The document discusses various topics related to financial statement analysis using ratios, including:
- Types of ratios that measure liquidity, borrowing capacity, profitability, and cash flow
- How ratios should be interpreted by comparing to prior periods, competitors, industry standards, and analyzing trends
- Considerations for analysis such as accounting principles, business practices, and industry variations
- Tools for comparisons including trend analysis, SIC and NAICS industry classifications, and industry average data sources
Video 4 - Module 4 - Liquidity Ratios.pptxMyname94851
The document discusses liquidity ratios, which measure a company's ability to meet its short-term obligations. It defines two key liquidity ratios: the current ratio, which measures a company's ability to pay off current liabilities with its current assets, and the acid-test ratio, which provides a more stringent measure by excluding less liquid current assets like inventory from the calculation. Both ratios compare current assets to current liabilities, with the current ratio intended to measure basic short-term debt paying ability and the acid-test ratio intended to measure immediate liquidity.
This document discusses key concepts related to short-term assets and liquidity, including current assets, the operating cycle, cash, marketable securities, receivables, inventories, and liquidity metrics like days' sales in receivables and inventory turnover. It provides examples and explanations of inventory cost flow assumptions like FIFO, LIFO, and average costing and their impact on financial statements. Key tests for analyzing liquidity are also defined.
The document discusses key concepts related to the income statement, including its purpose and components. It defines items that appear on the income statement such as net sales, cost of goods sold, operating expenses, and other income/expense. It also covers special income statement items, earnings per share, retained earnings, dividends, stock dividends, stock splits, and comprehensive income.
This document discusses the statement of cash flows, including its basic elements, structure, and how to develop it using both the direct and indirect methods. It covers cash flows from operating, investing and financing activities. It also discusses how the statement of cash flows can be used to calculate financial ratios and evaluate a firm's liquidity, ability to pay debts, cover dividends, and make capital expenditures.
The document discusses accounting and organizational strategy. It introduces financial, management, and cost accounting. Cost accounting provides internal and external information, including product costs. Organizational strategy involves developing a mission statement, implementing the strategy, and deploying resources to create value. Strategy is implemented using a balanced scorecard that measures performance across financial, customer, internal process, and learning/growth perspectives. Ethical standards for accountants are set by organizations like the Institute of Management Accountants.
Strategic management and strategic competitiveness.pptxAndyCNiu
This chapter discusses strategic management and competitiveness. It introduces strategic concepts like competitive advantage and the strategic management process. It describes the increasingly global and technology-driven competitive landscape that firms operate within. The chapter outlines two models - industry organization and resource-based - that explain how firms can earn above-average returns. It also discusses vision/mission, stakeholders, strategic leaders, and the overall strategic management process of analyzing, strategizing, and ensuring performance.
This document discusses competitive rivalry and dynamics. It defines key terms like competitors, competitive behavior, and competitive dynamics. It describes how firms analyze competitors based on market commonality and resource similarity. Competitive actions are driven by a firm's awareness, motivation, and ability. The document presents models of competitive rivalry and discusses how rivalry affects strategy and varies in different market conditions.
Video 4 - Module 4 - Liquidity Ratios.pptxMyname94851
The document discusses liquidity ratios, which measure a company's ability to meet its short-term obligations. It defines two key liquidity ratios: the current ratio, which measures a company's ability to pay off current liabilities with its current assets, and the acid-test ratio, which provides a more stringent measure by excluding less liquid current assets like inventory from the calculation. Both ratios compare current assets to current liabilities, with the current ratio intended to measure basic short-term debt paying ability and the acid-test ratio intended to measure immediate liquidity.
This document discusses key concepts related to short-term assets and liquidity, including current assets, the operating cycle, cash, marketable securities, receivables, inventories, and liquidity metrics like days' sales in receivables and inventory turnover. It provides examples and explanations of inventory cost flow assumptions like FIFO, LIFO, and average costing and their impact on financial statements. Key tests for analyzing liquidity are also defined.
