...RECRUITMENT OF TRAINEE ACCOUNTANTS Finding ways to support improvements on traditional approaches is a constant challenge to any field and control professionals, who must be open and receptive to change. Not being afraid of change isn't enough, however; accountants must be excited and motivated about new ways of doing things. With the introduction of Human Resources, people in an organization have taken a new role. Long gone were the days when an accountant is a clerk. In today’s day and age, an employee is an asset for that company. They are a major investment and companies thrive in protecting their interests and development. Human Resources (HR) have developed and now is a full fledged field. Most companies have some sort of Human Resource management. Basically where there is hiring and firing, there is Human Resources activities involved. Whether it is a small firm or a large corporation, Recruitment and Selection is needed in every kind of organization. HR defines the organization objective to its employees. It makes the people involved to be part of the organization and work towards a goal. It also enhances ones responsibilities more clearly. The job activities and profile will be to work towards organizational goal yet at the same achieving personal objectives. Hence, in HR employee’s development is very important whether by relationship building or through training. All kinds of skills are taken into accounts and measure before an employee is hired. Career...
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...A Project Report On “Forensic Accounting And Auditing” Submitted By Durvesh S. Naik Roll No: - 6025 MCOM PART-II (Advanced Accountancy) 2014-15 MULUND COLLEGE OF COMMERCE SAROJINI NAIDU ROAD, MULUND (W.) MUMBAI-80 SUBMITTED TO UNIVERSITY OF MUMBAI ACADEMIC YEAR 2014-15 DECLARATION I Durvesh Naik student of Mulund College of Commerce, S. N. Road, Mulund (W.) Mumbai – 80 of Mcom Part II (Advanced Accounting) Seat no: - 6025, hereby declare that I have completed the project on the title “Forensic Accounting and Auditing” during the academic year 2014-15. The information submitted is true and best of my knowledge and belief. Date of submission: - Signature Place:- Parle Tilak Vidyalaya Association's MULUND COLLEGE OF COMMERCE Sarojini Naidu Road, Mulund West, Mumbai 400080. Certificate This is to certify that Mr. __________________________________________________________ Of Mcom. Part II (Advanced Accountancy) Semester _______ has undertaken completed the project work titled _________________________ ______________________________ during the academic year __________ under the guidance of Prof. ______________________________________. Submitted on _________________ to this college on the fulfillment of the curriculum of Mcom (Advanced Accountancy) University of Mumbai. This is a bonafide project work & the information presented is true/ and original to the best of our knowledge...
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...Recruitment, selection and training Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside. The advantages of internal recruitment are that: 1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. 2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation. 3. Internal promotion acts as an incentive to all staff to work harder within the organisation. 4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'on paper'. The disadvantages of recruiting from within are that: 1. You will have to replace the person who has been promoted 2. An insider may be less likely to make the essential...
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...behavior of my former employer at Seaside environmental Incorporation. Type of Cultures Organizational cultures are how well people from different cultural backgrounds get along and work together. There are three types of cultures Pluralism, Dualism and Salad bowl. Pluralism is small groups of individuals who maintain to themselves. Dualisms have two dominate groups of individuals and a salad bowl is many different cultures. In every organization they have their own type of culture which distinguishes how this makes the company successful in their own way. Seaside environmental is a privately owned company based out of South Carolina and Raleigh NC. Seaside can be classified as a Utility Contractor. The company has annual revenue up to 5 million a yr and currently has twenty staff employees and 100 utility workers on their sites. This company offers electrical Utility...
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...* CHAPTER 1: COST MANAGEMENT AND STRATEGY * QUESTIONS 1-1 Firms Using Cost Management. Here are some examples; there are many possible answers. 1. Wal-Mart: to keep costs low by streamlining restocking and sales 2. Dell: to keep costs low by improving manufacturing performance and by using target costing and other management techniques 3. Citicorp: to keep costs low by using activity analysis (see exercise1-31) to identify key operations and to find those that add little or no value 4. A local school district or public agency: to keep costs low in order to provide the best possible service given available funds 5. Procter & Gamble: to assess the profitability of its different products 6. Any other large, diversified manufacturer, like Procter & Gamble: which needs to be able to analyze the relative profitability of its different products, using cost management 7. A small machine shop: which needs cost management to determine whether it should repair or replace a machine 8. A dance studio: to analyze and choose between different compensation plans for its teachers; and to determine whether it should open a new studio 1-2 Firms not expected to be significant users of cost management information: 1. Microsoft: here the focus is on forming strategic alliances, innovation and competition; cost management is more important for other firms in the information technology business, such as Hewlett-Packard, and IBM that compete in part on innovation...
