... | | |ACC/561 Version 4 | | |Accounting | Copyright © 2011, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course applies accounting tools to make management decisions. Students learn to evaluate organizational performance from accounting information. Other topics include financial statements, cost behavior, cost allocation, budgets, and control systems. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. The discussion question points are now combined with the participation points for each week. You, as the instructor, may create a separate line item for discussion question points if you choose...
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...opportunity costs to perform economic analysis. Other topics include supply and demand, profit maximization, market structure, macroeconomic measurement, money, trade, and foreign exchange. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. The discussion question points are now combined with the participation points for each week. You, as the instructor, may create a separate line item for discussion question points if you choose. Please note that some assignment points may have changed. Course Materials Ball, L. M. (2009). Money, banking, and financial markets. New York, NY: Worth Publishers. McConnell, C. R., Brue, S. L., & Flynn, S. M. (2009). Economics: Principles, problems, and policies (18th ed.). Boston, MA: McGraw-Hill Irwin. Pugel, T. A. (2009). International economics (14th ed.). Boston, MA: McGraw-Hill Irwin. All electronic materials are available on the student website. Week One:...
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...Learning Team A Reflection of Week Three Objectives Patrece James, Angela Roth, Michele King, Domingo Cuison University of Phoenix ECO/561 Professor David Flesh April 16, 2012 Week 3 learning objectives are 1) Determine pricing strategy to meet organizational goals; 2) Determine ways to create non-price barriers to entry based on market structure; 3) Determine ways to increase product differentiation based on market structure; 4) Determine ways to reduce costs for an organization. Pricing Strategy. Pricing is a major element of marketing and can help determine how successful your product or service will be to meet organizational goals. Pricing affects product positioning as well as product features, promotion and sales strategies. There are a number of different pricing strategies organizations have to consider that should reflect its overall sales strategy and the current state of the market. The pricing strategies that organizations can use are: 1) Developing a price; 2) Pricing objectives; 3) Pricing method; 4) New Product pricing; and 5) Price discounts. In developing a price, promotional tactics and distribution...
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...Term – September 2015 Unit Leader – Joseph Nyakairu Copyright St-Patricks College Table of contents Table of contents 2 Aim 3 Unit abstract 3 Learning outcomes 3 Unit content 4 Scheme of work 6 Learning Outcomes and assessment requirements 9 Assignment Brief - General 10 Indicative Marking Scheme Error! Bookmark not defined. Learning Material 14 stponline / Moodle 14 Textbooks 14 Appendix A: Harvard System Referencing 16 Unit 5: Food & Beverage Operations Unit code: L/601/1791 QCF level: 4 Credit value: 15 Aim This unit will enable learners to gain understanding of the day-to-day activities and procedures involved in food and beverage operations, whilst also developing a range of practical operational skills. Unit abstract This unit introduces learners to the practical aspects of food and beverage production and service. Because of the nature of their job, hospitality managers need to have basic levels of practical skills, enabling them to work effectively within different kitchen and restaurant environments. Managers may need to work in kitchen and restaurant environments to support operational staff in times of need or to establish themselves as credible team players. Learners will develop understanding of a range of food and beverage production and service systems. Learners will undertake an investigation of staffing implications for different systems...
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...administrative sciences, as well as those involved in professional development and corporate education activities. More specifically, this guide provides opportunities for both new and seasoned educators to learn more about (1) the possibilities in teaching about organizational change and development; (2) ways to design courses or successful learning modules for diverse student audiences using Organization Development; and (3) suggested cases, activities, and other support materials that complement use of Organization Development. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Organization Development: A Reader. It discusses the overall purpose and content of the book, the philosophy and central tenets that underpin it. PART 2 explores teaching with Organization Development. It contains chapter-by-chapter summaries and suggested ways to think about teaching various kinds and levels of OD and change courses. PART 3 provides a sample syllabus for a graduate-level change course, learning modules on consulting skills, teaching activities, and case suggestions. PART 4 summarizes sources for cases, films, videos, and other internet-based teaching materials. How to Use This Instructor’s Guide This instructor’s guide is designed to provide something for everyone...
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...business. Employee also beneficiaries to get good wages and also incentives through the organisation. Increasing Market Share. More efficiently manage the organisation. Destination of choice for universe school liver. An Increased motivation of managers through training and qualification. An Increase Leadership quality by Management theories and style. It also increased management skills of employee and the company over all get benefits through the high profits and Market shares. Company Managers got benefits and they have ability to extent their extra carer procreation. Description Of Focus Organisation Size Of The Organisation : Costa Coffee is the first UK coffee shop and almost number one chain to commit sourcing Rainforest Alliance Certified Coffee. Except UK Costa coffee is now operates in more 24 countries, staff turnover of Costa coffee is too high and the employs staff is from 66 nationalities. Costa coffee reported turnover in 2007 and 2008 is up 23.5% to £216.3 million, and sales up by 6.5% and profits is to £20.8 million it goes up 16.9%. Costa is now officially the biggest and fastest upcoming...
