...Taxation Workshop Outline and Learning Methodologies Session Methodologies Chapters covered Workshop 1 1. Introduction • • Presentation Group discussion 2. Profits tax • Group exercise 3. Negotiation • • Role play Group exercise 4. Tax for individuals • • Case study Group discussion 5. Reboot • • Presentation Group discussion 6. Tax cases / Anti-avoidance • Group discussion Ch.3, 4, 8, 9 & 11 7. Cross border tax issues • Group discussion Ch.3, 4, 12 & 13 8. Tax planning • • Case study Group reflection Ch.3, 4, 5, 9, 11 & 12 9. Conclusion • • Presentation Group discussion Ch.3 & 11 Ch.2, 5 & 11 Workshop 2 You are expected to have studied the relevant chapters of the Learning Pack thoroughly prior to attending the workshops in order to actively participate in the case studies and group discussions throughout the workshops. The main topics covered in the workshops are listed below. Workshop 1 Profits tax computation, addition and disposal of property plant and equipment, depreciation allowance – plant and machinery, commercial building allowance, interest income and expenses, gain from sale of product design and trademark, investment income, share award costs, and other deductible expenses Trade versus investment, source of profit/income Salaries tax computation, share grants, accommodation, living allowance, home leave, contribution...
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...ch2 Student: ___________________________________________________________________________ 1. Planning, implementation, and control are basic jobs of all managers. True False 2. The three basic jobs in the marketing management process are planning, implementation, and control. True False 3. Strategic planning is a top management job that includes planning only for marketing areas. True False 4. Strategic planning is the managerial process of developing and maintaining a match between an organization's resources and its market opportunities. True False 5. Finding attractive opportunities and developing profitable marketing strategies are the tasks included in the marketing manager's marketing strategy planning job. True False 6. A marketing strategy is composed of two interrelated parts--a target market and a marketing mix. True False 7. A marketing strategy is composed of two interrelated parts--planning and implementation. True False 8. The two parts of a marketing strategy are an attractive opportunity and a target market. True False 9. Mass marketing means focusing on some specific customers, as opposed to assuming that everyone is the same and will want whatever the firm offers. True False 10. The terms mass marketing and mass marketers mean the same thing. True False 11. Potential customers are all alike. True False 12. "Mass marketers" like Target usually try to aim at clearly defined target markets. True False 13. The "four Ps" of the marketing mix...
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...CHAPTER 6 MASTER BUDGET AND RESPONSIBILITY ACCOUNTING I. LEARNING OBJECTIVES 1. Describe what the master budget is and explain its benefits 2. Describe the advantages of budgets 3. Prepare the operating budget and its supporting schedules 4. Use computer-based financial planning models in sensitivity analysis 5. Explain kaizen budgeting and how it is used for cost management 6. Prepare an activity-based budget 7. Describe responsibility centers and responsibility accounting 8. Explain how controllability relates to responsibility accounting II. CHAPTER SYNOPSIS Chapter 6 introduces the important topic of budgets. Budgets are the primary financial planning tool used by businesses. The chapter explains how businesses use budgets and budgeting as part of the management process. The concept of responsibility centers and responsibility accounting is also discussed and related to the concept of controllability. III. CHAPTER OUTLINE Budgets represent in financial and nonfinancial terms the plans of a business for a specified period of time. Financial budgets are, in essence, financial statements that report expected or proposed future activity instead of what has already occurred. Supporting these financial budgets are nonfinancial budgets that report expected or proposed future activity in areas such as number of employees, new products developed, and number of units produced or sold. (Exhibit 6-1 illustrates...
