Inventory management -- 5.5.10 Material requirements planning -- 5.5.11 Determining inventory quantities -- 5.5.12 Break-even analysis -- 5.6 Operations improvement and total quality management -- 5.6.1 Never-ending improvement through total quality management -- 5.6.2 Maintenance and replacement -- 5.6.3 Preventive maintenance -- 5.6.4 Total productive maintenance and improvement -- 5.6.5 Safety, health and environment management -- 5.6.6 Process technology improves health and safety -- 5.6.7 Good housekeeping -- 5.7 Summary -- Questions for self-evaluation -- References -- Chapter 6: Purchasing function -- Learning outcomes -- 6.1 Introduction -- 6.2 Importance of the purchasing function -- 6.3 Management of the purchasing function -- 6.3.1 Planning in the purchasing function -- 6.3.2 Organising the purchasing function -- 6.3.3 Control in the purchasing function -- 6.3.4 Purchasing management summarised -- 6.4 Purchasing cycle and purchasing activities -- 6.4.1 Purchasing cycle -- 6.4.2 Quality of purchased goods -- 6.4.3 Purchasing quantities and inventory costs -- 6.4.4 Selection of suppliers -- 6.4.5 Purchasing prices -- 6.4.6 Timing of purchases -- 6.5 Summary -- Questions for self-evaluation -- References -- Chapter 7: Human resource function -- Learning outcomes -- 7.1 Introduction -- 7.2 Provision of human resources -- 7.2.1 Human resource planning -- 7.2.2 Recruitment -- 7.2.3 Selection -- 7.2.4 Employment and placement -- 7.2.5 Orientation -- 7.2.6 Human resource provision and the law -- 7.3 Human resource training and development -- 7.3.1 Aims of training and development -- 7.3.2 Drawing up a training programme -- 7.4 Human resource maintenance -- 7.4.1 Remuneration -- 7.4.2 Labour relations -- 7.4.3 Personnel administration</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.4.4 Health, safety and security -- 7.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 8: Information management -- Learning outcomes -- 8.1 Introduction -- 8.2 Importance of information management in the workplace -- 8.3 Nature of information -- 8.3.1 Types of data a business collects -- 8.3.2 The stages of processing -- 8.4 Information needs of a business -- 8.4.1 Information needs of top management -- 8.4.2 Information needs of middle managers -- 8.4.3 Information needs of lower-level managers or supervisors -- 8.5 Information systems -- 8.6 Components of an information system -- 8.6.1 Hardware -- 8.6.2 Software -- 8.6.3 Database -- 8.6.4 Telecommunications and networks -- 8.5.5 People -- 8.5.6 Procedures -- 8.6 Types of information system -- 8.6.1 Transaction-processing systems -- 8.6.2 Decision support systems -- 8.6.3 Management information systems -- 8.6.4 Executive support systems -- 8.7 Knowledge management -- 8.8 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 9: Public relations -- Learning outcomes -- 9.1 Introduction -- 9.2 Defining public relations -- 9.3 Objectives of public relations -- 9.4 Different publics -- 9.4.1 Internal publics -- 9.4.2 External publics -- 9.5 Marketing and public relations -- 9.6 Shaping public opinion -- 9.6.1 How to improve public opinion of a business -- 9.7 Methods of PR communication -- 9.7.1 Public relations campaigns -- 9.7.2 Four-step public relations planning process -- 9.8 Corporate social responsibility -- 9.8.1 Types of corporate social responsibility -- 9.8.2 Corporate social responsibility principles -- 9.9 A PR checklist -- 9.10 Summary -- Questions for self-evaluation -- References -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Being a successful entrepreneur in the 2020s involves more than enthusiasm and a good eye for a new opportunity. A thorough understanding of the essential business functions, as explained in this edition of Business Management for Entrepreneurs, is a prerequisite for entrepreneurs who want to take their business to the next growth stage. Business Management for Entrepreneurs guides the entrepreneur through the eight business functions: general management, finance, marketing, operations management, purchasing and the supply chain, human resources, information management and public relations. These management and managerial skills are essential to successfully manage a business which employs more people than when it was initially established</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Nieuwenhuizen, C.</subfield><subfield code="t">Business Management for Entrepreneurs</subfield><subfield code="d">Cape Town : Juta & Company, Limited,c2022</subfield><subfield code="z">9781485132523</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30361680</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048831939 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:35:29Z |
