Effective Working Capital Management in Small and Medium Scale Enterprises (SMEs) Kehinde James Sunday Dept of Accounting and Finance‚ Lagos State University Ojo‚ Nigeria E-mail: pastorkehindebox@yahoo.com Received: November 15‚ 2010 Accepted: August 10‚ 2011 doi:10.5539/ijbm.v6n9p271 Abstract The need to main effective working capital management within Small and Medium Scale Enterprises (SMEs) remain pivotal to solvency and liquidity of SMES. Most SMES do not care about their working capital position
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practice 1 Working with adults. This essay is based upon the case study three‚ to which I will identify the needs of the service user in this case study. It will also indicate any gaps in this scenario and what further information I might need and how I collected such information. Once all available information has been collated it will be necessary to analyse and make sense of that information in order for it to be of use in making an assessment of the service users needs. Working upon a Student
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EN 102: Final Research Paper September 13‚ 2008 Dignity for the Working Person Dignity is essential for meaningful work and life demands and the ability to establish a sense of self-worth and self-respect to appreciate the respect of others. In the workplace‚ dignity is realized through countless small acts of resistance against abuse and an equally strong drive to take pride in ones daily work. Even where abuse is common place
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modalities‚ read the policies governing your current class modality. Course Materials Harvey‚ C. P.‚ & Allard‚ M. J. (2009). Understanding and managing diversity (4th ed.). Upper Saddle River‚ NJ: Pearson. Schaefer‚ R. T. (2011). Racial and ethnic groups (12th ed.). Upper Saddle River‚ NJ: Pearson. All electronic materials are available on the student website. |Week One: Workplace Diversity
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Sanlu Group was created in 1996 after several acquisitions in prior years. It was one of the oldest and most popular brands of infant formula in China. Tian Wenhua‚ the CEO and Chairwoman of Sanlu led the Chinese powder market for 13 consecutive years in terms of sales. Tian was considered one of the most successful entrepreneurs in China for her role in building the company. In December 2005‚ a joint venture agreement was signed which involved New Zeeland dairy cooperative Fonterra taking a 43%
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FLEXIBLE WORKING POLICIES: A COMPARATIVE REVIEW The long hours culture and the intensification of work Both a cap on working hours‚ and a broader reorganisation of working time‚ are necessary pendants to policy approaches based on individual rights to flexible working. The experience in countries such as Germany‚ France and Denmark shows that reductions in working hours‚ where employees are consulted over implementation‚ can provide greater work-life balance without reducing competitiveness
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Table of Contents Executive Summary 1 1. History of the Salim Group 2 1.1 Phase One: Introduction of a Conglomerate 2 1.2 Phase Two: Transition to the Second Generation 4 1.3 Phase Three: Financial Crisis and Reform 5 2. Competitive Environment 6 3. Features 7 3.1 Ownership and Organizational Structure 7 3.2 Leadership and Decision Making 9 3.3 Connections and Relationships 10 3.4 Social Capital 11 3.4.1 Public Perception Related to Corruption 12 3.4.2 Reputation as a Source
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SCORE | MELT | | | School of Languages‚ Humanities and Social Sciences Third Term: SY 2012 – 2013 ENG10 – B1 Group 1 Date: February 22‚ 2013 Type of Activity: Group Debate Summary PROFESSOR AIDA M. ALFARO Members: Benedicto‚ Raymond Arman Gutierrez‚ Adrian Chua‚ Bryan Juan‚ Fatima Tyreza Joy Cortinas‚ Walfred Kasai‚ Ian Deocariza‚ Kim Luigi Villanueva‚ Julian Clement Guevarra‚ Allen Davey Yang‚ Jericho RAYMOND ARMAN BENEDICTO For me‚ I want
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1.4 Barriers to partnership working can and do occur. The barriers that can occur are as follows- Financial Barriers- this can cause conflict when colleagues are on different pay scales according to their role and the group they belong to. Resentment can be caused if money is supplemented from one group to pay a salary in another department and knowledge of this becomes known. Staff shortages and demands on limitations can cause staff negativity and frustrations when establishing budgets and costing’s
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Chapter 4: Barriers to Partnership Working HEALTH‚ SOCIAL CARE AND HOUSING PARTNERSHIP WORKING BRIEFING NOTES FOR PRACTITIONERS AND MANAGERS August 2009 Chapter 4 – Barriers to Partnership Working Contents INTRODUCTION........................................................................................................ 3 THE CAUSES AND EFFECTS OF PARTNERSHIP BARRIERS .............................. 3 PEOPLE...................................................................................
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