agencies such as Ecocash and CBZ. Nissi Global as a microfinance company has set its standards to operate as efficient as banks or better. It has the aspirations of becoming a macro- finance company than micro as it is. It fosters a culture of professionalism and good customer care. It operates from Monday to Friday, 8am to 5pm then Saturdays 8am to 1pm. Due to the prevailing tough economical conditions since the 2007-2008 economic downturn, the company managed to survive though with lesser luggage
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that we have developed a well rounded approach to career development. This is coupled by our students being well equipped with the necessary skills and know-how to undertake the functions of finance with maximum effectiveness, efficiency and professionalism and the ability to apply the functions of finance to create corporate and social value. Our efforts in designing our Finance programs are reflected in the recent rankings by Financial Times, which placed our Master in Finance program in second
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hierarchy of authority in which everyone is accountable to someone and authority is limited to specific actions governed by abstract rules to procedures Organizations try to hire and promote employees on the basis of technical qualifications and professionalism. The organization is devoted to the principle of efficiency: maximizing output using limited inputs. Other features of organizations include their business processes, organizational culture, organizational politics, surrounding environments
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90 day period, disciplinary action will be taken up to and including termination. • Once an employee reports to work, it is his or her responsibility to remain positive and helpful to coworkers at all times. • Employees must maintain professionalism at all times. • Employees must provide excellent customer service at all times while at work. If a situation occurs in which an employee cannot help a customer for any reason, it is his or her responsibility to inform management as soon as
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Summary MarineCorp was the maritime solution provider for the SURIA group of companies. It had two subsidiaries which are Green Port Sdn Bhd and Sungai Emas Port Sdn Bhd. Hafiz Hasyim is the person who is responsible to report financial performance in the company. He is one of the Boards which is CFO in organizational structure for the three companies. Besides, Vessel inspection and vetting was a major business of MarineCorp. MarineCorp also provide consulting services to SURIA and its related contractors
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want to be an English teacher. So that left me with business. When I was in college we had four business majors. It was known accounting was the hardest, then finance, then marketing, and then management. My dad suggested to me, “Why don’t you go with accounting? Start high and if you need to drop down then drop down, but you will always be able to get a job with accounting.” And I like numbers and I’m good with numbers. Justin: Would you say your dad is a source of inspiration? Bridget: No
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sector including public bodies. Generally institutions with resources to prevent or combat corruption and fraud in all sectors seem to thrive. This is mainly successful through the setting up of strong pillars which promote transparency, fairness, professionalism, integrity and democracy in running the organisation; this is made possible by corporate governance. Corporate governance provides a positive direction which an entity must take. The most common definition is fraud is a generic term, and embraces
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Chapter 1 The Government and Not-For-Profit Environment Questions for Review and Discussion 1. The critical distinction between for-profit businesses and not-for-profits including governments is that businesses have profit as their main motive whereas the others have service. A primary purpose of financial reporting is to report on an entity’s accomplishments — how well it achieved its objectives. Accordingly, the financial statements of businesses measure profitability, their key objective
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COLLABORATION IN PRACTICE 5 3.1 COMMUNICATION AND COOPERATION 5 3.2 PROFESSIONAL STANDARDS 5 3.3 RECORDING AND TESTING ACCOUNTING SYSTEMS 6 3.4 SUBSTANTIVE TESTS 6 4. CONSEQUENCES OF INFLUENCE 7 5. RELIANCE IMPROVEMENTS
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Chapter 3 – Action, Personnel, and Cultural Controls ACTION CONTROLS Action controls are the most direct form of management control because they involve taking steps to ensure that employees act in the organization’s best interest by making their actions themselves the focus of control. Can be in 4 forms: behavioural constraints, preaction reviews, action accountability, and redundancy. Behavioural Constraints * Are a “negative” form of action control. They make it difficult for employees
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