IN AN ORGANISATION (Case study of Nigeria Airspace Management Agency (NAMA) BY ADEWONISE Sesan Adeyinka Matric No: 071001052 BEING A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF ACCOUNTING‚ DISTANCE LEARNING INSTITUTE‚ UNIVERSITY OF LAGOS‚ IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF BACHELOR OF SCIENCE (B.SC) DEGREE IN ACCOUNTING OCTOBER‚ 2012 CERTIFICATION This is to certify that this study was undertaken by ADEWONISE
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Congratulations‚ you are now in charge of a $100‚000‚000 corporation. Your company manufactures sensors. Sensors are devices that observe physical conditions. Your sensors are installed into the products your customers sell. Sensors are everywhere. Almost any product that has an automated function requires some sort of sensor. Your company was created when the government split a monopoly into identical competitors. When the company was a monopoly‚ operating inefficiencies and poor product
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structure and firms strengths and weaknesses determine their choice of corporate strategy and organisational structure  Both corporate strategy and organisational structure influence the economic performance of the firm and the market in which it sells  One of the main goals for strategy implementation is to achieve synergy between functions and business units (Hunger and Wheelen) Organisational Structure  Organisational Structure arrangement whereby the firm motivates
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a conventional start‚ perhaps it would be worth our while to look at what "capital structure" actually means. In broad terms‚ it is essentially the firms ’ mix of debt and equity but it would be wrong to assume that this is all there is to it. These two terms belie the complexity that lies beneath‚ from the viewpoint of the decisions that any firm must take - that is to say‚ what kind of debt and which type of equity. Capital structuring would then‚ deal with how a concern splits its cash flows
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1. Discuss the typical risks faced by a firm. 2. In a market economy‚ the price system facilitates allocation of resources. Discuss how a manager may contribute to the profit maximization goal of a firm by studying managerial economics. Typical risks faced by a firm. According to Keat & Young (2009)‚ the typical risks faced by a firm would be: 1. Changes in demand and supply condition 2. Technological changes and effects of competition 3. Changes in interest rates and inflation rates 4.
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Issues Identified: 1) The first issue of the case is whether Harry Hepburn‚ the president of Southern California Division of Robinson Brothers Homes should make the projection on the specific project more optimistic or not. By making the revenue forecasts more optimistic‚ the most likely outcome is that the project will be undertaken and his team of employees will keep their position. Otherwise‚ at the current estimated return projections‚ the project is expected to be declined‚ and Harry’s team
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Economics – Features of Partnership Firms There are different forms of business organizations and a partnership firm is one among such organizations. Partnership is the relationship between two or more persons who have agreed to share the profits of the business carried on by all or any one or more of them acting for all. The following are the characteristics or features of any partnership firm: 1. Contract: It is formed on voluntary basis by means of an agreement agreed between two or more
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17. Marke4ng in the global firm Dr. Holger Siemons 17. Marke4ng in the global firm IKEA case study on global marke4ng Global marke4ng strategy Targe4ng customer segments and posi4oning Standardiza4on and adapta4on Global branding Global product development Interna4onal pricing Interna4onal marke4ng
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leadership and management team‚ the CFO currently occupies a very crucial and viable position in today’s global business society. However‚ this present level of CFO’s recognition has not always been identifiable or appreciated by non-for-profit and profit organizations. May (2001) state that “CFOs are some of the most misunderstood people on the universe. Somewhere along the way‚ they got mistaken for accountants” (p. 12). As the position of the CFO continues to evolve‚ so will the expectations
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the economic exchange[2] ─ presumes that the project clients are willing to discard adversarial forms of contracting for others that nurture cooperative‚ long-term relationships with the preferred project suppliers. Through an in-depth empirical study on the implementation of relational contracts with all the first-tier suppliers involved in a large-scale
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