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...Handbook of Management Accounting Research Edited by Christopher S. Chapman, Anthony G. Hopwood and Michael D. Shields r 2007 Elsevier Ltd. All rights reserved Management Accounting and Operations Management: Understanding the Challenges from Integrated Manufacturing Allan Hansen and Jan Mouritsen Copenhagen Business School, Denmark Abstract: Innovations in operations management, like just-in-time, total quality management, automation, have produced a new manufacturing paradigm that challenges management accounting design and practices. The new manufacturing paradigm, which we conceptualise as integrated manufacturing, focuses upon the lateral flow of products and services, and thereby confronts management accounting ideals of hierarchical flows of information for planning and control. In this chapter, we take a closer look at management accounting research and the responses that have been made to the challenge from the new operational practices. We examine the extent to which changes in management accounting practices are observed, and the way in which design changes are recommended within organisations committed to the new manufacturing paradigm. Furthermore, we reflect upon the role of accounting as a management tool in integrated manufacturing, and on possible future research questions, so as to enrich our knowledge of the management accounting/operations management interface. Introduction Innovations in operations management (OM) have challenged management...
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... ISSION (2012) HIGHER EDUCATION COMMISSION ISLAMABAD 1 CURRICULUM DIVISION, HEC Prof. Dr. Syed Sohail H. Naqvi Mr. Muhammad Javed Khan Malik Arshad Mahmood Dr. M. Tahir Ali Shah Mr. Farrukh Raza Mr. Abdul Fatah Bhatti Executive Director Adviser (Academics) Director (Curri) Deputy Director (Curri) Asstt. Director (Curri) Asstt. Director (Curri) Composed by: Mr. Zulfiqar Ali, HEC, Islamabad 2 CONTENTS 1. Introduction……………………………………...........6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major Elective Courses...................................75 e. Management Specialisation Courses..........
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...Quality Management Journal, 6(2), 9-21 (1999). HOW TO IMPROVE TEACHING QUALITY Richard M. Felder Department of Chemical Engineering North Carolina State University Rebecca Brent College of Engineering North Carolina State University An announcement goes out to the faculty that from now on the university will operate as a total quality management campus. All academic, business, and service functions will be assessed regularly, and quality teams will plan ways to improve them. A campus quality director and a steering team are named, with the director reporting to the Provost. All university departments appoint quality coordinators, who attend a one-day workshop on quality management principles and return to their departments to facilitate faculty and/or staff meetings at which quality improvement is discussed. Many faculty members are irate. They argue that TQM was developed by and for industry to improve profits, industry and the university are totally different, and talking of students as "customers" is offensive and makes no sense. They make it clear that they will have nothing to do with this scheme and will view any attempt to compel them to participate as a violation of their academic freedom. What happens then is…practically nothing. Some changes are made in business and service departments, some curricula are revised, and a few instructors make changes in what they do in their classrooms but most go on teaching the way they have always taught. After two or three...
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..._____________________ Date Submitted: 19 April 2013 1 National University of Ireland, Dublin Bachelor of Science (Finance / Marketing) Intake 42 Group: B / C Module: Management of Organisations (BMGT2002S) Essay Title: Cultural changes to improve on Organisation effectiveness Submitted by: Teo Chin Aik Yin Kam Tong Yeo Chiew Li, Cecilia Lim Chunlong, Jerold Student Number: 12257251 12256686 12257712 12257255 Lecturer: Dr. Lily Li Ming Submission Date: 19 April 2013 Word Count: 4068 2 Table of Contents 1. 2. 3. Abstract ............................................................................................................................................... 4 Introduction ......................................................................................................................................... 4 Toyota Organisation Culture............................................................................................................... 5 3.1. Leadership...
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...KEY WORDS Integrated Leadership Model Training Coaching Self Development Systemic Development Talent Acquisition Organizational Climate Survey Effort Reviews Capability Building Employee Life Cycle Management Pharmaceuticals 360 Degree Feedback Human Development Third Party Audit H R Processes Global H R Mission Performance Management Processes Upward Feedback Clasroom Learning On-the-Job Development Superordination Leadership Pipeline * The contribution of these authors have appeared in Part I of the Colloquium in the July-September, 2011 issue of Vikalpa. The names of authors appear in alphabetical order. Neharika Vohra and Deepti Bhatnagar T he Colloquium on Leadership Development was planned to put together the experiences of various companies and practitioners in companies located in India. In trying to be inclusive and extensive, the final Colloquium turned out to be a diverse and rich collection of 17 different perspectives. Limitations of the journal (in terms of page length and inclusion of other features) did not allow us to carry all the perspectives in one issue. Thus, in the previous volume, we...