The document discusses key concepts related to the income statement, including its purpose and components. It defines items that appear on the income statement such as net sales, cost of goods sold, operating expenses, and other income/expense. It also covers special income statement items, earnings per share, retained earnings, dividends, stock dividends, stock splits, and comprehensive income.
This document discusses the statement of cash flows, including its basic elements, structure, and how to develop it using both the direct and indirect methods. It covers cash flows from operating, investing and financing activities. It also discusses how the statement of cash flows can be used to calculate financial ratios and evaluate a firm's liquidity, ability to pay debts, cover dividends, and make capital expenditures.
The document discusses accounting and organizational strategy. It introduces financial, management, and cost accounting. Cost accounting provides internal and external information, including product costs. Organizational strategy involves developing a mission statement, implementing the strategy, and deploying resources to create value. Strategy is implemented using a balanced scorecard that measures performance across financial, customer, internal process, and learning/growth perspectives. Ethical standards for accountants are set by organizations like the Institute of Management Accountants.
Strategic management and strategic competitiveness.pptxAndyCNiu
This chapter discusses strategic management and competitiveness. It introduces strategic concepts like competitive advantage and the strategic management process. It describes the increasingly global and technology-driven competitive landscape that firms operate within. The chapter outlines two models - industry organization and resource-based - that explain how firms can earn above-average returns. It also discusses vision/mission, stakeholders, strategic leaders, and the overall strategic management process of analyzing, strategizing, and ensuring performance.
This document discusses competitive rivalry and dynamics. It defines key terms like competitors, competitive behavior, and competitive dynamics. It describes how firms analyze competitors based on market commonality and resource similarity. Competitive actions are driven by a firm's awareness, motivation, and ability. The document presents models of competitive rivalry and discusses how rivalry affects strategy and varies in different market conditions.
The External Environment Opportunities, Threats, Industry Competition and Com...AndyCNiu
This chapter discusses analyzing a firm's external environment including the general environment, industry environment, and competitors. The general environment consists of 7 segments (demographic, economic, political/legal, sociocultural, technological, global, and physical) that can present opportunities or threats. The industry environment is defined by 5 competitive forces (threat of new entrants, power of suppliers/buyers, threat of substitutes, rivalry among competitors). Firms must understand how these forces influence their industry's profitability. Competitor analysis involves gathering intelligence about other firms to predict their actions and understand the competitive dynamics of the industry.
PwC Presents Stock Compensation Survey Results, Trends, and Accounting Challe...Proformative, Inc.
PwC presented survey results on stock compensation trends, including a shift towards more restricted stock awards. Option-pricing assumptions were largely unchanged, with most companies using Black-Scholes and relying on historical data for expected term and volatility. Modification accounting was discussed, including the potential for incremental compensation expense from equity restructurings even with antidilution provisions.
The document discusses strategic management and the competitive landscape. It defines key terms like strategy, competitive advantage, and the strategic management process. The strategic management process involves analyzing internal/external factors, developing vision/mission/strategies, and implementing strategies to achieve competitive advantages and above-average returns. The competitive landscape is increasingly complex due to globalization and rapid technological changes. Globalization has led to new opportunities but also risks as firms must meet global standards. Technology diffusion and disruptive technologies also create unstable environments, requiring firms to constantly innovate.
This document discusses analyzing a company's internal environment to understand its resources, capabilities, and core competencies. It defines key terms like resources, capabilities, core competencies, and value chain. The document emphasizes that understanding internal strengths and weaknesses is important for identifying what a company can do well. It also provides examples of how companies like Subway have leveraged their core competencies for competitive advantage. Overall, the document outlines frameworks and considerations for analyzing a company's internal environment to help it identify current and future competitive advantages.
The document discusses organization strategy, design, and effectiveness. It covers several topics:
- The main responsibilities of top management are to determine objectives, strategy, and organizational structure.
- Porter's Five Forces model and Miles and Snow's strategy typology can help formulate strategy based on competitive environment.
