...HEALTH AND SOCIAL CARE QCF: Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (England) Unit CU 2953 Manage Finance within own area of Responsibility in Health and Social Care or Children and Young People’s Settings This workbook meets the following assessment criteria for unit CU : Written questions Please answer the following written questions: CU2953 - 1.2 Outline sources of funding that are used to construct the budget for your own work setting All residents living in our home are council funded also they get Disability living allowance which is used towards their daily expenses like lunches out , shopping for clothes, paying for transport. CU2953 - 1.3 Outline the roles, responsibilities and accountability of all those involved in financial management of the budget for own work setting The person in charge of the finances is the proprietor and we agree on a weekly budget for food for the home as well as household items, after is my responsibility to ensure the budget is used effectively within the home and all money spent are accurately accounted for, money coming in to the house are registered in and out through a cash file which is maintained by my senior team and I check on a regular basis . Residents personal finances are monitored by their keyworkers and I check them regularly, keyworkers and myself will review spending monthly to ensure residents are safeguarded and all expenses...
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...MBA Program Course: Financial Analysis and Decision Making MBA730 Instructor: Marlena L. Akhbari Wright State University Finance and Financial Services McGraw-Hill/Irwin =>? McGraw−Hill Primis ISBN: 0−390−42334−3 Text: Case Studies in Finance: Managing for Corporate Value Creation, 4/e Bruner This book was printed on recycled paper. MBA Program http://www.mhhe.com/primis/online/ Copyright ©2003 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw−Hill Primis text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. 111 MBAP ISBN: 0−390−42334−3 MBA Program Contents Bruner • Case Studies in Finance: Managing for Corporate Value Creation, 4/e II. Financial Analysis and Forecasting 1 1 6 16 16 39 52 52 60 66 66 84 100 100 6. The Financial Detective, 1996 11. ServerVault: ‘‘Reliable, Secure, and Wicked Fast’’ III. Estimating the Cost of Capital 12. ‘‘Best Practices’’ in Estimating the Cost of Capital: Survey and Synthesis 15. Teletech Corporation, 1996 IV. Capital Budgeting and Resource Allocation 19. Diamond...
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...Managing Accounting Name: Institutional Affiliation: Date of Submission: Table of Contents Introduction 3 Task 1 3 Assessment criteria 1.1 3 Assessment criteria 1.2 4 Assessment criteria 1.3 4 Assessment criteria 1.4 6 Assessment criteria 1.4 7 Section 2 8 Assessment criteria 2.1 8 Assessment criteria 2.2 8 Assessment criteria 2.3 10 Section 3 11 Assessment criteria 3.1 11 Assessment criteria 3.2 13 Assessment criteria 3.4 15 Zero-based budgeting 16 Top-down budgeting 16 Bottom-up budgeting 16 Activity-Based Budgeting 16 Section 4 18 Assessment criteria 4.1 18 Assessment criteria 4.2 21 Conclusion 22 Bibliography 23 Introduction Financial management is the efficient as well as effective management of the funds in a motive of accomplishing the goals and the objectives an organization. It comprises of how to rise capital and how to allocate for instance through budgeting. This does not only cater for the long term budget but also the allocation of funds in the short term. In our discussion we are going to focus on various issues such the various methods used in costing, the budgeting formation and formation process, and the different types of budgeting. The attainment of coordination will also be factored since it is key to the success of a business. Task 1 Assessment criteria 1.1 a. Identify and explain the various ways by which cost can be classified discussion the value of costs classification including any weaknesses in your argument...
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...FOUNDATION DEGREE IN HUMAN RESOURCE MANAGEMENT HRM IN A BUSINESS CONTEXT ORGB50178 Contents Module Descriptor Assignment Brief Submission Feedback Sheet Contact Details Explanation of Assessment Process Specific Module Guidance Module Descriptor The complete, electronic, version of the module descriptor can be found through this link; http://www.staffs.ac.uk/current/student/modules/showmodule.php?code= BSR10390-5 |Contact |Email | |VLE | |Louise Harrison |l.harrison@staffs.ac.uk | |Blackboard | Pattern of Delivery |Credits |Contact Hours | |Site |Cost Centre |Cost Centre |Subject |Subject Description |Subject % |Hesa Subject %| | | |Description | | | | | |STOKE | | | | | | | |STAFFORD | | | | | | | |TAMWORTH & LICHFIELD | | | | | | | |COLLEGE | | ...