| indexdate | 2024-07-20T05:28:26Z |
| institution | BVB |
| isbn | 9781485132530 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034097517 |
| oclc_num | 1371323847 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (337 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Juta & Company, Limited |
| record_format | marc |
| spelling | Nieuwenhuizen, C. Verfasser aut Business Management for Entrepreneurs 5th ed Cape Town Juta & Company, Limited 2022 ©2022 1 Online-Ressource (337 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Front cover -- Title page -- Imprint page -- Contents -- Preface -- About the authors -- Chapter 1: Introduction to business management for the entrepreneur -- Learning outcomes -- 1.1 Introduction -- 1.2 Entrepreneur vs manager -- 1.3 Small business management -- 1.3.1 Business management tasks for the self-employed entrepreneur -- 1.3.2 Business management tasks for the entrepreneur as employer -- 1.4 Environment in which businesses operate -- 1.4.1 Micro-environment -- 1.4.2 Market environment -- 1.4.3 Macro-environment -- 1.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 2: General management -- Learning outcomes -- 2.1 Introduction -- 2.1.1 The new economy -- 2.1.2 Business functions: A perspective -- 2.1.3 General management and other functional management areas -- 2.2 General management -- 2.3 Role and tasks of management -- 2.3.1 Planning -- 2.3.2 Controlling -- 2.3.3 Organising -- 2.3.4 Leading -- 2.4 Additional management functions -- 2.4.1 Coordination -- 2.4.2 Decision-making -- 2.4.3 Communication -- 2.4.4 Motivation -- 2.4.5 Delegation -- 2.4.6 Discipline -- 2.5 Managerial competencies -- 2.5.1 Communication -- 2.5.2 Planning and administration -- 2.5.3 Teamwork -- 2.5.4 Strategic action -- 2.5.5 Global awareness -- 2.5.6 Self-management -- 2.6 Summary -- Questions for self-evaluation -- References -- Chapter 3: Financial management functions -- Learning outcomes -- 3.1 Introduction -- 3.2 What is financial management? -- 3.3 Understanding financial statements -- 3.3.1 Statement of financial position -- 3.3.1.1 Defining main items on the statement of the financial position of the business -- 3.3.2 Statement of comprehensive income -- 3.3.2.1 Calculating the cost of sales -- 3.4 Financial ratio analysis -- 3.4.1 Liquidity ratios -- 3.4.1.1 Current ratio -- 3.4.1.2 Quick ratio 3.4.1.3 Working capital -- 3.4.2 Profitability ratios -- 3.4.2.1 Gross profit margin ratio -- 3.4.2.2 Net profit margin ratio -- 3.4.2.3 Return on assets ratio -- 3.4.2.4 Return on equity (ROE) ratio -- 3.4.3 Activity or turnover ratios -- 3.4.3.1 Inventory turnover ratio -- 3.4.3.2 Accounts receivable turnover ratio -- 3.4.4 Leverage or debt ratios -- 3.4.4.1 Debt ratio -- 3.4.4.2 Gearing ratio -- 3.4.4.3 Times interest earned ratio -- 3.4.4.4 Debt to equity ratio -- 3.4.5 Break-even analysis -- 3.4.5.1 Break-even point calculation using unit contribution margin -- 3.4.5.2 Break-even point calculation using contribution margin -- 3.5 Financial planning -- 3.5.1 Tools of financial planning -- 3.5.2 Short-term financial planning -- 3.5.2.1 Cash and equivalents -- 3.5.2.2 Accounts receivable -- 3.5.2.3 Inventories -- 3.5.2.4 Accounts payable -- 3.5.2.5 Short-term loans and overdrafts -- 3.5.2.6 Accrued expenses and taxes payable -- 3.5.3 Long-term financial planning -- 3.5.4 Forecasting -- 3.5.5 Preparation of pro forma statements -- 3.5.6 The pro forma statement of comprehensive income -- 3.5.6.1 Revenue (sales) -- 3.5.6.2 Cost of sales -- 3.5.6.3 Gross profit -- 3.5.6.4 Expenses -- 3.5.6.5 Net profit -- 3.6 Sources of capital -- 3.6.1 Causes of additional