- Organizational strategy impacts design, and contingencies like resources and processes also affect design.
- Effectiveness is difficult to measure but managers should evaluate goals and determine key indicators, like those in the balanced scorecard approach.
strategy formulation competitive action and dynamicsdaniyarehan2
Competitive rivalry and dynamics involve the ongoing actions and responses between firms competing in the same markets. Competitors are firms offering similar products and targeting similar customers. Competitive rivalry increases during economic downturns as customers seek value and escapism. Analysis of competitors considers market commonality, such as competing in multiple markets, and resource similarity, like comparable capabilities. Drivers of competitive actions are a firm's awareness of mutual dependence with rivals and its motivation to act based on potential gains or losses.
111182584X_336067 Strategy in Leadership.pptssuser9e852e1
This document discusses strategic leadership and managing the strategy-making process for competitive advantage. It provides an overview of key concepts like strategy, competitive advantage, and strategic leadership. The summary discusses the primary steps in a strategic planning process, which includes selecting a mission/goals, analyzing external/internal environments, selecting strategies to address opportunities/threats, and implementing strategies. The strategic planning process aims to build on strengths and address weaknesses to achieve competitive advantage.
This document discusses strategic leadership and managing the strategy-making process for competitive advantage. It provides an overview of key concepts like strategy, competitive advantage, and strategic leadership. The summary is:
Strategic leadership involves managing a company's strategy-making process to create competitive advantage and increase shareholder value. This involves pursuing strategies that improve profitability and ensure profits grow over rivals. The strategic planning process includes analyzing internal strengths/weaknesses and external opportunities/threats, then selecting strategies to take advantage of opportunities and counter threats. The goal is strategies that build on strengths and correct weaknesses.
The document discusses corporate governance and the mechanisms used to manage relationships between stakeholders in organizations. It specifically focuses on the separation of ownership and control in corporations and the resulting agency problems that governance addresses. The key internal governance mechanisms discussed are ownership concentration, boards of directors, and executive compensation, while the external mechanism is the market for corporate control. The goal of corporate governance is to align managerial decision-making with shareholder interests.
In our system-
On the basis of historical sales data (atleast 3 months but we prefer 2+years of previous sales data for best forecast accuracy).
1. You can generate the forecast at lowest level(even if you have the data at costumer level then you can forecast at that level)
2. You can run and see forecast at any level
3. 10 category are there so you can categories your hierarchy in that 10 category.
4. You can roll back the forecast
5. You can identify your event/promotions plan- also our system tell you future event percentage(I mean automatic system calculated), so you do not need to define event percentage.
Here are a few steps you could take as the new manager:
1. Schedule introductory meetings with each employee to learn about their roles and responsibilities, goals, and any ongoing projects or issues.
2. Meet with the previous manager to get a comprehensive overview of department operations, priorities, budgets, and any other important contextual information.
3. Observe group interactions and workflows for a period before initiating any changes to better understand the existing culture and dynamics.
4. Establish an open door policy and listen to employee feedback to identify opportunities for improvement from their perspectives.
5. Develop a transition plan with clear short-term goals and metrics to evaluate early progress and success in the new role.
The key
Management Principles and Practices - Ricky W. Griffin 11th Edition Chapter 01Saif Mahmud
Here are a few steps you could take as the new manager:
1. Schedule introductory meetings with each employee to learn about their roles and responsibilities, goals, and any ongoing projects or issues.
2. Meet with the previous manager to get a comprehensive overview of department operations, priorities, budgets, and any other important contextual information.
3. Observe group interactions and workflows for a period before initiating any changes to better understand the existing culture and dynamics.
4. Establish an open door policy and listen to employee feedback to identify opportunities for improvement from their perspectives.
5. Develop a transition plan with clear short-term goals and metrics to evaluate early progress and success in the new role.
