|
August/September 2010 |
|
|
CMA Management is a dynamic business magazine designed to help senior management professionals make informed decisions and give them a strategic advantage. Published by CMA Canada, CMA Management is circulated to more than 35,000 CMAs and 10,000 CMA candidates and students. It is also available by subscription. |
|
|
|
|
|
Features |
|
Cr-r-r-unch: Time to put a financing contingency plan in place
The Era of Global Financial Instability. Mortgage Meltdown Contagion. Central Banks Pumping Billions into World Financial System. Despite the wringing of hands and gnashing of teeth, the reality is certainly not as dire as the headlines suggest. The Canadian and global capital markets still have plenty of cash on hand — although it may not be dispensed quite as liberally as it has been in the past five years.
By Clark McKeown, CA, CIRP, CFE
|
|
|
|
Canada's electronic reporting receives failing grades
Corporate reporting on the Internet is becoming the prime medium for communicating corporate financial and business information. However, most companies do a poor job of presenting this information on their websites.
By Gundi Jeffrey
|
|
|
|
Five keys for implementing enterprise systems at SMEs
Implementing an integrated business system is necessary to enable an organization to continue to grow. CMAs are likely to play a major role in the implementation process.
By Brent Snider MBA, CMA
|
|
|
|
|
March 2008 |
|
Forecasting the future of the financial industry
As the corporate benefits of open-book management spreads, so do the enhanced benefits of business intelligence (BI), particularly in the financial services industry.
By Paul Barter
|
|
|
|
One step at a time
CMA Ji Yoon took his expertise working for larger multinationals and applied it to a junior, vibrant company that was not only on a growth trajectory, but offered product innovation with an environmentally friendly footprint.
By Andrea Civichino
|
|
| |
|
| Columns |
|
Human resources
The new rules of engagement. How companies can enhance business performance by tapping into employees’ discretionary effort.
By Jeff Pekar
|
|
|
|
Management trends
Refresh, manage and communicate. In part two of a three-part series, Bob Paladino uses the City of Coral Springs as an example to demonstrate how business strategies are achieved using Principles 2 and 3 of the Five Key Principles of corporate performance management.
By Bob Paladino, CPA
|
|
|
|
Business strategies
What will happen if nothing changes? Many of those who lead organizations go through a very similar routine this time of the year. They start by admonishing themselves for the mistakes of the past year — the projects left undone and the opportunities not seized. They grit their teeth, clean off their desks, start a fresh notebook and resolve to make significant changes in the way they will work in the coming year.
By Gregg Thompson
|
|
|
|
Book review
Essential skills for business growth and profitability. Ram Charan explains how to be a better leader and make the right decisions.
Reviewed by Patrick Buckley, CMA, PhD
|
|
|
|
|
|
|
|
|
Money management
Avoid excessive investment risk. Look for the highest return for a given level of risk or the lowest risk for a given level of return.
By Kevin Hutton
|
|
|
|
|
|
Information technology
The spam wars part 2 — new challenges for email users. The strong medicines used to combat spam and other online abuse have significant side effects, such as the growing difficulty companies are having getting through spam filters and getting their messages out.
By Jacob Stoller
|
|
|
|
|
|
Government issues
Self-regulating professions in need of review of guidelines and rules. The Competition Bureau of Canada says self-regulating professions should re-examine their rules in an effort to ensure they are serving the public good by reducing their restrictions on competition.
By John Cooper
|
|
|
|
|
|
Global view
Developments in carbon accounting — European initiatives and Canadian responses. With Phase 1 of the Kyoto trading period now at an end, there has been an upswing in the number of new initiatives targeted at carbon-based trading mechanisms. The belief is that Phase I emissions allowances were widely thought to be over-allocated, with industry sector caps too high to stimulate an effective market-based system — hence the market price slumped.
By Peter Ion
|
|
|
|
|
|
|
|
|
|
|
Departments |
|
Media bites
Making the human connection
- Hug Your People
- Megacommunites
- Think Better
|
|
|
|
News and views
New and noteworthy information you can use
- Report forecasts top online threats for 2008
- Reader friendly
- Increased tax incentive key to stimulate more R&D
- Poll finds tax cuts won't add funds to retirement
|
|
|
|
|
