3 GOLDEN RULES OF ACCOUNTANCY (1) Debit What comes in & credit what goes out [Real Account] Real Accounts – All tangible assets like cash‚ car‚ furniture and intangible assets like goodwill‚ patents (2) Debit the Receiver & Credit the giver [Personal Account] Personal Accounts – Jose‚ cyndie or any other person or any company’s account in business (3) Debit all the Expenses and losses & Credit all the Incomes and gains. [Nominal Account] Nominal Accounts – All Income
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The Golden Rule instead of the 10 Commandments "Golden Rule vs. 10 Commandments" Every people have their own beliefs‚ rules to follow. Examples of those rules are the 10 commandments which created by God and the golden rule who’s came from Confucius. For many people‚ the terms "morality" and "religion" are vaguely related yet distinctly different ideas. Morality‚ we like to say‚ pertains to an individual’s conduct and his or her relationships with other people. Morality involves relationships
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How can performance management in modern enterprises be strengthened? Abstract Performance Management is one of the most important parts of Human Resource Management. As an indispensable method to strengthen management‚ Performance management has been adopted by many world-wide enterprises to make full use of resources and cultivate core competitiveness. However‚ limited by the poor business conditions‚ staff and many other factors‚ performance management in some
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Mastering a Skill We live in a society where we constantly find ourselves frantically racing against the world to catch up to it. We as human beings have so many simple skills that we execute everyday and most of these seem like they are second nature to us; since they are part of a daily routine‚ we often overlook these skills and take it simply as part of life. There are‚ however‚ certain skills that only a limited of number of people have – one of these skills is one that most people do not
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An essay about the analyse and evaluate a particular element of people management that contribute to the high performance Today in the aggressively competitive market and fluid environment‚ employers of all kind of organisations are struggling to deal with discovering human resource‚ how to maintain people asset effectively and developing employee’s skills to capture success in the future. Comparing to 1980s last century when organisation’s target attached special importance to the quality products
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and laws provided in their holy scripture. Essentially‚ they all follow this one golden rule: treat people the way you want to be treated. Religion should be seen as a guideline for
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AU2789_book.fm Page 305 Tuesday‚ July 26‚ 2005 12:13 AM Chapter 10 Relationship Management (Strategic Supplier Relationships) Function Supply market intelligence Chapter/ Appendix Objective Tactical Step Supply market research Opportunity identification and validation 2 Project approval 2 Establishing the team 3 Project plan 3 As-is assessment 4 Supply market research 5 Market forecasts 5 External and market analyses 6
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Motivating High Performance By: Eddie Pace Building a high performance team is one of the most valuable investments a company can make. Whether enhancing the performance of an entire firm or a specific group of employees‚ succeeding by following certain practices and steps will ensure success. High-performing teams are an astonishing‚ but a rare convergence of the right people‚ processes‚ and environment. They work much more effectively and have a much higher productivity rate than most teams
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14) The term Performance management and Performance Appraisal are sometimes synonymous but they are different‚ Performance management is a comprehensive continuous and flexible approach to the management of organisation‚ teams and individuals which involves the maximum amount of dialogue between those concerned .Performance appraisal is more of a limited approach which involves manager making top-down assessment and rating the performance of their subordinate at an annual performance appraisal meeting
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issues 7 3.0 Resolution pathways for the Branch Manager 8 4.5 - Team Leadership and trust – encouraging constructive interactions 8 4.6 - Addressing neglect behaviours 9 4.0 Considerations for senior management 10 5.7 – Strategic gap 11 5.8 - Articulating the business strategy layer 12 5.9 – Strategic HRM policies 13 5.0 Conclusion 14 6.0 References 15 APPENDIX 1 – Assumptions
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