ABSTRACT The accounting fraud is frequent‚ widespread and familiar in many countries and organization. It brings a loss to firms and investors. But there is no research trying to explain factors comprehensively influencing it. The obyectives of the research are to test and explain the effect of the internal control effectiveness‚ suitability of reward‚ compliance to accounting rules‚ information asymmetry‚ management morality toward unethical behavior and intention to accounting fraud. More particularly
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MANAGEMENT (WORK OF THE MANAGER) IS UNIVERSAL Managers‚ regardless of title‚ share several common elements. Management is the process of getting things done‚ effectively and efficiently‚ through and with other people. Process in the definition represents the primary activities managers perform. Effectiveness and efficiency deal with what we are doing and how we are doing it. Efficiency is doing the task right and to the relationship between inputs and outputs. Effectiveness is doing the right
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A business is nothing without its required key players being the managers and upper management staff. There is a massive role that these people play in the industry. There are various levels in the chain of command. There are executive level management‚ Directors and managers that are for the most part the lowest ranking of managers. Some organizations have positions as team leader that are also included in the management staff. When we get in to the topic of management and their functional areas
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manual method of accounting is being gradually replaced. And finally‚ the database technology has revolution the accounts department of the business and non business organisations. In the use of computerised accounting system the risk of data loss is eliminated‚ high speed in data manipulation is maintained and larger volume of data are kept safely. In computerised accounting system calculation became easy and controlled effective‚ also development of computerised accounting system‚ facilitate
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other hand a conventional manager controls and directs people/resources in a group according to principles or values that they have already established. A conventional manager uses formal and rational methods whilst a leader uses passion and stirs up emotions. People willingly follow leaders due to their charisma and personality traits‚ whereas a manager is obeyed due to the formal authority vested in him/her. As a result people tend to be more loyal to leaders than managers. Leadership is doing the
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Scott Gallo Management 220 5 Commandments of Being a Good Manager It is clear that in today’s world there are no very successful businesses that do not have a solid management. A manager is a position that has high importance and they help their respective companies run as smoothly as possible. Without this position it would take longer for things to get done because they are the executive position in the company‚ which means that they take care of the entire system and they do not worry about
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com/locate/ijproman Project managers and career models: An exploratory comparative study Karin Bredin a ‚ Jonas Söderlund b‚⁎ a Department of Management and Engineering‚ Linköping University‚ Sweden b BI Norwegian Business School‚ Norway Abstract Prior research has paid little attention to the careers and career models of project managers. This is troublesome for at least two reasons. First‚ project managers are becoming an increasingly important category of managers and today they constitute
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An operations manager typically ensures smooth operations of various processes that contribute to the production of goods and services. While other employees can specialize and focus on other operational areas‚ the operations manager tends to work under every department within the firm. Globalization has increased the roles of an operations manager‚ due to an intense increase of competition amongst organizations. The fulfillment and challenges that come with this position makes it difficult
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looking for an effective manager. He wanted to work for one. He wanted to become one. His search had taken him over many years to the far corners of the world. He had been in small towns and in the capitals of powerful nations. He had spoken with many managers: with government administrators and military officers‚ construction superintendents and corporate executives‚ university presidents and shop foremen‚ utility supervisors and foundation directors‚ with the managers of shops and stores‚ of
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Q1: Do the traditional accounting practices that the Topeka plant adopted in 1979 to support its mass production process have value in a lean environment? Explain the specific reasons that support your answer. In general‚ we do not think that traditional accounting practices that Topeka plant adopted in 1979 to support its mass production would fit into the lean accounting environment. The differences between the two accounting methods make the traditional accounting hard to work for the lean environment
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