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...Sample Scenarios Assessment: MKC1 Market Environmental Variables Reading: Contemporary Marketing: Chapter 3 Questions: 1. How would you categorize Generation X using the five segments of the marketing environment? A: Competitive Environment B: Political-legal environment C: Economic environment D: Technological environment E: Social-cultural environment 2. Joe and Ryan both have storefronts in the local mall. Joe sells candies and Ryan sells pretzels. Are Joe and Ryan in direct competition with each other? A: Yes B: No Consumer Behavior and Marketing Reading: Contemporary Marketing: Chapter 5 Questions: 1. Rachel and Sarah’s parents always purchased groceries from the local Aldi marketplace. What is this type of behavior an example of? A: Cultural influences B: Social Influences C: Personal factors 2. Maryanne purchases Maxwell House coffee every two weeks from the grocery. What is this type of behavior an example of? A: Routinized Problem Solving B: Limited problem solving C: Extended problem solving 3. Aaron does research on several local colleges before applying to his first three choices. This is an example of: A: High – involvement purchase decision B: Low – involvement purchase decision Marketing Plans Reading: Contemporary Marketing: Chapter 2 + Ch. 2 Appendix Web sites: http://www.jpec.org/handouts/jpec33.pdf http://www.netmba.com/marketing/process/ Questions: 1. Strategies are...
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...includes a myriad of activities: insuring that a product or service is of high quality, choosing the appropriate design and technology for producing a good or service, planning and controlling the flow of materials or customers so that lead times are minimized, and distributing finished goods or services. Relevant decisions range from how much material to order for making a product, to determining how much capacity is needed to provide a good level of service, to evaluating which technology will best meet a company's needs. In short, this course focuses primarily on developing and applying tools and techniques to ensure that the right products and resources are at the right place at the right time so as to maximize profit within a business process or supply chain. The “products” could be either goods, services, or both; and the “resources” could be either material, people, money, information, or any combination of the four. In the first part of this course, we will focus on process design and improvement issues by studying the relationships between key process parameters such as capacity and throughput, and by analyzing processes in order to identify and eliminate bottlenecks. And, in the second part of the course, we will focus on process coordination issues by studying methods for the efficient planning and controlling of critical resources. Specific objectives are: To describe an operating system or a business process and how it can be used as a competitive weapon...
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...Marginal costing and Absorption costing: the concept of marginal and absorption costing and its practical applications on business decisions. Cost Volume Profit Analysis: Relationship, impact on pricing, practical decision making strategies through CVP analysis Standard Costing and Variance analysis: concept and objectives of standard costing, advantages and limitations, variance analysis (Material, labour, overheads and sales variance), practical applications Budgeting and budgetary control mechanism Activity based costing, Responsibility Accounting Target costing Objective Objective of this course is to help student understand: 1. The essence of management accounting-effective use of the accounting information for planning, control and business decision making. 2. To use cost accounting as a managerial tool for business strategy and implementation. 3. To understand analyse the costing tools and their business application for enhancing revenue and profitability of a firm,. 4. To analyse various aspects of costing such as, marginal costing, absorption costing, allocation of costs, standard costing and variance analysis, activity based costing, target costing etc. 5. To understand the process of decision making, planning and budgeting in a business organisation. Pedagogy Lectures Discussions on case studies Term Projects and presentations Discussion and presentation on published research papers on related topics. Text book: Management Accounting: Paresh...
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...Study Guide Test #3 Chapters 8, 9, 10, and 11 Chapter 8 *One of the essays at the end of this Study Guide will be used on the exam. You did these for homework last week. Please also know the definition of Gold Standard Fixed Exchange Rate Floating Currency Exchange Rate Balance of Payments (BOP) Chapter 9 International Strategy Competitive Advantage Strategic Planning Value Chain Analysis Mission Statement Vision Statement Values Statement Scenarios Contingency Plans Varying Strategies and Challenges in Walmart Minicase: The Globalization of Walmart. We discussed in class. Summary of International Planning Process - New Direction in Planning from McKinsey Observations Chapter 10 Organizational Design Organizational Structure International Division Hybrid Organization Matrix Organization Strategic Business Unit Virtual Corporation Horizontal Corporation Subsidiaries Affiliates Transfer Pricing Chapter 11 Global mindset Leadership Competencies for Global leadership Team norms 1. Briefly outline the advantages and disadvantages of the gold system. The gold system is simple, imposes monetary discipline on nations, and is widely trusted. On the other hand, gold is unwieldy, especially with large trade flows, it has holding costs and security costs, and it does not generate interest. 2. Was the Bretton Woods system bound to fail if it were successful? (this helps with #1) This question goes to the Triffin Paradox. <para...