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...Leadership: Managing Director of Hayasa In a small team of strangers, like the one thrown together for this module, the Managing Director should be the source of leadership and control over numerous responsibilities and functions of their team. • They should pursue the successful completion project goals. • They should keep the team motivated and happy, • They should ensure that the team is giving sufficient effort to the task. The Managing Director should be the most influential and important member of Hayasa car company. The behaviour of this person directly affects the behaviour of his or hers group members, therefore they must show certain key traits and attributes which will exert their leadership and control into the performance of the team, but also themselves. For Hayasa, the leadership was the key factor which influenced and built the group dynamics, the behaviour and motivation of the members during the practical, but also is what I believe the key problem to our lack of success in three years of trading. “The power and influence perspective focuses on the use of power by effective leaders. Two major themes have been identified: a) social power: how leaders influence followers (b) social exchange: discusses the give-and-take relationship between leaders and followers through which leaders are themselves influenced as they try to influence others” (Bensimon et al., 1989) My questions on the lack of social power our Managing Director would...
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...1 ANNUAL REPORT 2014 Table of contents ABOUT THE COMPANY Letter of Transmittal Corporate Information Milestones Board of Directors and Management Brand Values Products 3 4 5 6 -8 9 10 OPERATING RESULTS Summary of Key Operating & Financial Data 11-12 AGM & COMPANY PERFORMANCE Notice of 35th Annual General Meeting Chairman’s Message to Shareholders Report of the Board of Directors 13 14 ANNUAL REPORT 2014 15 - 19 1 Table of contents COMPLIANCE REPORT Corporate Governance Compliance Report 20 - 38 FINANCIAL RESULTS Auditors’ Report to the Shareholders Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Shareholders’ Equity Statement of Cash Flows Notes to the Financial Statements Unit-wise Working Result Schedule of Non- Current Assets Certificate on Review of financial statements PROXY FORM 39 - 40 41 - 42 43 - 44 45 46 - 47 48 - 80 81 - 82 83 - 84 85 ANNUAL REPORT 2014 2 Letter of Transmittal December 6, 2014 Esteemed Shareholders Bangladesh Securities and Exchange Commission Dhaka Stock Exchange Limited Chittagong Stock Exchange Limited Registrar of Joint Stock Companies and Firms Dear Sir or Madam, Subject: Annual Report for the year ended June 30, 2014 It is our pleasure to inform you that the 35th Annual General Meeting of Olympic Industries Limited will be held on Wednesday, December 24, 2014 at 10:00 AM at our 2nd biscuit factory premises at Lolati, P.S. Sonargaon, District...
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...CSP HOLDING BHD 9426-T MINUTES OF BOARD OF DIRECTORS’ MEETING Minutes of the CSP Holding Bhd meeting held at Bilik Seminar Bunga Raya, Level 10, Office Tower, No.3,Jalan Nagasari (Off Jalan Raja Chulan), 50200 Kuala Lumpur on Monday, 5th May 2014 at 9.00 a.m. Present : Y. Bhg. Tan Sri Wahid Jalil (Chairman) Y. Bhg. Dato’ Zahir Ahmad (Managing Director) Mr. Yeoh Wai Siaw (Non-independent Executive Director) Y. Bhg. Tan Sri Dato’ William Lim (Independent Non-Executive Director) Y. Bhg. Dato’ Hardi Yusof (Independent Non-Executive Director) Mr Heah Sieu Low (Independent Non-Executive Director) Dato Aisyah Syed (General Manager of CSP Fasteners’) Mr Azim Rahmat (General Manager of Maya CSP Sdn Bhd) Wong Kar Chun (Auditor) Ms Loh Ai Lin (Secretary) Apologies : Mr George Siong Chee Sook (Independent Non-Executive Director) CHAIRMAN FOR THE MEETING Tan Sri Wahid Jalil took his place and declares the meeting duly convened once the requisite quorum was present. DIRECTORS REPORT, AUDIT REPORT AND CONSIDERATION OF ANNUAL REPORT That the Audited report of the Company for the year ended 31 December 2013 together with the Reports of the Directors and Auditors thereon be hereby received and noted. DECLERATION OF DIVIDEND That there is no final dividend for year 2013 as recommended by the director is hereby approved. ELECTION OF DIRECTORS IN PLACE OF THOSE RETIRING It was resolved...