capital needs -- 3.6.2 Sources of capital -- 3.6.2.1 Internally generated capital -- 3.6.2.2 Trade creditors or suppliers of inventory -- 3.6.2.3 Borrowed funds from banks and other lenders -- 3.6.2.4 Sale of an ownership interest in the business to other equity investors -- 3.6.2.5 Disposal of non-current assets (asset management) -- 3.6.3 Summary -- 3.7 Credit and collection methods -- 3.7.1 Management of receivables -- 3.7.2 Credit applications -- 3.7.3 Summary -- 3.8 Cash-flow planning -- 3.9 Summary -- Questions for self-evaluation -- References -- Chapter 4: Marketing function Learning outcomes -- 4.1 Introduction -- 4.2 Nature of marketing -- 4.2.1 Exchange and marketing -- 4.2.2 Gaps between production and consumption -- 4.2.3 Marketing activities -- 4.2.4 Relationship marketing -- 4.2.5 Defining marketing -- 4.2.6 Marketing process -- 4.2.7 Marketing environment -- 4.2.8 Market segmentation -- 4.2.9 Marketing strategy -- 4.3 Marketing plan -- 4.3.1 Executive summary of a marketing plan -- 4.3.2 Market analysis or situation analysis -- 4.3.3 Setting objectives and developing the marketing mix -- 4.3.4 Action plan -- 4.3.5 Budget -- 4.3.6 Control -- 4.4 Summary -- Questions for self-evaluation -- References -- Chapter 5: Operations management -- Learning outcomes -- 5.1 Introduction -- 5.2 Dynamics of operations management -- 5.2.1 Creative designs inherent in operations -- 5.2.2 Technology and innovation -- 5.2.3 Innovation management -- 5.2.4 Innovative behaviour -- 5.2.5 Value and time are of the essence for any operation -- 5.2.6 Entrepreneurial university of the future -- 5.2.7 Entrepreneurs of the Fourth Industrial Revolution -- 5.3 Operations management defined -- 5.3.1 Process management is inherent in operations management -- 5.3.2 Performance objectives of operations management -- 5.3.3 Operations central to productivity -- 5.3.4 Macro-productivity -- 5.3.5 Micro-productivity -- 5.4 Operations strategy and operations design -- 5.4.1 Operations design -- 5.4.2 Types of productive system and their characteristics -- 5.4.3 Relationship between operations system type and layout type -- 5.5 Operations planning and control -- 5.5.1 Specific objectives of demand management and demand management activities -- 5.5.2 Categories of forecasting -- 5.5.3 The 'Ms' of capacity -- 5.5.4 Fixed-capacity planning -- 5.5.5 Adapting capacity to a change in demand -- 5.5.6 Activities of operations scheduling 5.5.7 Forward and backward scheduling -- 5.5.8 Gantt charts and other techniques -- 5.5.9 Inventory management -- 5.5.10 Material requirements planning -- 5.5.11 Determining inventory quantities -- 5.5.12 Break-even analysis -- 5.6 Operations improvement and total quality management -- 5.6.1 Never-ending improvement through total quality management -- 5.6.2 Maintenance and replacement -- 5.6.3 Preventive maintenance -- 5.6.4 Total productive maintenance and improvement -- 5.6.5 Safety, health and environment management -- 5.6.6 Process technology improves health and safety -- 5.6.7 Good housekeeping -- 5.7 Summary -- Questions for self-evaluation -- References -- Chapter 6: Purchasing function -- Learning outcomes -- 6.1 Introduction -- 6.2 Importance of the purchasing function -- 6.3 Management of the purchasing function -- 6.3.1 Planning in the purchasing function -- 6.3.2 Organising the purchasing function -- 6.3.3 Control in the purchasing function -- 6.3.4 Purchasing management summarised -- 6.4 Purchasing cycle and purchasing activities -- 6.4.1 Purchasing cycle -- 6.4.2 Quality of purchased goods -- 6.4.3 Purchasing quantities and inventory costs -- 6.4.4 Selection of suppliers -- 6.4.5 Purchasing prices -- 6.4.6 Timing of purchases -- 6.5 Summary -- Questions for self-evaluation -- References -- Chapter 7: Human resource function -- Learning outcomes -- 7.1 Introduction -- 7.2 Provision of human resources -- 7.2.1 Human resource planning -- 7.2.2 Recruitment -- 7.2.3 Selection -- 7.2.4 Employment and placement -- 7.2.5 Orientation -- 7.2.6 Human resource provision and the law -- 7.3 Human resource training and development -- 7.3.1 Aims of training and development -- 7.3.2 Drawing up a training programme -- 7.4 Human resource maintenance -- 7.4.1 Remuneration -- 7.4.2 Labour relations -- 7.4.3 Personnel administration 7.4.4 Health, safety and security -- 7.