Managing knowledge-work support functions

Article Abstract:

Several problems plague the management of support service knowledge-work functions such as information services, environmental affairs and telecommunications. As companies strive to maximize the contribution of each function, it is crucial that these challenges be dealt with promptly to enable support functions to contribute to their organization. Companies facing such problems may consider applying a recommended integrated approach to the management of the performance of support service, knowledge-work departments. Potential ingredients of this approach include such practices as mandating user control, outsourcing support services, assigning a cross-functional steering committee to manage the functions, using direct charge-backs and activity-based costing, applying internal marketing methods, offering flexible services, and benchmarking.

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Improving the board's effectiveness

Article Abstract:

Corporate board evolution tends to be stimulated by crises, which is not the most productive form of change. Anticipation of change, followed by consideration and adoption of alternatives is the best way to maximize benefits and minimize expenses. Steps included in board development strategy include: establishing consideration of board-level developments in the context of broad business strategy and overall governance; considering external factors; determining appropriate and relevant board structure and style; developing board succession plans; fostering a strategy for developing effective board-level people; developing ways to improve efficiency and effectiveness; and creating and agreeing upon strategy. A ten-step list for conducting a board audit is presented, as well as a five-step plan for tailoring the board to the company.

Analysis, Corporate directors, Management committees, Corporate officers

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ABC in a virtual corporation

Article Abstract:

Super Bakery Inc. is an example of a virtual corporation that is able to effectively perform activity-based costing (ABC) despite its unique organization. The company is described as virtual because it has outsourced selling to a network of independent brokers and has contracted out manufacturing, warehousing and shipping instead of developing a huge multifunctional organization to manage its business. In addition to a performance reporting system, the ABC system is of great value to Super Bakery. The ABC system enables management to monitor the profitability of the account of each customer and the performance of outside contractors. Unlike other ABC systems, that of Super Bakery concentrates on measuring costs by customer order instead of by product.

Electric Housewares and Household Fan Manufacturing, Bread, cake, and related products, Bread, Cake & Related Products, Commercial Bakeries, Electric housewares and fans, Donut Makers, Case studies, Accounting and auditing, Baked goods, Baked products industry, Baked goods industry, Cost accounting, Small appliances, Food preparation equipment, Super Bakery Inc.

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