AACSB Table 10-1: Summary of Faculty Qualifications, Development Activities, and Professional Responsibilities Date Range: January 1, 2007 - August 1, 2012 Accounting: Professor | | | | | | | Five-Year Summary of Development Activities Supporting AQ or PQ Status | | Name | Highest Earned Degree & Year | Date of First Appointment to the School | Percent of Time Dedicated to the School's Mission | Acad Qual | Prof Qual | Other | Intell. Contrib. | Prof. Exper. | Consult. | Prof
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opportunities. Unlike the field of investments, where the analyst more or less takes the investment opportunity set as a given, the field of capital budgeting relies on the work of people in the areas of industrial engineering, research and development, and management information systems (among others) for the creation of investment opportunities. As such, it is important to suggest that students keep in mind the importance of creativity in this area, as well as the importance of analytical techniques
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Enron and World Finance A Case Study in Ethics Edited by Paul H. Dembinski, Carole Lager, Andrew Cornford and Jean-Michel Bonvin Enron and World Finance Also by Observatoire de la Finance From Bretton Woods to Basel Finance & the Common Good/Bien Commun, no. 21, Spring 2005 Ethics of Taxation and Banking Secrecy Finance & the Common Good/Bien Commun, no. 12, Autumn 2002 Will the Euro Shape Europe? Finance & the Common Good/Bien Commun, no. 9, Winter 2001–2 Dommen, E. (ed.) Debt Beyond
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[Type your address] [Type your phone number] [Type your e-mail address] FINANCIAL ACCOUNTING FOR MANAGERS Marketing Management II Course Professor: Dr. Kartik Dave Contact: 9873099223 Opposite Conference Room, First Floor Contact no.: 0120-2323001-10 Ext 360 Email: kartik.dave@bimtech.ac.in Course Objectives: In Marketing Management II, students would be introduced to the tactical areas of marketing – the various marketing mix (the four Ps) strategies: Product Strategy Pricing
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The International Journal of Digital Accounting Research Vol. 1, No. 1, pp. 47-68 ISSN: 1577-8517 Risks and Controls in the Implementation of ERP Systems Severin V. Grabski. Michigan State University, U.S.A. grabski@pilot.msu.edu Stewart A. Leech. The University of Melbourne, Australia saleech@unimelb.edu.au Bai Lu. Colonial Mutual Group, Australia blu@colonial.com.au Abstract. The implementation of ERP systems has been problematic for many organizations. Given the many reports of substantial
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civil society organizations. (Campbell, 1987) However within nonprofit organizations there are other names which emphasize the characteristics that distinguish nonprofits. Essentially they are categorized as: voluntary sector to acknowledge the importance of volunteers and voluntary action, independent sector to distinguish nonprofits from business and government, and social sector to underscore how the activities of nonprofits enhance the social fabric of our country. (Anheier & Seibel, 1990)
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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
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given 250 hours to undergo and pursue this training that will help us to acquire knowledge and skills that will serve as a tool to face the challenges of life in the future. It will set our mind of what does a real world of accounting is all about. Others think that accounting matters only on numbers or quantitative information; however, it also matters or related in decision making and business operations. It also somewhat related to the development of our skills in communication, leadership and
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mba elective summaries table oF coNteNts Page 1. accounting and control Page 2. Decision sciences Page 3. economics and Political science Page 5. entrepreneurship and Family enterprise Page 9. Finance Page 11. marketing Page 13. organisational behaviour Page 14. strategy Page 16. technology and operations management Here is a list of electives that were offered to the MBA Classes of 2012. This list is not comprehensive and is likely to change annually to reflect changes in the economic
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to fulfil their nd achieve their goals. To help gain control over the behavior of people in formal organizations, most enterprises use a combination of techniques including budgets, rules, standard operating procedures, job descriptions, budgets, accounting measurements, and performance appraisal systems. Taken together, these techniques are part of an invisible yet very real system: 'the organizational control system'. Control plays a major part in the management of an enterprise, but unlike machines
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