Operational accounting 8
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This document discusses the importance of financial knowledge for general management. It argues that financial data can help managers make objective, data-driven decisions while overseeing large-scale operations. However, it also notes that relying solely on financial figures without understanding people and operations can be limiting. The document advocates for an approach that incorporates financial metrics alongside collaborative, rational thinking to properly structure organizations and empower staff. Financial literacy is presented as a tool that can bridge different functions and help achieve organizational goals when used reasonably and with the right people's interests in mind.
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The document discusses various aspects of leadership including defining leadership, different types of leaders, the differences between managers and leaders, common leadership activities like planning and organizing, important leadership traits, different leadership styles, advice for new leaders, potential traps for new leaders, core tasks of leadership like creating momentum and mastering technologies, and tips for managing oneself as a leader.
Leadership skills
"Presentation on Leadership Skills. Learn how to develop
Leadership skills. These PDF's are available for all VEDA
Students for free on www.veda-edu.com"
Leading Transformations WITH People ( People Excellence) Aug 2016
This document discusses how to lead transformations by focusing on people. It notes that transformations require shifting behaviors and beliefs, not just strategies and systems. People interpret changes differently based on their experiences and fears of things like loss of control. The presenter argues that focusing on building empathy, involvement, support and addressing people's needs through change planning can help manage transformations more effectively by increasing commitment and reducing resistance. Key elements include role modeling the new ways, creating an exciting future vision through conversations, allowing some decision input and providing supportive coaching. Measures of success should go beyond just business case achievement to also assess engagement, capabilities and performance impacts over time.
Energywork
The document discusses light and dark influences that can affect organizations. Some organizations seem to be under a "dark spell" where nothing goes well and initiatives fail despite changes in management or policies. These "dark influences" can enter through obsessions like cost-cutting or shirking responsibility. In contrast, "light influences" like courage, wisdom and good luck can produce goodwill and success when people have "heart for the primary process" and "personal mastery." The document proposes that organizational transformation is possible by addressing core issues or helping people develop personal mastery.
Business Conflict Resolution
Conflict resolution involves facilitating peaceful endings to conflicts through various methods and processes. Common workplace conflicts arise from matrix structures and globalization. When dealing with conflicts, collaboration is best for important issues as it promotes satisfaction and innovation, while compromising can provide quick solutions for less crucial matters. Both positive and negative impacts can result from conflicts, such as improved performance but also lower productivity. Tips for conflict resolution include allowing emotions to cool off before discussing issues, avoiding finger-pointing, and actively listening to other perspectives.
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The document discusses how to build successful relationships with CEOs, CFOs, and COOs. It recommends that CIOs understand executives' expectations, focus on positively impacting the business, and establish frequent communication. CIOs should develop early relationships, understand executives' challenges, and demonstrate support without surprises. Building credibility requires running IT like a business through strategic value selling, communication skills, and organizational design alignment.
Florida CIO Summit: Building C-Level Relationships 040509
The document discusses how to build successful relationships with CEOs, CFOs, and COOs. It recommends that CIOs understand executives' expectations, focus on business impact, establish frequent communication, and demonstrate how IT supports business objectives. The document also provides advice from executives on developing early relationships, understanding challenges, and avoiding surprises. It outlines tools for managing relationships, including political awareness and communication skills.
Mgt 317 final exam new 2016
This document contains sample questions from an MGT 317 final exam, covering topics like organizational processes, decision-making systems, hiring assessments, organizational culture, performance management, and more. The questions are multiple choice and test understanding of management concepts and theories.
Change Leadership
This document discusses leadership, management, and achieving explosive growth for a business. It identifies common problems that businesses face when stuck at certain revenue levels and why change efforts often fail. It emphasizes the importance of having a clear vision, strong communication, and building trust. Good managers focus on identifying and developing the talents and strengths of their employees. The key to explosive growth is maximizing current assets, tripling efforts in key areas, coordinating internally, and paying attention to cash flow while maintaining a leadership mindset.