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...leadership for excellence in learning and teaching project (le67) developing Multi-level leadership in the use of student feedback to enhance student learning and teaching practice http://emedia.rmit.edu.au/altclgp/ 2009 Project Leader Professor James Barber – Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak ISBN 978-1-921426-36-0 Student Feedback and Leadership A Report on the 2006 Leadership for Excellence in Learning and Teaching Project (LE67): Developing Multi-Level Leadership in the Use of Student Feedback to Enhance Student Learning and Teaching Practice 2009 Project Leader Professor James Barber - Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak Report written by: Associate Professor Sandra Jones and Brenda Novak. Case studies written by: Dr Mali Abdollahian, Ian McBean, Geoff Outhred, Dr Kate Westberg. Photographs - Copyright © 2009 RMIT University Photographers Margund Sallowsky and Kate Ebbot unless otherwise stated. ISBN 978-1-921426-36-0 Support for this project has been provided by the Australian Learning and Teaching Council, an initiative of the Australian Government Department of Education, Employment and Workplace Relations. The views expressed in this report do not necessarily reflect the views of the Australian Learning and Teaching Council...
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...businesses, keep it growing. Business owners will usually use some of their own money coupled with other sources of finance to start their business. There are several ways to acquire financing and a few of them are personal capital and borrowing from friends, borrowing from a bank, factoring, invoice discounting, leasing, hire purchase and franchising. For larger companies they have the advantage of being able to sell shares to raise capital, they can also have large investors, and being able to ‘raise capital’, they can also retain earnings in order to use the money as cash flow for further developments in the company or for a particular project (this money belongs to shareholders). Companies who are already established can retain their profits for a period of time and use this money in the future for projects or business needs, this is usually shareholder dividend and ultimately belongs to the shareholders, but the company is using it to expand or better the business. The selling of company assets is also seen as a way of raising capital, however if you are selling off your assets how does this help your business, you will lose the equipment that is helping you to make money. (Access Credit Management 2015) Company’s use invoice discounting and factoring for selling their invoices to another company, (usually a bank) and getting cash in return, these invoices are bought for between 80% and 85% of the total invoice and the rest is paid once the debt has been paid...
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...Unit: 5001 Personal Development as a Manager and Leader Assignment: One For the Attention of: Marie Robinson Date Submitted: 16/10/2015 Student Name: Contents Contents 2 Abstract 4 Introduction 5 Section One 7 Planning and Implementing a Personal Professional Development Plan 7 Self Development and the Importance of Continual Growth 7 Self Awareness and Identifying Current Skills 8 Identifying Development Opportunities 9 Personal Development Plan 10 Section Two 12 Personal Development Plan Resources 12 Supportive Resources Required for Personal Development 12 Developed Business Case 13 Section Three 14 Processes Required to Implement a Personal Development Plan 14 Section Four 15 Welfare Working Practices 15 Assessing Staff Welfare, Supporting Records and Managerial Actions When Dealing with Staff Welfare Issues 16 References 21 Bibliography 22 Appendix One 23 Swot Analysis 23 Appendix 2 24 Honey and Mumford Learning Questionnaire 24 Appendix 3 32 Personal Development Plan 32 Appendix 4 34 Business Case 34 Appendix 5 38 Risk Assessment Form 38 Appendix 6 42 Company SOP Form 42 Abstract This assignment demonstrates the importance of continual self development in the aims of achieving organisational objectives. It identifies the importance of continual self growth and describes different methods of assessing you own current skills and abilities against specific organisational objectives. It also discusses the importance...
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...accounting system, an important component of a firm’s information system, includes budgets, data on the costs of each product and current inventory and periodic financial reports. Internal accounting systems serve two purposes: v Provide some of the knowledge necessary for planning and decision making; v Help motivate and monitor people in organizations (control). The most basic control use of accounting is to prevent fraud and embezzlement. Design and use of cost systems An internal accounting system should have the following characteristics: v Provide the information necessary to identify the most profitable products and the pricing and marketing strategies to achieve the desired volume levels; v Provide information to detect production inefficiencies to ensure that the proposed products and volumes are produced at minimum costs; v When combined with the performance evaluation and reward systems, create incentives for managers to maximize firm value; v Support the financial accounting and tax accounting reporting functions; v Contribute more to firm value than it costs. Economic Darwinism (strong organizations will survive) Two caveats must be raised concerning too strict an application of economic Darwinism: v Some surviving operating procedures can be neutral mutations. Just because a system survives does not mean that its benefits exceed its costs. Benefits less costs might be close to zero. v Just because a given system survives does not mean it is optimal. A better...
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