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...Global perspectives on governance: lessons from east and west While the core principles of governance are the same throughout the world, the Asian model places particular emphasis on trust and relationships. This paper discusses the key differences between the western and Asian approaches to help business leaders explore the best aspects of both. Conclusions 1. The corporate governance model that’s familiar in Asia, Africa and most developing nations places strong emphasis on trust and relationships. This can be beneficial for stakeholders: the typical pattern of ownership in businesses means that there can be a longer-term view of an organisation’s success compared with that in a western company. But the system is potentially vulnerable to corruption and cronyism. It can also be difficult to implement basic control procedures. 2. The prestige of what can be broadly termed the western governance model has diminished in the aftermath of the financial crisis. This model has driven globalisation and has emphasised a combination of legislation and standards as well as transparency, with a focus on developing appropriate structures, processes and frameworks. This is widely understood and helps to create a level playing field. But major financial failures over the past two years, such as that of Lehman Brothers, have shown that there are limits to what can be done to tighten checks and balances. A new emphasis on the behavioural aspects of governance is overdue. ...
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...are exploring a webpage on www.juergendaum.com The new New Economy Analyst Report – June 08, 2002 Juergen Daum’s new New Economy Best Practice service ©2002-2005 Juergen Daum. All rights reserved. Performance Management Beyond Budgeting: Why you should consider it, How it works, and Who should contribute to make it happen. News categories: Enterprise and business strategy, Finance and accounting, Performance management and controlling, Information Technology by Juergen H. Daum Table of content: Intro Why should a company consider to move Beyond Budgeting ? How does the Beyond Budgeting model work ? Who should contribute to make it happen ? The Transition Route – Major success factors Summary Additional resources (updated Jan 2005) “Fixed budgets don’t work today. A budget is a too static instrument and locks managers into the past - Daum New! - visit J.H.D.'s Beyond Budgeting Info Center - including latest BB insight materials, interviews with BB pioneers etc. - here an extract: | J.D.'s insight article "Beyond Budgeting" | Interview with Lennart Francke, CFO of Svenska Handelsbanken | Panel Discussion with Borealis, Nestlé, and Unilever | Interview with Jeremy Hope – co-founder of the Beyond Budgeting Round Table | Interview with J.D. on finance and IT | Intro Three years ago I presented to a group of senior executives at the headquarters of a large U.S. based consumer products company with global operations the concept...
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...The Crucial Roles of Professional Accountants in Business in Mid-Sized Enterprises Professional Accountants in Business Committee International Federation of Accountants 545 Fifth Avenue, 14th Floor New York, New York 10017 USA The mission of the International Federation of Accountants (IFAC) is to serve the public interest, strengthen the worldwide accountancy profession and contribute to the development of strong international economies by establishing and promoting adherence to high-quality professional standards, furthering the international convergence of such standards and speaking out on public interest issues where the profession’s expertise is most relevant. This publication was prepared by IFAC’s Professional Accountants in Business (PAIB) Committee. The PAIB Committee serves IFAC member bodies and the more than one million professional accountants worldwide who work in commerce, industry, the public sector, education, and the not-for-profit sector. Its aim is to enhance the role of professional accountants in business by encouraging and facilitating the global development and exchange of knowledge and best practices. This publication may be downloaded free-of-charge from the IFAC Web site at http://www.ifac.org. The approved text is published in the English language. Copyright © September 2008 by the International Federation of Accountants (IFAC). All rights reserved. Permission is granted to make copies of this work provided that such copies are for use in...
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...35% edition Understanding Business Table of Contents Page No. Introduction 1 TASK 1 1-6 1.1 Human Resource Management (HRM) 1-3 1.2 Accounting 3 1.3 Marketing 4-6 1.4 Operations Management 5 TASK 2 Analyzing the Key Issues 7-9 2.1 Human Resource Management (HRM) 7 2.2 Marketing 8-9 Conclusion and recommendations 10 References 11 Introduction Understanding business is very important when a company is going to operate for the first time. Without understanding business and its core component like HRM, Marketing, accounting, and operational management it is difficult to initiate business efficiently. That is why these issues can play a big role in an organization and it is very necessary to understanding business. Eastern food is going to launch its business. So this organization should consider accounting, marketing, operational management and HRM factors so that Eastern food can overcome its challenge when it is starting its business. Task 01 1. human resource management: In the time of consideration of success in any business, human resource management (HRM) is the key player to go forward towards the goal. Only the effective and efficient employee can make every single complex task easier that is the main point to overall success in a certain period. Human resource management itself being thought responsible to operate some major function namely retreatment process, training, and other motivational work events. In the arrival of HRM it maintains...
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...twelve strangers are trapped within the confines of the jury room until the goal is achieved. They melt in the hot humidity, which is worsened by the room's stuffiness and by the stress as they grapple with each other and with their responsibility (Lumet,1957). The characters of each of the twelve men was carefully crafted into a particular role within the group dynamics. A complete spectrum of issues among the different characters was developed to add chaos to the group decision-making process. From the bigotry of Juror No.10, to the coldly analytical No.4, each character brought good and bad qualities to the jury room; they all had to be addressed to reach an outcome (Lumet,1957). At the beginning of the movie, as the twelve men sit down to begin the deliberation process, there is no discussion and they decide to begin by a vote of guilty or not guilty. Eleven of the jurors quickly vote ‘guilty’ and try to leave the room. Nobody even bothers to think what their decision means for the accused. Juror No. 4 is too rigid to change and Juror No. 7 just wants to get to a ballgame for which he has tickets, each of the eleven justify why they need to just agree and be gone from this process (Lumet,1957). When a group becomes too confident and fails to think realistically about its task, groupthink can occur. Juror No. 8 doesn’t fall prey to the groupthink error and stands against the group (Tubbs, 2012). The Tubbs Model for Small Group Interaction...