The key
This document discusses evaluation and control as important parts of the innovation process. It outlines key questions to consider when evaluating a firm's current position and potential future outcomes. Evaluation involves determining where the firm is now compared to its goals, what factors could positively or negatively impact its future, and where it may end up if its current path continues. Control refers to making adjustments if gaps are identified between goals and performance. Controls can be financial, strategic, or cultural. The document provides examples of different types of controls and emphasizes that evaluation and control should involve the entire organization to create support for necessary changes.
In the spring of 2018, I contracted with Huron Consulting in Chicago's West Loop to help update hundreds of slides and dozens of decks to their newly updated brand standards. I was supplied out-of-date decks and new brand templates. This presentation is one of the results, helping Huron communicate to prospective clients.
Ch_01_The Nature of Econometrics and Economic Data.pptVNguynThoLinh
The document discusses different types of economic data used in econometric analysis, including cross-sectional data, time series data, and pooled cross-sections. It provides examples of each type of data and how they are structured. Cross-sectional data includes observations of different individuals/entities at a point in time, time series data tracks a variable over time, and pooled cross-sections combine multiple independent cross-sections for analysis, such as evaluating policy changes. The goal of econometrics is to estimate relationships between economic variables, test theories, forecast, and evaluate policies using statistical methods applied to these real-world economic data sets.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether the market and competitive advantages are strong and whether management has the capability to execute the strategy. The document provides frameworks to screen ideas and identify any fatal flaws that could cause a startup to fail.
This document discusses developing startup ideas and assessing business opportunities. It covers identifying potential new products or services, using innovative thinking to generate ideas, and analyzing opportunities both from an outside perspective considering the general business environment and industry, and from an inside perspective evaluating a firm's own resources and capabilities. Key frameworks covered include the SWOT analysis to integrate internal and external assessments, and identifying opportunities that match a venture's strengths in the "sweet spot" of high opportunity and low threat. The overall goal is to help entrepreneurs screen ideas and identify those with the greatest potential feasibility.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether there is a market need and competitive advantage, the management team's capabilities match the venture, and there are no fatal flaws like lack of market potential. The most promising ideas are those in an entrepreneur's opportunity "sweet spot" that have strengths outweighing weaknesses and opportunities outweighing threats.
The document discusses different types of organizational structures and how they facilitate information sharing and coordination. It describes traditional vertical and horizontal structures, as well as functional, divisional, matrix, horizontal and virtual network structures. Each structure has strengths and weaknesses depending on the organization's goals, environment and need for efficiency versus flexibility. A hybrid structure that combines different approaches may provide the most flexibility to meet changing needs. Effective structural design aligns the organization's structure with its goals.
The document discusses key concepts related to organization design and structure including:
1. It identifies the basic elements of organizing such as organization structure and design, job specialization, and departmentalization.
2. It describes different bases for departmentalization including functional, product, customer, and location departmentalization.
3. It examines situational influences on organization design such as core technology, environment, and organization size/life cycle.
The External Environment Opportunities, Threats, Industry Competition and Com...AndyCNiu
This chapter discusses analyzing a firm's external environment including the general environment, industry environment, and competitors. The general environment consists of 7 segments (demographic, economic, political/legal, sociocultural, technological, global, and physical) that can present opportunities or threats. The industry environment is defined by 5 competitive forces (threat of new entrants, power of suppliers/buyers, threat of substitutes, rivalry among competitors). Firms must understand how these forces influence their industry's profitability. Competitor analysis involves gathering intelligence about other firms to predict their actions and understand the competitive dynamics of the industry.
PwC Presents Stock Compensation Survey Results, Trends, and Accounting Challe...Proformative, Inc.
PwC presented survey results on stock compensation trends, including a shift towards more restricted stock awards. Option-pricing assumptions were largely unchanged, with most companies using Black-Scholes and relying on historical data for expected term and volatility. Modification accounting was discussed, including the potential for incremental compensation expense from equity restructurings even with antidilution provisions.