Mgt 317 final exam new 2016
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
Mgt 317 final exam new 2016
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
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Execution
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Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
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Slide share Hyper-Decision Making - Short Version
The new imperative for organisational success will be 'hyper-decision making'. Gain insights into executive research around decision making; the concept of 'optimal' decision; the costs of lost opportunity associated with decision making; the factors that determine your organisation's 'decision intelligence quotient'; the drivers of 'risk'; what a systematic, integrated and comprehensive decision making process looks like; and more! Enjoy!
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What is it all about?
According to the U.S. Small Business Administration, over 50% of Small Businesses Enterprise (SBE) in the United States fail in the first year and 95% fail within the first five years . The prevailing belief is that the majority fails because of financial difficulties. This is supported by conventional business wisdom that holds the financial and economic performance as the benchmark for SBE’s performance. However, a new research sheds some interesting light on the underlining reasons; SBEs and organizations are born premature and they focus on the wrong objectives to become successful.
In this thought provoking workshop, we will explore a new definition for SBE and SBE’s decline and failure through the lenses of the EVO ModelTM . The EVO Model - Entrepreneur (“E”), business Venture (“V”) and the Organization (“O”) provides the backdrop for discussion and exploration of how SBEs and organizations can meet their strategic objectives while functioning at their respective optimal peak performance.
The purpose of this workshop is to introduce a contemporary approach to the development of SBEs and organizations by focusing on the thought-behavioral-outcome process. It draws upon research in social psychology, business and management, anthropology and education. This hands-on, highly engaging and exciting workshop will conclude with a group participation exercise that will illustrate the theoretical knowledge covered in this presentation.
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This document discusses the importance of organizational alignment and the dangers of misalignment. It argues that misalignments, if left unaddressed, can grow and seriously undermine an organization's performance, efficiency and ability to adapt. The document identifies some common sources of misalignment, such as misaligned expectations, capabilities, responsibilities and goals. It stresses that leaders have a responsibility to identify and resolve misalignments in order to build high-performing organizations.
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WIP Management
Management shop floor materials, no wastage of production capacity, no wastage of shop floor labor force
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This document contains notes from a presentation on finance and operations reporting. It discusses the role of a junior manager focusing on daily reporting of expenses, sales, production outputs, and other metrics. While the work can feel "lame" compared to strategic work, reporting is still important for triggering actions, generating alerts, and helping the organization avoid recurring problems. The presentation emphasizes establishing critical reporting elements like clear formatting, highlighting trends, and asking questions; and using IT tools effectively to analyze data and knowledge rather than just prove work is being done. It also discusses materials, production, and planning reporting factors to consider.
Reporting for operation
The document discusses various topics related to operational reporting from a finance perspective. It begins by describing the role and mindset of a junior manager focused mainly on reporting figures. It then provides details about the author's background and contact information. The remainder of the document offers suggestions on types of reports to generate, including daily sales reports, monthly sales forecasts, and gross margin reports. It emphasizes the importance of focusing reports on key indicators, using clear formatting, and taking action based on the data presented.
Operational accounting 2
Basic accounting principles provide the rules for recording transactions and reporting financial information. They ensure consistency and allow for statutory reporting, banking relationships, and gaining supplier credit. The key principles include accounting standards, concepts, and policies set by laws, listing rules, GAAP, IAS, and IFRS. Major concepts include the business entity, going concern, consistency, matching, accrual, prudence, and revenue recognition concepts. Proper application of accounting principles requires collaboration between departments to accurately record revenues, costs, and expenses in the correct period.
Collaboration
The document discusses the importance of collaboration and trust within organizations. It notes that through collaboration and learning, people can achieve things they never thought possible and extend their capacity to create. However, collaboration also requires addressing potential challenges like determining common interests when perspectives differ, establishing trust among peers, ensuring fairness and reciprocity in social exchanges, and developing a culture of openness where checks and balances are valued. The document stresses that collaboration is key to overcoming inertia within systems and breaking through to new possibilities.