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 8: Information management -- Learning outcomes -- 8.1 Introduction -- 8.2 Importance of information management in the workplace -- 8.3 Nature of information -- 8.3.1 Types of data a business collects -- 8.3.2 The stages of processing -- 8.4 Information needs of a business -- 8.4.1 Information needs of top management -- 8.4.2 Information needs of middle managers -- 8.4.3 Information needs of lower-level managers or supervisors -- 8.5 Information systems -- 8.6 Components of an information system -- 8.6.1 Hardware -- 8.6.2 Software -- 8.6.3 Database -- 8.6.4 Telecommunications and networks -- 8.5.5 People -- 8.5.6 Procedures -- 8.6 Types of information system -- 8.6.1 Transaction-processing systems -- 8.6.2 Decision support systems -- 8.6.3 Management information systems -- 8.6.4 Executive support systems -- 8.7 Knowledge management -- 8.8 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 9: Public relations -- Learning outcomes -- 9.1 Introduction -- 9.2 Defining public relations -- 9.3 Objectives of public relations -- 9.4 Different publics -- 9.4.1 Internal publics -- 9.4.2 External publics -- 9.5 Marketing and public relations -- 9.6 Shaping public opinion -- 9.6.1 How to improve public opinion of a business -- 9.7 Methods of PR communication -- 9.7.1 Public relations campaigns -- 9.7.2 Four-step public relations planning process -- 9.8 Corporate social responsibility -- 9.8.1 Types of corporate social responsibility -- 9.8.2 Corporate social responsibility principles -- 9.9 A PR checklist -- 9.10 Summary -- Questions for self-evaluation -- References -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W. Being a successful entrepreneur in the 2020s involves more than enthusiasm and a good eye for a new opportunity. A thorough understanding of the essential business functions, as explained in this edition of Business Management for Entrepreneurs, is a prerequisite for entrepreneurs who want to take their business to the next growth stage. Business Management for Entrepreneurs guides the entrepreneur through the eight business functions: general management, finance, marketing, operations management, purchasing and the supply chain, human resources, information management and public relations. These management and managerial skills are essential to successfully manage a business which employs more people than when it was initially established Erscheint auch als Druck-Ausgabe Nieuwenhuizen, C. Business Management for Entrepreneurs Cape Town : Juta & Company, Limited,c2022 9781485132523 |
| spellingShingle | Nieuwenhuizen, C. Business Management for Entrepreneurs Front cover -- Title page -- Imprint page -- Contents -- Preface -- About the authors -- Chapter 1: Introduction to business management for the entrepreneur -- Learning outcomes -- 1.1 Introduction -- 1.2 Entrepreneur vs manager -- 1.3 Small business management -- 1.3.1 Business management tasks for the self-employed entrepreneur -- 1.3.2 Business management tasks for the entrepreneur as employer -- 1.4 Environment in which businesses operate -- 1.4.1 Micro-environment -- 1.4.2 Market environment -- 1.4.3 Macro-environment -- 1.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 2: General management -- Learning outcomes -- 2.1 Introduction -- 2.1.1 The new economy -- 2.1.2 Business functions: A perspective -- 2.1.3 General management and other functional management areas -- 2.2 General management -- 2.3 Role and tasks of management -- 2.3.1 Planning -- 2.3.2 Controlling -- 2.3.3 Organising -- 2.3.4 Leading -- 2.4 Additional management functions -- 2.4.1 Coordination -- 2.4.2 Decision-making -- 2.4.3 Communication -- 2.4.4 Motivation -- 2.4.5 Delegation -- 2.4.6 Discipline -- 2.5 Managerial competencies -- 2.5.1 Communication -- 2.5.2 Planning and administration -- 2.5.3 Teamwork -- 2.5.4 Strategic action -- 2.5.5 Global awareness -- 2.5.6 Self-management -- 2.6 Summary -- Questions for self-evaluation -- References -- Chapter 3: Financial management