The document discusses strategic management and the competitive landscape. It defines key terms like strategy, competitive advantage, and the strategic management process. The strategic management process involves analyzing internal/external factors, developing vision/mission/strategies, and implementing strategies to achieve competitive advantages and above-average returns. The competitive landscape is increasingly complex due to globalization and rapid technological changes. Globalization has led to new opportunities but also risks as firms must meet global standards. Technology diffusion and disruptive technologies also create unstable environments, requiring firms to constantly innovate.
This document discusses analyzing a company's internal environment to understand its resources, capabilities, and core competencies. It defines key terms like resources, capabilities, core competencies, and value chain. The document emphasizes that understanding internal strengths and weaknesses is important for identifying what a company can do well. It also provides examples of how companies like Subway have leveraged their core competencies for competitive advantage. Overall, the document outlines frameworks and considerations for analyzing a company's internal environment to help it identify current and future competitive advantages.
The document discusses organization strategy, design, and effectiveness. It covers several topics:
- The main responsibilities of top management are to determine objectives, strategy, and organizational structure.
- Porter's Five Forces model and Miles and Snow's strategy typology can help formulate strategy based on competitive environment.
- Organizational strategy impacts design, and contingencies like resources and processes also affect design.
- Effectiveness is difficult to measure but managers should evaluate goals and determine key indicators, like those in the balanced scorecard approach.
strategy formulation competitive action and dynamicsdaniyarehan2
Competitive rivalry and dynamics involve the ongoing actions and responses between firms competing in the same markets. Competitors are firms offering similar products and targeting similar customers. Competitive rivalry increases during economic downturns as customers seek value and escapism. Analysis of competitors considers market commonality, such as competing in multiple markets, and resource similarity, like comparable capabilities. Drivers of competitive actions are a firm's awareness of mutual dependence with rivals and its motivation to act based on potential gains or losses.
111182584X_336067 Strategy in Leadership.pptssuser9e852e1
This document discusses strategic leadership and managing the strategy-making process for competitive advantage. It provides an overview of key concepts like strategy, competitive advantage, and strategic leadership. The summary discusses the primary steps in a strategic planning process, which includes selecting a mission/goals, analyzing external/internal environments, selecting strategies to address opportunities/threats, and implementing strategies. The strategic planning process aims to build on strengths and address weaknesses to achieve competitive advantage.
This document discusses strategic leadership and managing the strategy-making process for competitive advantage. It provides an overview of key concepts like strategy, competitive advantage, and strategic leadership. The summary is:
Strategic leadership involves managing a company's strategy-making process to create competitive advantage and increase shareholder value. This involves pursuing strategies that improve profitability and ensure profits grow over rivals. The strategic planning process includes analyzing internal strengths/weaknesses and external opportunities/threats, then selecting strategies to take advantage of opportunities and counter threats. The goal is strategies that build on strengths and correct weaknesses.
The document discusses corporate governance and the mechanisms used to manage relationships between stakeholders in organizations. It specifically focuses on the separation of ownership and control in corporations and the resulting agency problems that governance addresses. The key internal governance mechanisms discussed are ownership concentration, boards of directors, and executive compensation, while the external mechanism is the market for corporate control. The goal of corporate governance is to align managerial decision-making with shareholder interests.
In our system-
On the basis of historical sales data (atleast 3 months but we prefer 2+years of previous sales data for best forecast accuracy).
1. You can generate the forecast at lowest level(even if you have the data at costumer level then you can forecast at that level)
2. You can run and see forecast at any level
3. 10 category are there so you can categories your hierarchy in that 10 category.
4. You can roll back the forecast
5. You can identify your event/promotions plan- also our system tell you future event percentage(I mean automatic system calculated), so you do not need to define event percentage.
Here are a few steps you could take as the new manager:
1. Schedule introductory meetings with each employee to learn about their roles and responsibilities, goals, and any ongoing projects or issues.
2. Meet with the previous manager to get a comprehensive overview of department operations, priorities, budgets, and any other important contextual information.
3. Observe group interactions and workflows for a period before initiating any changes to better understand the existing culture and dynamics.
4. Establish an open door policy and listen to employee feedback to identify opportunities for improvement from their perspectives.