Production scheduling(draft agenda)
This is the draft agenda of the training seminar of Production Scheduling. You are welcome to provide your suggestion on the content of this seminar.
You can write me to the following email address:
dicklam128@hotmail.com
The training seminar of Production Scheduling is expected to launch on April 2011 both in Hong Kong and Shanghai.
If you are interested in joining the training seminar, you can contact the following training institution:
Hong Kong: training@universal-hk.net
Shanghai: enquiry@medglory.com
Waterfall(cross zero)
The document contains tables with plans and factors for amounts, colors, and transparency across multiple weeks. It also includes source data with targets and actuals for each week. Many of the cells contain errors due to invalid formulas.
Data generation for Waterfall Diagram
The document contains data on targets and actuals over multiple weeks for different projects. It also includes waterfall charts showing performance against plan by week. The charts contain functions to automatically generate single and three-color waterfall diagrams from the source data.
Stock ledger (in Excel)
A standalone and complete model for keeping in/out record of inventory. A good reference for Excel advanced functions.
It is better viewed in Excel 2007 as some functions cannot be used in Excel 2003
Template for budgeting 2010
This document summarizes a company's 2008 income statement and projected budget. It shows actual 2007 figures, projected 2008 budget, and the increases/decreases between years. The 2008 budget projects no sales, costs of sales, or expenses due to missing data. It also requests $268,766 for capital and $5,190 for expenses. Projections for 2009-2010 assume the same sales amounts as 2008, with costs estimated at 81.8% of sales and margins at 18.2-19.9% of sales, yielding an EBITDA of around $1.2 million each year.
Budgeting - Jul 2010
The document discusses budgeting and the budgeting process. It begins by explaining the need for budgets and reasons why budgets may be ineffective. It then outlines the typical budgeting process, including setting objectives and assumptions, developing strategies to meet targets within any constraints, and calculating the budget. The importance of linking the budget to daily operations and performance is emphasized.
New missions for HR - Internal control 2010 ch 9
The document discusses the new missions of HR which include building an ethical system within an organization by defining right and wrong values and promulgating action principles. It also talks about nurturing human capital and maintaining ethical systems. It provides examples of ethical principles like the value of life, goodness, justice, honesty, and individual freedom. It discusses areas for practicing ethics like codes of conduct, orientation, appraisal, atmosphere, and communication channels. It gives Enron's 65-page code of conduct as an example that was based on Boy Scout values but notes it advised doing as it said, not as it did.
Mrp fine tuning
This is a error-fixed version of MRP fine-tuning file for seminar held in Apr 2010. For viewing of the file, YOU MUST DOWNLOAD IT.
Excel Function in Advanced Use
Examples of some functions used in advanced way. You will realize the power of Excel in resolving real life problem, particularly in inventory management
Downloading to view is strongly recommended; otherwise, the limitation of slideshare.net
Costing By Excel Conclusion - Jan 2010
This document discusses using Excel for inventory costing and management. It recommends focusing on operational metrics like inventory turn rather than just financial calculations. Managers should balance operational and financial concerns by working with both customers and suppliers. Key factors to determine include the visibility window for inventory planning, target inventory levels, and alerts for excessive, obsolete, or out-of-stock inventory. Effective inventory management requires setting appropriate target inventory levels for different material categories while maximizing constraints like material availability and workflow processes.
Costing By Excel - Jan 2010
This document outlines a two-day course on costing and inventory management using Excel. Day 1 covers underlying MRP principles, inventory forecasting, bills of materials, and Excel modeling. Day 2 focuses on template construction, stock aging reports, and Excel skills like functions and formulas. Key concepts discussed include target inventory levels, safety stock, materials requirements planning, bills of materials, routings, and using Excel functions to analyze inventory data.