functions -- Learning outcomes -- 3.1 Introduction -- 3.2 What is financial management? -- 3.3 Understanding financial statements -- 3.3.1 Statement of financial position -- 3.3.1.1 Defining main items on the statement of the financial position of the business -- 3.3.2 Statement of comprehensive income -- 3.3.2.1 Calculating the cost of sales -- 3.4 Financial ratio analysis -- 3.4.1 Liquidity ratios -- 3.4.1.1 Current ratio -- 3.4.1.2 Quick ratio 3.4.1.3 Working capital -- 3.4.2 Profitability ratios -- 3.4.2.1 Gross profit margin ratio -- 3.4.2.2 Net profit margin ratio -- 3.4.2.3 Return on assets ratio -- 3.4.2.4 Return on equity (ROE) ratio -- 3.4.3 Activity or turnover ratios -- 3.4.3.1 Inventory turnover ratio -- 3.4.3.2 Accounts receivable turnover ratio -- 3.4.4 Leverage or debt ratios -- 3.4.4.1 Debt ratio -- 3.4.4.2 Gearing ratio -- 3.4.4.3 Times interest earned ratio -- 3.4.4.4 Debt to equity ratio -- 3.4.5 Break-even analysis -- 3.4.5.1 Break-even point calculation using unit contribution margin -- 3.4.5.2 Break-even point calculation using contribution margin -- 3.5 Financial planning -- 3.5.1 Tools of financial planning -- 3.5.2 Short-term financial planning -- 3.5.2.1 Cash and equivalents -- 3.5.2.2 Accounts receivable -- 3.5.2.3 Inventories -- 3.5.2.4 Accounts payable -- 3.5.2.5 Short-term loans and overdrafts -- 3.5.2.6 Accrued expenses and taxes payable -- 3.5.3 Long-term financial planning -- 3.5.4 Forecasting -- 3.5.5 Preparation of pro forma statements -- 3.5.6 The pro forma statement of comprehensive income -- 3.5.6.1 Revenue (sales) -- 3.5.6.2 Cost of sales -- 3.5.6.3 Gross profit -- 3.5.6.4 Expenses -- 3.5.6.5 Net profit -- 3.6 Sources of capital -- 3.6.1 Causes of additional capital needs -- 3.6.2 Sources of capital -- 3.6.2.1 Internally generated capital -- 3.6.2.2 Trade creditors or suppliers of inventory -- 3.6.2.3 Borrowed funds from banks and other lenders -- 3.6.2.4 Sale of an ownership interest in the business to other equity investors -- 3.6.2.5 Disposal of non-current assets (asset management) -- 3.6.3 Summary -- 3.7 Credit and collection methods -- 3.7.1 Management of receivables -- 3.7.2 Credit applications -- 3.7.3 Summary -- 3.8 Cash-flow planning -- 3.9 Summary -- Questions for self-evaluation -- References -- Chapter 4: Marketing function Learning outcomes -- 4.1 Introduction -- 4.2 Nature of marketing -- 4.2.1 Exchange and marketing -- 4.2.2 Gaps between production and consumption -- 4.2.3 Marketing activities -- 4.2.4 Relationship marketing -- 4.2.5 Defining marketing -- 4.2.6 Marketing process -- 4.2.7 Marketing environment -- 4.2.8 Market segmentation -- 4.2.9 Marketing strategy -- 4.3 Marketing plan -- 4.3.1 Executive summary of a marketing plan -- 4.3.2 Market analysis or situation analysis -- 4.3.3 Setting objectives and developing the marketing mix -- 4.3.4 Action plan -- 4.3.5 Budget -- 4.3.6 Control -- 4.4 Summary -- Questions for self-evaluation -- References -- Chapter 5: Operations management -- Learning outcomes -- 5.1 Introduction -- 5.2 Dynamics of operations management -- 5.2.1 Creative designs inherent in operations -- 5.2.2 Technology and innovation -- 5.2.3 Innovation management -- 5.2.4 Innovative behaviour -- 5.2.5 Value and time are of the essence for any operation -- 5.2.6 Entrepreneurial university of the future -- 5.2.7 Entrepreneurs of the Fourth Industrial Revolution -- 5.3 Operations management defined -- 5.3.1 Process management is inherent in operations management -- 5.3.2 Performance objectives of operations management -- 5.3.3 Operations central to productivity -- 5.3.4 Macro-productivity -- 5.3.5 Micro-productivity -- 5.4 Operations strategy and operations design -- 5.4.1 Operations design -- 5.4.2 Types of productive system and their characteristics -- 5.4.3 Relationship between operations system type and layout type -- 5.5 Operations planning and control -- 5.5.1 Specific objectives of demand management and demand management activities -- 5.5.2 Categories of forecasting -- 5.5.3 The 'Ms' of capacity -- 5.5.4 Fixed-capacity planning -- 5.5.5 Adapting capacity to a change in demand -- 5.5.6 Activities of operations scheduling 5.5.7 Forward and backward