5. Develop a transition plan with clear short-term goals and metrics to evaluate early progress and success in the new role.
The key
Management Principles and Practices - Ricky W. Griffin 11th Edition Chapter 01Saif Mahmud
Here are a few steps you could take as the new manager:
1. Schedule introductory meetings with each employee to learn about their roles and responsibilities, goals, and any ongoing projects or issues.
2. Meet with the previous manager to get a comprehensive overview of department operations, priorities, budgets, and any other important contextual information.
3. Observe group interactions and workflows for a period before initiating any changes to better understand the existing culture and dynamics.
4. Establish an open door policy and listen to employee feedback to identify opportunities for improvement from their perspectives.
5. Develop a transition plan with clear short-term goals and metrics to evaluate early progress and success in the new role.
The key
This document discusses evaluation and control as important parts of the innovation process. It outlines key questions to consider when evaluating a firm's current position and potential future outcomes. Evaluation involves determining where the firm is now compared to its goals, what factors could positively or negatively impact its future, and where it may end up if its current path continues. Control refers to making adjustments if gaps are identified between goals and performance. Controls can be financial, strategic, or cultural. The document provides examples of different types of controls and emphasizes that evaluation and control should involve the entire organization to create support for necessary changes.
In the spring of 2018, I contracted with Huron Consulting in Chicago's West Loop to help update hundreds of slides and dozens of decks to their newly updated brand standards. I was supplied out-of-date decks and new brand templates. This presentation is one of the results, helping Huron communicate to prospective clients.
Ch_01_The Nature of Econometrics and Economic Data.pptVNguynThoLinh
The document discusses different types of economic data used in econometric analysis, including cross-sectional data, time series data, and pooled cross-sections. It provides examples of each type of data and how they are structured. Cross-sectional data includes observations of different individuals/entities at a point in time, time series data tracks a variable over time, and pooled cross-sections combine multiple independent cross-sections for analysis, such as evaluating policy changes. The goal of econometrics is to estimate relationships between economic variables, test theories, forecast, and evaluate policies using statistical methods applied to these real-world economic data sets.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether the market and competitive advantages are strong and whether management has the capability to execute the strategy. The document provides frameworks to screen ideas and identify any fatal flaws that could cause a startup to fail.
This document discusses developing startup ideas and assessing business opportunities. It covers identifying potential new products or services, using innovative thinking to generate ideas, and analyzing opportunities both from an outside perspective considering the general business environment and industry, and from an inside perspective evaluating a firm's own resources and capabilities. Key frameworks covered include the SWOT analysis to integrate internal and external assessments, and identifying opportunities that match a venture's strengths in the "sweet spot" of high opportunity and low threat. The overall goal is to help entrepreneurs screen ideas and identify those with the greatest potential feasibility.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether there is a market need and competitive advantage, the management team's capabilities match the venture, and there are no fatal flaws like lack of market potential. The most promising ideas are those in an entrepreneur's opportunity "sweet spot" that have strengths outweighing weaknesses and opportunities outweighing threats.
The document discusses different types of organizational structures and how they facilitate information sharing and coordination. It describes traditional vertical and horizontal structures, as well as functional, divisional, matrix, horizontal and virtual network structures. Each structure has strengths and weaknesses depending on the organization's goals, environment and need for efficiency versus flexibility. A hybrid structure that combines different approaches may provide the most flexibility to meet changing needs. Effective structural design aligns the organization's structure with its goals.
The document discusses key concepts related to organization design and structure including:
1. It identifies the basic elements of organizing such as organization structure and design, job specialization, and departmentalization.
2. It describes different bases for departmentalization including functional, product, customer, and location departmentalization.