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...at 3:00 p.m. N I S S A N E L G R A N D I N F I N I T I F X 3 7 R E N A U L T M E G A N E R S CONTENTS 02 03 05 09 10 14 17 25 27 28 31 Corporate Information Business Divisions Report of the Board of Directors 8 Years Financial Highlights Profile of Directors Corporate Social Responsibility Report Corporate Governance Statement Internal Control Statement Other Statements and Disclosures Audit Committee Report Daily Share Price & Volume Traded on Bursa Malaysia Securities Berhad 33 Financial Statements 133 Ten Largest Properties of the Group 134 Shareholders’ Statistics 137 Notice of Annual General Meeting Form of Proxy CORPORATE INFORMATION Directors Dato’ Tan Heng Chew Executive Deputy Chairman and Group Managing Director Dato’ Ng Mann Cheong Senior Independent Non-Executive Director Dato’ Haji Kamaruddin @ Abas bin Nordin Independent Non-Executive Director Seow Thiam Fatt Independent Non-Executive Director Siew Kah Toong Independent Non-Executive Director Dato’ Khor Swee Wah @ Koh Bee Leng Executive Director Ling Ou Long @ Ling Wuu Long Executive Director Ho Wai Ming Executive Director Audit Committee Company Secretaries Yap Bee Lee Chang Pie Hoon Registered Address 62-68 Jalan Ipoh 51200 Kuala Lumpur Telephone : (03) 4047 8888 Facsimile : (03) 4047 8636 Website : www.tanchong.com.my E-mail : tcmh@tanchong.com.my Registrars Tricor Investor Services Sdn Bhd Level 17, The Gardens North Tower Mid Valley City Lingkaran Syed Putra 59200 Kuala Lumpur...
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...The proposal was duly considered important as Juices Ltd operated an apple and pear juice producing business and owned ore hands around Australia and the juice container manufacturing business can provide Juice Ltd’s juice containers to the customer who already falls under Juice Ltd’s target market. In order to broaden the domain of its business the proposal was put forward by Chen who is a non executive director of the company though all the board members were suppose to be present in the board meeting else one of the non executive director could non- attend the meeting as on the same day and time she met with an accident and broke her arms and unable to receive treatment from the emergency department of the local hospital. The company managing director Uma was authorized the chairman Jack to acquisition within 10 minutes. Though the company’s chief financial officers Isaacs financial report was presented on the impact of the acquisition but unfortunately he was forbidden to participate in the board meeting and gain or deliver any views in regards to the business proposals. Though it was decided in the meeting to approve the acquisition and signing up of the contract by Uma to look took over the business on behalf of Juice’s lacking was detected in wrong financial analysis of $48 million purchase price which was an improper and over channelization of company’s fund. Moreover it was also revealed that the board of directors was not aware of the fact that most of the shares newly...
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...Lec 6: Ch 10 (the role of company directors and other officers and the means by which they are appointed and removed); main focus is on the directors * ‘officer’ and ‘director’ definition- s9, p200 (Morley v ASIC). * ‘director’- a) appointed director regardless of the name given to their position; b) not validly appointed director but acts in position or; c) not validly appointed but the directors of the company are accustomed to act in accordance with the person’s instructions and wishes; person in a) OR b) is de facto director, within c) is a shadow director * Statutory duties, including the duty to act with reasonable care and diligence and the duty to act in the best interests of the company * Statutory requirement for all companies to have at least one director; PTY company must have at least one, with one ordinarily residing in Australia (s201A(1)); public companies must have at least 3, with at least 2 in Aus (s201A(2)) * Directors’ role: manage or supervise the management; for companies that rely on the replaceable rules as their internal governance rules, s198A provides that “the business of a company is to be managed by or under the direction of the directors’” * Company secretary: public companies must have at least one company secretary (s204A(2)) be 18yo and have at least one residing in Aus; PTY company may have one but is not required to appoint one (s204A(1)); secretary is appointed by directors; responsibilities include record-keeping...