scheduling -- 5.5.8 Gantt charts and other techniques -- 5.5.9 Inventory management -- 5.5.10 Material requirements planning -- 5.5.11 Determining inventory quantities -- 5.5.12 Break-even analysis -- 5.6 Operations improvement and total quality management -- 5.6.1 Never-ending improvement through total quality management -- 5.6.2 Maintenance and replacement -- 5.6.3 Preventive maintenance -- 5.6.4 Total productive maintenance and improvement -- 5.6.5 Safety, health and environment management -- 5.6.6 Process technology improves health and safety -- 5.6.7 Good housekeeping -- 5.7 Summary -- Questions for self-evaluation -- References -- Chapter 6: Purchasing function -- Learning outcomes -- 6.1 Introduction -- 6.2 Importance of the purchasing function -- 6.3 Management of the purchasing function -- 6.3.1 Planning in the purchasing function -- 6.3.2 Organising the purchasing function -- 6.3.3 Control in the purchasing function -- 6.3.4 Purchasing management summarised -- 6.4 Purchasing cycle and purchasing activities -- 6.4.1 Purchasing cycle -- 6.4.2 Quality of purchased goods -- 6.4.3 Purchasing quantities and inventory costs -- 6.4.4 Selection of suppliers -- 6.4.5 Purchasing prices -- 6.4.6 Timing of purchases -- 6.5 Summary -- Questions for self-evaluation -- References -- Chapter 7: Human resource function -- Learning outcomes -- 7.1 Introduction -- 7.2 Provision of human resources -- 7.2.1 Human resource planning -- 7.2.2 Recruitment -- 7.2.3 Selection -- 7.2.4 Employment and placement -- 7.2.5 Orientation -- 7.2.6 Human resource provision and the law -- 7.3 Human resource training and development -- 7.3.1 Aims of training and development -- 7.3.2 Drawing up a training programme -- 7.4 Human resource maintenance -- 7.4.1 Remuneration -- 7.4.2 Labour relations -- 7.4.3 Personnel administration 7.4.4 Health, safety and security -- 7.5 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 8: Information management -- Learning outcomes -- 8.1 Introduction -- 8.2 Importance of information management in the workplace -- 8.3 Nature of information -- 8.3.1 Types of data a business collects -- 8.3.2 The stages of processing -- 8.4 Information needs of a business -- 8.4.1 Information needs of top management -- 8.4.2 Information needs of middle managers -- 8.4.3 Information needs of lower-level managers or supervisors -- 8.5 Information systems -- 8.6 Components of an information system -- 8.6.1 Hardware -- 8.6.2 Software -- 8.6.3 Database -- 8.6.4 Telecommunications and networks -- 8.5.5 People -- 8.5.6 Procedures -- 8.6 Types of information system -- 8.6.1 Transaction-processing systems -- 8.6.2 Decision support systems -- 8.6.3 Management information systems -- 8.6.4 Executive support systems -- 8.7 Knowledge management -- 8.8 Summary -- Questions for self-evaluation -- References -- Legislation -- Chapter 9: Public relations -- Learning outcomes -- 9.1 Introduction -- 9.2 Defining public relations -- 9.3 Objectives of public relations -- 9.4 Different publics -- 9.4.1 Internal publics -- 9.4.2 External publics -- 9.5 Marketing and public relations -- 9.6 Shaping public opinion -- 9.6.1 How to improve public opinion of a business -- 9.7 Methods of PR communication -- 9.7.1 Public relations campaigns -- 9.7.2 Four-step public relations planning process -- 9.8 Corporate social responsibility -- 9.8.1 Types of corporate social responsibility -- 9.8.2 Corporate social responsibility principles -- 9.9 A PR checklist -- 9.10 Summary -- Questions for self-evaluation -- References -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W. |
| title | Business Management for Entrepreneurs |
| title_auth | Business Management for Entrepreneurs |
| title_exact_search | Business Management for Entrepreneurs |
| title_exact_search_txtP | Business Management for Entrepreneurs |
| title_full | Business Management for Entrepreneurs |
| title_fullStr | Business Management for Entrepreneurs |
| title_full_unstemmed | Business Management for Entrepreneurs |
| title_short | Business Management for Entrepreneurs |
| title_sort | business management for entrepreneurs |
| work_keys_str_mv | AT nieuwenhuizenc businessmanagementforentrepreneurs |