Explore Further

Print this page

Books

Click on a link below to go to Harvard Business Online, the Web site of Harvard Business School Publishing, where you can browse or purchase products. Your Harvard ManageMentor program will remain open while you are at the site.

Harvard Business School Publishing. Harvard Business Essentials Guide to Finance for Managers. Boston: Harvard Business School Press, 2002.

Calculating and assessing the overall financial health of the business is an important part of any managerial position. From reading and deciphering financial statements, to understanding net present value, to calculating return on investment, Finance for Managers provides the fundamentals of financial literacy. Easy to use and nontechnical, this helpful guide gives managers the smart advice they need to increase their impact on financial planning, budgeting, and forecasting.

Jeremy Hope and Robin Fraser. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Boston: Harvard Business School Press, 2004.

The traditional annual budgeting process—characterized by fixed targets and performance incentives—is time consuming, overcentralized, and outdated. Worse, it often causes dysfunctional and unethical managerial behavior. Based on an intensive, international study into pioneering companies, Beyond Budgeting offers an alternative, coherent management model that overcomes the limitations of traditional budgeting. Focused around achieving sustained improvement relative to competitors, it provides a guiding framework for managing in the twenty-first century.

Robert S. Kaplan and David P. Norton. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston: Harvard Business School Press, 2000.

In this book, Kaplan and Norton describe how the concept of the balanced scorecard has progressed beyond its original usefulness as a tool to measure performance to a way of actually effecting strategic change. Using examples drawn from company experiences, the authors show how the balanced scorecard can help the strategy-focused organization achieve nonlinear performance breakthroughs.

Robert Simons. Performance Measurement & Control Systems for Implementing Strategy. Upper Saddle River, NJ: Prentice Hall, 2000.

Simons presents a coherent body of practical theory that shows how new accounting and control tools can be used to implement strategy. He shows how techniques for performance measurement and control, aligning performance goals and incentives, and managing strategic risk can be implemented by managers to achieve profit goals and strategies.

Click here to exit the program. Warning, this will close your session. You will be able to return to the course, but any evaluation of your progress/performance will not count after you have clicked this button.