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...October 21, 2010 | |Venue : Conference Room, Expolanka Group, Bangladesh, Corporate Office, 9th Floor | |Time : 11:30am | |Ref : WEL/ MM-01/2010 | Chaired by: Mr. Mahbubul Anam, Managing Director. Present: 1. Mr. Kazi Zahurul Qyyum, Director – Airlines Division, EG 2. Mr. M H Salahuddin, Director – Project Management, EG 3. Mr. M A Bari – AGM (F & A), Corporate Finance 4. Mr. Badrul Alam – GM, FCASL 5. Mr. Mostafa Kamal – AGM, Accounts & Finance, FCASL 6. Mr. A.K.M Moshiur Rahman – Asst. Manager, St. In charge, WEL The Chair of the meeting started discussion based on the performance and achievement of 1st quarter of the budget and the decision of the meeting are given below as under: |SL |Agenda |Description and decision |Person Responsible | |01 |Handling of maximum clients |At the beginning of the meeting, MD went thorough the gist of the presentation |The ultimate responsible is Unit | | | ...
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...Memorandum To: Board of Directors From: Date: 3/1/15 Re: Corporate Culture Purpose Due to recent issues involving your last CEO I recommend you evaluate and clearly define the role of the board of directors as well as the roll of the CEO. The role of the board is to ensure that your organization is accomplishing its mission by developing policies that guide the operation of organization and by monitoring the finances of the organization. Role and Authority of Board Member and/or Board Officer The Board needs to be focused on governance of the organization, which is accomplished through policies. Responsibilities of a Board Member • SELECT THE EXECUTIVE DIRECTOR • Support the Executive and review his or her performance • Ensure effective organizational planning • Track progress toward meeting the results defined by the strategic plan • Provide for the availability of adequate resources • Oversee the effective management of resources Code of Conduct Chief Executive officers and Managing Directors should be responsible for setting the tone for ethical conduct for the company and ethical conduct should be made known to all employees. Recommendations: • Top management needs to consistently set the tone as they will be held accountable when something goes wrong, all employee’s need to know their responsibilities and to be ethical in their conduct. • Communicate, communicate, and communicate. Communication is key and discussions are...
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...starting One of the motivating factors was his father’s dream of his establishment in the society and another factor was after the independence of Bangladesh Aminul Islam realized that a new country has been born, therefore, a lot of construction will be needed for the development of the country and that is when he came up with the idea of Project Builders Limited. He proposed the idea to three other recent BUET graduates and they agreed to start with this new business. After the death of one of the partner and other two sold their share currently Aminul Islam is the only Managing Director and Chairman of Project Builders Limited. Vision The vision of Project Builders limited is to make quality constructions and make a strong infrastructure development of the country. Mission Construction of important structure and projects and to become the number one construction builder in Bangladesh. Initial Finance The company was initially started with four partners along...
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...[pic] MGMT 436 Strategic Management Activity 2.4 – Assignment: Analyze Board of Directors NUR ANISAH AFIQAH BTE ABDUL AZIZ #2401198 |Board of Directors | | |Executive Chairman |Mr Lim Hock Eng | |Chief Executive Officer |Mr Lim Hock Chee | |Managing Director |Mr Lim Hock Leng | |Executive Director |Mr Tan Ling San | |Lead Independent Director |Mr Goh Yeow Tin | |Independent Director |Mr Jong Voon Hoo | |Independent Director |Mr Francis Lee Fook Wah | |Non-Executive Director |Mr Lee Teck Leng, Robson | [pic] Sheng Siong Group Limited Board of Directors [pic] |Background |Employed...
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...his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. The Capital Markets Services(CMS) division, which has established as an interdisciplinary concern to address the issues of focused client attention and cross-divisional collaboration, required professionals who not only had domain specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. Market coverage professional to be compatible with the staff of other departments, but can't rely entirely on product designers, because they do not understand markets and customers, do not know the customer's needs. It is important to fully understand the market, product, and customer information in three areas and needs. That person must be energetic, aggressive and innovative. It was these requirements that led to the appointment of Rob Parson, a managing director at a smaller firm with connections to some of the players in banking and insurance industries, as market coverage professional. That’s why...
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