3. It examines situational influences on organization design such as core technology, environment, and organization size/life cycle.
financial-statement-analysis and other.pptxssuser9e852e1
This document provides an overview of financial statement analysis techniques that will be covered in a course on the topic, including:
Ratio analysis, trend analysis (common size and percent change), DuPont analysis, and comparative ratios/benchmarking. Trend analysis graphs financial ratios over time to identify improving or deteriorating trends. Common size analysis expresses financial statement items as a percentage of total assets or sales to facilitate comparisons. Percent change analysis calculates growth rates. DuPont analysis decomposes return on equity into its profit margin, asset turnover, and equity multiplier components. Comparative ratios involve comparing a company's ratios to industry averages, while benchmarking compares to leading competitors.
ISA_580_presentation Written Represent.pptxssuser9e852e1
The document discusses International Standard on Auditing (ISA) 580 on management representations. It provides background on the development of ISA 580. It outlines the objectives of ISA 580 which are to obtain written representations from management to support audit evidence and respond appropriately if representations are not provided. It describes the requirements of ISA 580 including details on representations regarding management's responsibilities, other representations, timing of representations, form of representations, and actions to be taken if requested representations are not provided.
04-Filing System Siddique Akbar Minhas .pptssuser9e852e1
This document provides guidelines for an effective filing system for official documents. It discusses the components of a file including correspondence files, noting files, and K.W files. It outlines the necessary information to create a file such as office name, subject, and file number. The document explains why an organized filing system is important for record keeping, preservation, future reference, precedents, research, and development. It provides details on allocating subjects, file numbers, index registers, major and minor heads. It also discusses file organization, page numbering, referencing, priorities, secret files, file placement, record management categories, and monitoring actions.
9780273713654_pp03b_time value of money.pptssuser9e852e1
The document discusses time value of money concepts like future value, present value, and ordinary annuities. It provides examples of using the FV, PV, and PVA Excel functions to calculate future and present values for single amounts as well as annuities. Story problems illustrate applying these concepts to scenarios like retirement savings. The document also discusses using the rule of 72 to approximate doubling periods for investments.
Week 5,6 on policy makingslides in pakistan.pptssuser9e852e1
The document discusses various actors involved in the policy making process, including official actors like the legislative, executive, and judicial branches of government as well as unofficial actors like interest groups, media, think tanks, and non-governmental organizations. It describes how these actors work together and sometimes compete to influence public policy. Both official and unofficial actors are seen as legitimate, though they may pursue different goals and use different tactics. The policy making process involves complex interactions between these groups within a dynamic policy environment.
Role of Municipal Courts in the Judicial System.pptssuser9e852e1
Municipal courts handle the largest volume of cases in the Texas judiciary, with over 917 courts and 1,500 judges handling over 7.5 million cases annually. They have jurisdiction over all state fine-only criminal offenses that occur within city limits as well as exclusive jurisdiction over violations of municipal ordinances. Municipal judges perform judicial duties like accepting pleas, rendering judgments, and deciding motions, as well administrative duties managing court operations. They also serve important magistrate duties in determining probable cause for arrests and searches.
This document discusses the calculation of a company's weighted average cost of capital (WACC). It explains that the WACC is made up of the costs of the different sources of capital weighted by their proportions in the target capital structure. It provides examples of how to calculate the costs of debt, preferred stock, and common equity using various methods. It then works through calculating each component cost for a sample company called Coleman Technologies to illustrate the full WACC calculation.
Tanks Clean - Schools Municipal Services.pptxssuser9e852e1
The document lists 11 government schools, hospitals, and offices in Depalpur that had their water tanks cleared and chlorinated as part of a municipal committee project. It includes the names of 9 schools, 1 hospital, and 1 municipal committee office that received water tank cleaning and chlorination services managed by the Depalpur Municipal Committee.
This document provides an overview of the historical development of public policy in the United States. It is divided into four eras: 1) A period of divided power between 1787-1870, where the federal government had limited scope. 2) An era of state activism from 1870-1933 as industrialization increased demands for regulation. 3) An era of national activism from 1933-1961 in response to the Great Depression and World War II. 4) An era of national standards from 1961-1981 with programs like the Great Society. The document also discusses elements of stability in the American system, such as ideological, political, and policy stability over time.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.