OL3210--Principles of Managerial Accounting—unit 2 complete There are various ways that financial statement information is presented in this article on Nokia. The first way I see is in the Good News section on page 1 “the bulk of its revenues—more than quadrupled‚ from $2.1 billion in 1993 to $8.7 billion last year (1997)‚” and on say “the recent June quarter surging to $616 million‚ up 76% from the same quarter in 1997” this is an partial example of an horizontal analysis (Stone‚ 1998). A horizontal
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ADVANTAGES AND DISADVANTAGES OF DECENTRALISING AUTHORITY. Decentralization is whereby daily operations and decision- making responsibilities are delegated by top management to middle and lower level managers within the organization except that which can only be exercised at central point. For example Olivine industries‚ it has branches in different towns run by a branch manager who can make certain decisions like staffing and sales promotions. Branch managers are empowered to make on-spot decisions
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The Manager and Management Accounting BUSI 0028 Sem 2‚ 2012/13 Dr. Olivia Leung © 2012 Pearson Education. All rights reserved. Accounting Discipline Overview Managerial accounting—measures‚ analyzes‚ and reports financial and nonfinancial information to help managers make decisions to fulfill organizational goals. Managerial accounting need not be GAAP compliant. Financial accounting—focus on reporting to external users including investors‚ creditors‚ and governmental agencies
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considered successful. ‘M’ is for measurable means that the exact measure must be stated and the objective must be able to be measure through some means. ‘A’ is actionable which an organization needs to ensure that its business-unit managers have the authority and resources to take actions necessary to attempt to achieve the objectives that are set. Then‚ ‘R’ is realistic. There is no point setting unrealistic objectives. Unrealistic objectives are disincentive. Lastly‚ ‘T’ is for timetabled which objectives
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This essay will describe the concept of managerial decision-making. It will look specifically at the ‘Rational Decision-Making Model’‚ exploring the shortcomings of this approach‚ and will suggest possible ways a manager could overcome these issues when striving to make a rational decision that will bring benefit to an organisation. Throughout this essay‚ empirical research and examples from academic literature will be presented to illustrate the discussion. Decision-making is arguably the single
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contract of agency between P and A ▪ An action against the agent by the 3rd party for breach of warranty of authority. ACTUAL AUTHORITY Actual authority may arise from express agreement or from implied agreements. Where the principal expressly appoints an agent to do some act or enter into some contract on his behalf the Agent has express authority. If the instructions are not clear he should get a clarification but if he cannot contact the Principal he can act on a
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W. Cris Lewis MANAGERIAL ECONOMICS (Economics 4010) Business 302A T-TH 12:00-1:15 pm (Business 209) clewis@econ.usu.edu (CRN #10732) Office Hours: T-Th 10:00 a.m.–11:30 a.m. and by appointment Spring 2007 Text: H. Craig Petersen and W. Cris Lewis‚ Managerial Economics‚ 4th edition (New York: MacMillan) 1999 (Required) Workbook: H. Craig Petersen and W. Cris Lewis‚ Managerial Economics: Study Guide w/Software (New York: MacMillan) 1999 (Not required but useful and on reserve in the library). Course
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Decision-making plays a large role in every company’s success. Business professionals should be concerned with how decisions affect workers‚ the local economy‚ other businesses‚ and profits. Satisfying all of these criteria is difficult‚ so which factor is the most important? Should a company solely concern itself with profits? How would the Bible apply to these factors? I believe every company changes their decision making skills based on the situation. Sometimes it is more important to
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Nature of Change “Organisations are never static‚ something about them is always changing.” 1. Change is endemic and continuous 2. It doesn’t occur in a vacuum it always effects someone or something 3. Change can be evolutionary or revolutionary 4. It is a critical aspect of effective management 5. The pace of change is increasing Stability is no longer a central management goal The Nature Of Organisational Change 1. There is no ‘one best way’ to change 2. Change
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Department of Accounting and Finance/COBA Alabama State University FIN 321 Essentials of Managerial Finance Course Syllabus Course: Essentials of Managerial Finance | Instructor: | Course Credit Hours: 3 | Instructor’s Office: | Instructor’s Office Hours: TBA | Instructor’s Email Address: ghuang@alasu.edu | Instructor’s Office Phone: | Prerequisites: All courses in sequence prior to this course including: MAT137 and ACT 215 | COBA Mission Statement The mission of the College
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