THE HISTORICAL ROOTS OF CONTEMPORARY MANAGEMENT PRACTICES The Premodern Era Organized activities and management have existed for thousands of years‚ for example‚ the construction of the Egyptian pyramids and the Great Wall of China. Michelangelo‚ the genius artist of the Renaissance era‚ was a manager himself. In order to paint the ceiling of the Sistine Chapel and other great things‚ he personally selected his workers‚ trained them‚ and assigned them to one or more teams‚ and he kept detailed
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THE NATURE OF MANAGEMENT ACCOUNTING [SUMMARY] What is Management Accounting? Management Accounting is the process within an organization that provides information used by an organization’s managers in planning‚ implementing and controlling the organization’s activities. Management Accounting as One Type of Information Information is a fact‚ datum‚ observation‚ perception or nay other thing that adds to knowledge. • An organization’s day-to day activities requires a considerable amount of operating
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In brief: This chapter gives a history of equal opportunity legislation‚ outlines defenses against discrimination allegations‚ gives examples of discriminatory practices‚ describes the EEOC enforcement process and suggests proactive programs. interesting issues: Affirmative Action programs have come under fire in recent years‚ even by some members of protected groups. A very critical issue is whether Affirmative Action represents a "leg up" assistance for those who have been historically discriminated
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From the Library of Girro From the Library of Girro@qq.com Introduction to Materials Management SIXTH EDITION From the Library of Girro J. R. Tony Arnold‚ P.E.‚ CFPIM‚ CIRM Fleming College‚ Emeritus Stephen N. Chapman‚ Ph.D.‚ CFPIM North Carolina State University Lloyd M. Clive‚ P.E.‚ CFPIM Fleming College Upper Saddle River‚ New Jersey Columbus‚ Ohio From the Library of Girro@qq.com From the Library of Girro Editor in Chief: Vernon R. Anthony Acquisitions Editor:
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Business management Lecturer: Dr.B.NDLOVU PhD Lecture One Objectives Definitions of Management Levels of management Functions of management Percentage time spent on functional activities The 10 roles of managers Managerial skills/ competencies required at different managerial levels DEFINITION OF MANAGEMENT WHAT IS MANAGEMENT? Management The process of coordinating work activities so that they are completed efficiently and effectively with and through other people Elements
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Scope of Management Accounting Learning Objective: Define and explain the distinguishing features of management accounting. Explain the concept of cost accounting and cost object Differentiate between data and information List the type of information needed * last page Identify and explain the elements of useful information Explain the concept of financial (and non-financial) information and its limitations Differentiate between management accounting and financial accounting. List the
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ACCT-311: Additional Practice exercises from Chapter 21 (textbook) Comprehensive problem: E21-11 (Amortization Schedule and Journal Entries for Lessee) Grady Leasing Company signs an agreement on January 1‚ 2012‚ to lease equipment to Azure Company. The following information relates to this agreement. 1. The term of the noncancelable lease is 5 years with no renewal option. The equipment has an estimated economic life of 5 years. 2. The fair value of the asset at January 1‚ 2012‚ is $90‚000. 3. The
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ASSIGNMENT ON PRINCIPLES AND PRACTICE OF MANAGEMENT Topic : SCHOOLS OF MANAGEMENT THOUGHTS Submitted By : sani I MBA‚ Mangalore University Submitted To : Mr. Manjunath Naik
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Section-A 1. Discuss management accounting as an effective tool of financial control. 2. What do you mean by cash from operating activities? How is it calculated? 3. The “volume-cost-profit relationship provides management with a simplified framework for organizing its thinking on a number of problems.” Discuss 4. Recently a conference speaker discussing budgets & standard costs made the following statement- “Budgets & standard costs are not the same things‚ they have different purposes
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CHAPTER 1 INTRODUCTION TO Operations Management Teaching Notes Many students come to this course with negative feelings‚ perhaps because they have heard that the course includes a certain amount of quantitative material (which many feel uncomfortable with)‚ or perhaps because the course strikes them as “how to run a factory.” Others seem to have very little idea about what operations management is. I view the initial meeting with my classes‚ and this first chapter‚ as opportunities to dispel
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