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... | |Credit Hours: |03 Credit Hours | |Course Prerequisites: |Marketing Principles | |Quarter/Year: | | |Instructor: |Hasan Ashraf Khan | |Contact No: |051-4863363-65 | |Consultation Hours: |9 am to 2 pm | |E-mail: |hasan@szabist-isb.edu.pk | 1. Course Description: The retailing industry is a significant industry sector and the largest private sector employer in USA and many Western countries. In emerging economies, retailing reflects the rapid changes taking place as local and international retailers compete for market share. Retail management theory takes a strategic approach to the entire retailing cycle, embracing retailer branding and innovation as its platform. Contemporary retailers face many challenges from the turbulent political, business and...
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...STRATEGIC PLAN DEVELOP & IMPLEMENT STRATEGIC PLAN Introduction: The purpose of strategic or long-range planning is to assist the Association in establishing priorities and to better serve the needs of the membership. A strategic plan must be flexible and practical and yet serve as a guide to implementing programs, evaluating how these programs are doing, and making adjustments when necessary. A strategic plan must reflect the thoughts, feelings, ideas, and wants of the developers and mold them along with the Association's purpose, mission, and regulations into an integrated document. The development of a plan requires much probing, discussion, and examination of the views of the leaders who are responsible for the plan's preparation. However, more often than not, the development of the plan is less complicated than is the implementation. Implementation, in essence, pulls a plan apart and diffuses it throughout an organization. Every unit within the organization which is involved must then accept the plan, agree to its direction, and implement specific actions. In order to effectively and efficiently implement a plan, all individuals involved in its implementation must function as a whole or the plan is destined for failure. [pic] Part A A DEFINITION OF STRATEGIC PLANNING Strategic planning is a tool for organizing the present on the basis of the projections of the desired future. That is, a strategic plan is...
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...FIRST PAGES Part One Overview of Strategic Management The first chapter of this book introduces strategic management, the set of decisions and actions that result in the design and activation of strategies to achieve the objectives of an organization. The chapter provides an overview of the nature, benefits, and terminology of and the need for strategic management. Subsequent chapters provide greater detail. The first major section of Chapter 1, “The Nature and Value of Strategic Management,” emphasizes the practical value and benefits of strategic management for a firm. It also distinguishes between a firm’s strategic decisions and its other planning tasks. The section stresses the key point that strategic management activities are undertaken at three levels: corporate, business, and functional. The distinctive characteristics of strategic decision making at each of these levels affect the impact of activities at these levels on company operations. Other topics dealt with in this section are the value of formality in strategic management and the alignment of strategy makers in strategy formulation and implementation. The section concludes with a review of the planning research on business, which demonstrates that the use of strategic management processes yields financial and behavioral benefits that justify their costs. The second major section of Chapter 1 presents a model of the strategic management process. The model, which will serve as an outline for...
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...ACCOUNTING AREA: CONTROL IMBA NUMBER OF SESSIONS: 20 PROFESSOR: SALVADOR CARMONA □ Ph.D (Accounting). Universidad de Sevilla. □ Last version, November 2006 COURSE DESCRIPTION A cost accounting system collects and classifies costs and assigns them to cost objects. The goal of a cost accounting system is to measure the cost of designing, developing, producing (or purchasing), selling, distributing, and servicing particular products or services. Cost allocation is at the heart of most accounting systems. Cost behavior -how the activities of an organization affect its costs- is also fundamental to cost accounting systems. The data provided by a cost accounting system is used for various purposes, which include product costing, planning and control, and decision making. This course mainly focuses on the first of these objectives -products costing. COURSE GOALS Students, as future managers, will utilize, at a minimum, the output of cost systems, which are the primary internal information systems in a firm. Students taking this course will gain an understanding of cost accounting systems, which includes a familiarization with: The goals of cost accounting systems; the fundamental features and design of cost accounting systems; and the various uses of the data provided by cost accounting decisions. A sound understanding of these issues is necessary to interpret cost accounting system outputs; to transform them from data to information and knowledge. Without this...
