shichangyingxiao.XLS
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1、帐与总分类帐的协调一致.17 5.2.4 数据输入的工具.17 5.2.5 附加的检验功能.17 5.2.6 多种货币的处理能力.18 5.2.7 未清项管理.18 5.3 结算.18 5.3.1 在会计年度内的结算.18 5.3.2 年终结算.18 5.3.3 结算报表.19 6 财务财务会会计计信息系信息系统统 .21 7 特特别别用途的分用途的分类帐类帐 .22 7.1 对象.22 7.1.1 分析.22 7.2 帐户分配条件与总计格式.22 7.2.1 帐户分配.22 7.3 货币与数量.22 7.3.1 汇率.22 7.3.2 数量.23 7.4 灵活定义的会计期间.23 7.4.1
2、 记帐期间.23 7.5 集成性.23 7.5.1 概况.23 7.5.2 主数据.23 7.5.3 来自其他 SAP R/3 应用模块的数据更新.24 7.5.4 直接输入数据.24 7.5.5 从非 SAP 的系统来的数据.24 7.5.6 与其他 SAP 模块的协调一致.24 7.6 分配.25 7.6.1 概述.25 7.6.2 分配与分摊功能.25 7.7 计划.26 7.7.1 概述.26 7.7.2 计划参数.26 7.7.3 计划分摊功能.26 7.7.4 计划值.27 7.8 报表.27 7.8.1 概述 27 7.8.2 报表定义.28 7.8.3 可变的输出媒介.28 7
3、.8.4 交互式报表.28 8 财财会日会日历历 .29 9 应应收收帐帐款会款会计计核算核算 .30 9.1 客户主记录.30 9.1.1 主主记录记录的重要性的重要性.30 9.1.2 结结构构.LON-P-90000-090-98-50-01v1.ppt Roland Berger & Partners Ltd. International Management Consultants Barcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Dsseldorf Frankfurt Hamburg He
4、lsinki Hong Kong Kiev Kuala Lumpur Lisbon London Madrid Milan Moscow Munich New York Paris Prague Riga Rome So Paulo Shanghai Stockholm Stuttgart Tel Aviv Tokyo Vienna Zurich Successful Organisational Change Roland Berger & Partners Ltd London, October 1998 - 2 - LON-P-90000-090-98-50-01v1.ppt The t
5、ime for change has arrived All organisations reach a point where new ways of doing business demand organisational change What worked in the past. Historical Orgnanis- ation Historical Business system CEO does not meet the needs of the future New Business system CEO - 3 - LON-P-90000-090-98-50-01v1.p
6、pt Contents A.There are four possible generic organisational structures B. A process-based organisation typically provides the best basis for success in todays competitive marketplace C. The realignment of the organisation must be planned carefully: four factors provide the key for success - 4 - LON
7、-P-90000-090-98-50-01v1.ppt A. There are four possible generic organisational structures - 5 - LON-P-90000-090-98-50-01v1.ppt The functional organisation is ideal for smaller, stable organisations that require routine tasks to ensure efficiency and quality The functional organisationAdvantages/disad
8、vantages Promotes skills specialisation Minimise duplication of resources/work Provides career development path for functional specialists Facilitates top-down communication Encourages communication/learning within functions Tendency to development of routine tasks Limited perspective of middle mana
9、gers, resulting in unsuitability for top management Reduced communication/co-operation between departments Obscures accountability for overall results of firm Example + + + + + - - - - CEO Sales Manufac- turing LogisticsMarketingFinance - 6 - LON-P-90000-090-98-50-01v1.ppt The divisional organisatio
10、n is suitable for larger firms, wishing to promote product specialisation The divisional organisationAdvantages/disadvantages + + + - - - - CEO Product AProduct BProduct C Allows accountability Promotes diversification of skills and training Heightens departmental cohesion, forward towards customers
11、 Duplication of skills and resources Reduces communication between functional specialists Promotes departmental objectives, rather than firms objectives Tendency to create functional form within each division/additional hierarchies - 7 - LON-P-90000-090-98-50-01v1.ppt The matrix organisation gives a
12、 dual focus on products and functions, but requires extraordinary team skills at all levels in order to avoid lowering performance The matrix organisationAdvantages/disadvantages Makes functional knowledge available to all divisions Flexibility of resources Forces communication between managers Requ
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