Download Accounting Best Practices, Seventh Edition by Steven M. Bragg(auth.) PDF

By Steven M. Bragg(auth.)

Praise for earlier variations of Accounting most sensible Practices

"For a complete, but easy-to-read consultant to solving these all-too-common shortcomings on your accounting division, glance no additional than this wonderful e-book. Steve Bragg presents hundreds and hundreds of fixes, lots of them requiring unusually little time or expense whereas supplying a convenient consultant to universal implementation pitfalls. . . . i might suggest this valuable e-book to an individual who's trying to increase their present approaches, even if because of progress of their enterprise, compliance with Sarbanes-Oxley, or simply as a part of their ongoing development process."
?Martyn Webster, CPA, Director of Finance, XenoPort, Inc.

"This publication is necessary to working a good and exact accounting division. using RFID expertise to trace records is one of the necessary instruments during this most modern variation. A required learn for the difficult accounting manager's role."
?Jason Charet, CPA

"I've used Steve Bragg's Accounting top Practices books for years as a resource of rules for development. Like prior variants, this version has a couple of new, actionable top practices in addition to refinements of these principles said in past variations. The books are extensive sufficient of their viewpoint in order that approximately any association may perhaps locate rules that can pay again the price of the publication again and again over."
?John Temmerman, Controller, Evangelical Lutheran Church in America

"What a very good source! i've been within the accounting box for over two decades, and that i used to be nonetheless capable of achieve perception into enhancing procedures inside of my place of work. thank you for placing all of it in a single book!"
?Tina M. Thomas, CPA, CTP, Controller, Goodman & corporation, LLP

Chapter 1 assessment of top Practices (pages 1–3):
Chapter 2 the way to Use most sensible Practices (pages 5–18):
Chapter three money owed Payable most sensible Practices (pages 19–70):
Chapter four Billing top Practices (pages 71–89):
Chapter five Budgeting most sensible Practices (pages 91–116):
Chapter 6 funds administration top Practices (pages 117–133):
Chapter 7 Collections top Practices (pages 135–168):
Chapter eight credits most sensible Practices (pages 169–190):
Chapter nine Commissions top Practices (pages 191–202):
Chapter 10 Costing top Practices (pages 203–223):
Chapter eleven submitting top Practices (pages 225–245):
Chapter 12 Finance top Practices (pages 247–269):
Chapter thirteen monetary Statements most sensible Practices (pages 271–298):
Chapter 14 common top Practices (pages 299–333):
Chapter 15 common Ledger top Practices (pages 335–349):
Chapter sixteen inner Auditing top Practices (pages 351–368):
Chapter 17 stock top Practices (pages 369–416):
Chapter 18 Payroll top Practices (pages 417–448):

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Accounting Best Practices, Seventh Edition

Compliment for past variants of Accounting top Practices"For a accomplished, but easy-to-read consultant to solving these all-too-common shortcomings on your accounting division, glance no additional than this glorious ebook. Steve Bragg offers 1000's of fixes, lots of them requiring unusually little time or expense whereas supplying a convenient advisor to universal implementation pitfalls.

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Extra info for Accounting Best Practices, Seventh Edition

Sample text

For example, an accounting department can benefit greatly at period-end if the warehouse is using cycle counting to keep inventory accuracy levels high, since there is no need for a physical inventory count. However, if the warehouse does not have the extra staff available to count inventory, the work will not be done, no matter how badly the accounting staff wants to implement this best practice.  Too many changes in a short time. An organization will rebel against too much change if it is clustered into a short time frame.

Instead, each department is given its own ghost card number, with which it can make a variety of purchases that will be charged back to that department. By centralizing such purchases with a single account number, payment processing is made considerably easier. Also, since the company is directly responsible for all purchases made with the ghost card, it will be billed by the card provider in a timely and predictable manner (as opposed to the use of personal cards, where expenses may not appear until several months later).

Fewer invoice reviews and signatures. Managers no longer have to review a considerable number of invoices for payment approval, nor do they have to sign so many checks addressed to suppliers.  No cash advances. Whenever an employee asks for a cash advance, the accounting staff must create a manual check for that person, record it in the accounting records, and ensure that it is paid back by the employee. This can be a very time-consuming process in proportion to the generally meager advances given to employees.

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