Budgeting - Dec 2009
1. Budgeting is an important tool for companies to plan and simulate financial outcomes for the upcoming year. It helps identify risks, opportunities, and strategies through developing objectives, assumptions, and calculations.
2. Common reasons for ineffective budgets include it being a top-down exercise with little value, lack of monitoring, and failure to link the budget to daily operations and performance.
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Luận Văn Group hỗ trợ viết luận văn thạc sĩ,chuyên đề,khóa luận tốt nghiệp, báo cáo thực tập, Assignment, Essay
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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.
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Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
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Operational accounting 8
- 2. TEAM WORK Influence + Intelligence = Social Capital
- 3. Can An Accountant manage factory operation?
- 4. Yes, because … Data-driven vision leads to pragmatic attitude Conservative which reduces risk exposure of the company Details + logic enable flexibility All activities becomes accountable
- 5. No, because …. Stingy Not sensitive to people care and people management Only look at figure on every paper and less patient enough The figure cannot be creative itself, it is only a tool for revelation of the reality
- 6. The figure cannot tell how to re- structure the organization, it can only tell whom is not qualified to work on index But problem is usually originated from improper construction of platform
- 7. Theory of Constraints (TOC) 1. Identify the system’s bottlenecks 2. Decide how to exploit the bottlenecks 3. Subordinate everything else to the above decision 4. Elevate the system’s bottlenecks 5. If, in a previous step, a bottleneck has been broken go back to step 1
- 8. The Goal Throughput The rate at which the system generates money through sales Production not sales is inventory Inventory Things in system intended to sales Operational Expenses Money spent to turn inventory into throughput
- 9. TOC process steps are to answer What to change? What to change to? How to cause the right people to make the change?
- 10. Do you think … The lack of financial knowledge is the bottleneck of your personal career development and your organizational development as well Warning! Bottlenecks never stop moving!!
- 11. Epilogue Create the platform of socialization within the organization (Organizationalisation) Principles to assimilate Collaborative Rational Thinking Data first, Modeling second, Action third and Review final Knowledge Transparency Operation for Financials!!
- 12. Solid Citizen Like a society, there are 3 classes Senior Level Middle Level Working Level The middle level is the solid citizen Interpret the objectives from the senior level and convert to action Provide concrete instruction to working level Liberal Education nurture all-rounder
- 13. Cohesiveness & Affinity What can line up people? What can persist relationship/alliance? In what way can you earn respect? Why people break up in an organization? People quit people, not company!
- 14. How critical financial knowledge to Gen. Mgt? Let you look at detail while doing macro- management Clear objective criteria to measure performance Retributive justice • Reward people for their effort in the past Utilitarian justice • Emphasize on future result of rewarding to drive people to do better
- 15. Power Should always be distrusted, in whatever hands it is placed Sir William Jones
- 16. Exclusive possession of knowledge creates power with the possessors Power distance inhibits square exchange of idea, knowledge, respect and trust Good player of figure is short-lived power player
- 17. Subjection Attachment of self-rejection Not voluntary, therefore, no giveaway Appreciation helps relax hostility, emotional argumentation and leads to recognition
- 18. Challenge the orthodox Surfacing the dogma Finding out the absurdities Going to the extremes Searching for the “and” Is finance operation one of the Orthodox?
- 19. Secularization of Knowledge Finance & Accounting Supply Chain Quality Assurance HRM Should we secularize hierarchy?
- 20. Empowerment Figure/Index can serve as the basis of being empowered It also represents being entrusted with expected result (of course, reasonable expectation) Principal & Agent need the bridge
- 21. Financial knowledge A tool to bridge different functions to the objective Good use of it can help empowerment of staff
- 22. How to permeate your advocates Articles contribution to internal periodicals Poster BBS Talk the walk Stories Blog
- 23. 1 2 3 an integrating discipline relying on collaboration of functions and people Manufacturing is .....