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...tide of hackers took electronic aim at global cyber infrastructure, causing untold damages. High-dollar white-collar crimes of all kinds also continued to siphon significant sums from the pocketbooks of consumers. And in Newtown, Connecticut, 20 young children and six adults lost their lives in one of the worst mass shootings in American history, ending a year of violence that saw similar tragedies around the country. Working with its colleagues around the globe, the FBI is committed to taking a leadership role in protecting the nation. As you can see from this book—an annual compilation of stories from the FBI’s public website that provides a snapshot of Bureau milestones, activities, and accomplishments—we used the full range of our intelligence, investigative, and operational skills to address major threats during the year. We helped avert terrorist attacks and derail terrorist supporters, put cyber criminals and fraudsters behind bars, and...
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...Business briefing series 20 issues for businesses expanding internationally At Ernst & Young, we understand the challenges and we know what it takes to drive sustainable growth because we’ve helped many of the world’s most dynamic and ambitious companies develop into market leaders. Our global network of Strategic Growth Markets professionals are dedicated to serving the changing needs of fast-growth companies. Whether working with dynamic mid-cap companies or early stage venture-backed businesses, our professionals around the world draw upon their extensive experience, insight and global resources to help growing businesses reach their full potential. As well as providing traditional assurance, advisory, tax and transaction advisory services, our professionals work with you to reduce the complexity of legislation, help align your tax strategy with your business goals, expand into new markets and pursue mergers, acquisitions or other strategy transactions to take your business to the next level. We can provide guidance around how to manage and control your risks, so that you can approach the future with confidence. So whether your business thrives on entrepreneurial spirit, innovation or superior customer service – and regardless of your stage of growth – our Strategic Growth Markets team can help you take the next step. It’s not luck that makes leaders. Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 144,000 people are...
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...Business briefing series 20 issues for businesses expanding internationally At Ernst & Young, we understand the challenges and we know what it takes to drive sustainable growth because we’ve helped many of the world’s most dynamic and ambitious companies develop into market leaders. Our global network of Strategic Growth Markets professionals are dedicated to serving the changing needs of fast-growth companies. Whether working with dynamic mid-cap companies or early stage venture-backed businesses, our professionals around the world draw upon their extensive experience, insight and global resources to help growing businesses reach their full potential. As well as providing traditional assurance, advisory, tax and transaction advisory services, our professionals work with you to reduce the complexity of legislation, help align your tax strategy with your business goals, expand into new markets and pursue mergers, acquisitions or other strategy transactions to take your business to the next level. We can provide guidance around how to manage and control your risks, so that you can approach the future with confidence. So whether your business thrives on entrepreneurial spirit, innovation or superior customer service – and regardless of your stage of growth – our Strategic Growth Markets team can help you take the next step. It’s not luck that makes leaders. Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 144,000 people are...
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...Philosophy of Leadership 8 Conclusion 8 References 9 Appendices 10 Appendix 1.1 Survey Questions and Results 10 Appendix 1.2 Interview Questions and Answers 11 Introduction As a woman in young adulthood with over ten years of experience in both the work force and student practice, I am able to take a look at my leadership as a journey of evolvement and growth. Through the years I have gained a deeper understanding of my personal strengths, my own set of values, the morals that guide me, and the person that I am. Each of these facets have continued on a forward path of evolution as I survive trials and tribulations, live through personal and professional experiences, and ingest new opportunities. This set of traits that makes up the person I am is reflected in the way I lead others and the perceptions that others have of my leadership skills. In this research paper I have attempted to gain a deeper understanding of my skills in leadership through deep personal reflection as a result of my peers and managers feedback, and the materials learned throughout my organizational leadership course. I also take a look into the traits and practices that I find to be the most beneficial and desirable for a leader to have, including the practices that I see in the leaders that I admire. Through survey questionnaires and interviews completed by my co-workers and admired leaders I am able to obtain profound and perceptive knowledge on my leadership competence as well as the areas...
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...CASE STUDIES IN PERFORMANCE MANAGEMENT A Guide from the Experts TONY ADKINS John Wiley & Sons, Inc. CASE STUDIES IN PERFORMANCE MANAGEMENT CASE STUDIES IN PERFORMANCE MANAGEMENT A Guide from the Experts TONY ADKINS John Wiley & Sons, Inc. This book is printed on acid-free paper. Copyright © 2006 by SAS Institute. All rights reserved. SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other countries. ® indicates USA registration. Other brand and product names are trademarks of their respective companies. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at http://www.wiley.com/go/permissions...
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