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...33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...Bangalore University Bachelor of Business Management (New Scheme) SEMESTER SCHEME OF EXAMINATION UNDER SEMESTER : BBM COURSE SEM NO. PAPER NO. 1.1 TITLE OF THE PAPER LECTURE HOURS 04 MARKS UE 90 RM 10 TOTAL MARKS 100 I 1.2 1.3 1.4 1.5 1.6 2.1 II 2.2 2.3 2.4 2.5 2.6 3.1 3.2 3.3 3.4 3.5 3.6 3.7 4.1 4.2 4.3 4.4 4.5 4.6 4.7 5.1 5.2 5.3 5.4 5.5 5.6 III IV V LANGUAGE: KANNADA/SANSKRIT/URDU/TAMIL/ TELUGU/ADDITIONAL ENGLISH/ MARATHI/HINDI ENGLISH BUSINESS ECONOMICS FUNDAMENTALS OF ACCOUNTING BUSINESS MANAGEMENT BUSINESS MATHEMATICS TOTAL LANGUAGE: KANNADA/SANSKRIT/URDU/TAMIL/ TELUGU/ADDITIONAL ENGLISH/ MARATHI/HINDI ENGLISH BUSINESS STATISTICS FINANCIAL ACCOUNTING ORGANISATIONAL BEHAVIOUR BUSINESS ENVIRONMENT TOTAL BUSINESS COMMUNICATION HUMAN RESOURCE MANAGEMENT MARKETING MANAGEMENT CORPORATE ACCOUNTING SERVICES MANAGEMENT INTERNATIONAL BUSINESS INDIAN CONSTITUTION TOTAL BUSINESS RESEARCH METHODS BUSINESS LAW COST ACCOUNTING FINANCIAL MANAGEMENT PRODUCTION & OPERATIONS MANAGEMENT LAW AND PRACTICE OF BANKING COMPUTER FUNDAMENTALS TOTAL INCOME TAX STRATEGIC MANAGEMENT MANAGEMENT ACCOUNTING COMPUTER APPLICATION IN BUSINESS PROJECT MANAGEMENT ENTREPRENEURIAL DEVELOPMENT TOTAL 04 04 04 04 04 24 04 90 90 90 90 90 540 90 10 10 10 10 10 60 10 100 100 100 100 100 600 100 04 04 04 04 04 24 04 04 04 04 04 04 04 28 04 04 04 04 04 04 04 28 04 04 04 04 04 04 24 90 90 90 90 90 540 90 90 90 90 90 90 90 630 90 90 90 90 90 90 90 630 90 90 90 90 90 90 540 10...
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...automatically computed results of your exam. Grades for essay questions, and comments from your instructor, are in the "Details" section below. | Date Taken: | 4/9/2013 | Time Spent: | 1 h , 22 min , 57 secs | Points Received: | 54 / 60 (90%) | | Question Type: | # Of Questions: | # Correct: | Multiple Choice | 10 | 7 | Matching | 1 | 1 | Short | 6 | N/A | | | Grade Details - All Questions | Page: | 1 2 | 1. | Question : | (TCO 3) Which one of the following is not a JIT Quality tactic? | | | Student Answer: | | use of statistical process control | | | | empowered employees | | | | fail safe methods | | | | provide immediate feedback | | | | use large lot sizes | | Instructor Explanation: | Chapter 16, Page 635 | | | | Points Received: | 2 of 2 | | Comments: | | | | 2. | Question : | (TCO 3) Manufacturing cycle time is best defined as the: | | | Student Answer: | | time between arrival of raw materials and the shipping of finished products | | | | time it takes a unit to move from one workstation to the next | | | | time between the start of one unit and the start of the next unit | | | | time from raw materials shipment to finished product exit | | Instructor Explanation: | Chapter 16, Page 624 | | | | Points Received: | 2 of 2 | | Comments: | | | | 3. | Question : | (TCO 3) Reduction of JIT in-transit inventory can...
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...33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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