Human beings are the building blocks of society. The societies agglomerate to make states. And then the nations are formed. The economy of a nation is the indicator of its prosperity. What the economy affects primarily are the people of a country. The technique, which uses the concepts of macroeconomics to achieve social goals, has been christened as welfare economics. Economics with all the data, tables, graph etc. can seem to be a very strict and rigid field. But the economists have now attached the human touch to the economic sphere too. Broadly speaking this field essentially involves the distribution of wealth among all the people and hence providing them with the buying capacity.
The need for this approach to study economics arises because of the increasing index of poverty. The people normally do not pay heed to the poor and the needy. There are increasing numbers of people involved in minimum wage jobs. They are employed but yet poor. The wage jobs do not cover the medical insurance or education for the kids. Now in this situation the person prefers to fulfill the need of a square meal then to go for the education option.
In a democratic set up it is seen that the welfare takes a high position in the agenda of the governments. This is, for one, required to ensure the votes. And secondly democracy has an influence of socialism and communism in it, thus the psyche of the government is for the benefit of the masses. America is known for being one such democracy. There are enough people to work for such causes.
The gamut of social welfare is very wide and anything can be brought under it. In one way it is provision of safety to the country’s citizens. Safety from poverty, hunger, disease and many other things a social worker can think of. Now a very thought-worthy question arose when Ralph Nadar brought forward the concept of corporate welfare to the forefront, in 1956. This involves giving tax holidays and other regulatory leverages to the corporations. The debatable issue is that the corporate firms in a capitalist structure cannot be expected to work for the social welfare. And at every step the interests of society and the corporate seem to clash. The design of the corporate structure of the country should be such that it can cater to the needs of themselves as well as those of the society. Corporate governance jurisprudence is probably stemmed out of such conflicts.
The core issue of this problem is probably the distribution of income. The dichotomy on this count arises when one school of thought suggests the governmental influence on income slabs and the other theorizes that government should not at all be involved but it should be the sole discretion of the employer to pay the employees. The actual game lies somewhere in the middle. The governmental regulations do influence the wage schemes. The need of the hour is however, to check the accumulation majority of the wealth among a few hands.
The economic reforms to boost the grass root level employees too have to be brought because it is they who really are at the hem of the economic growth. The new approach is good from the point of view of the low-income people but a balance has to be struck between their interests and the interests of business giants.
Showing posts with label financial. Show all posts
Showing posts with label financial. Show all posts
Tuesday, December 14, 2010
Tuesday, August 10, 2010
Accounting and Accountancy
Oftentimes when I meet someone for the second or third time, they say, “aren’t you in accounting?” While I am into accounting, which is the methodology and measuring aspect of my work, the profession as a whole is better labeled as ‘accountancy’.
Accountancy is the profession and accounting it the methods by which accountants measure, track and report on financial information so that resource allocation decisions can be made by, well, whoever the decision makers are.
For a small business owner’s personal finances, as an example, I may be measuring the finances of a few people (the family), and reporting the necessary information to the small business owner. In this situation, the decision maker is the small business owner and his decisions involve deciding how much money he has to put toward family necessities.
Generally speaking, there are two main types of accounting. There is financial accounting and there is auditing. Financial accounting typically involves processing of financial information about a business operation where information is recorded, organized, summarized, interpreted and finally communicated.
Auditing, on the other hand, is there process that an independent auditor examines accounting records and financial statements so that he or she can express a professional opinion about the financial records and answer questions about projections.
At the heart of accountancy lies the need to take stock of the day to day state of various sales and expenses. In the modern world when many contracts are partially fulfilled at varying times, bookkeeping is the only way to know where you and your business stand in the greater scheme of things.
If you operate your own small business, you may be able to do just fine with some accounting software. Take a look around for some flowchart templates. These can make monthly financial recording and reporting, dare I say it, fun. Simply enter in the various types of income and expenses, then each subsection updates the appropriate fields. Before you know it you’ve got proof that all bills have been allotted for and you’ve got your bottom line.
If you find you can manage your business finances on your own, then, by all means, stick with the system that you know works for you. If, however, you start running into complications that make it hard for you to see where discrepancies are coming from, it may be time to enlist the services of a professional accountant.
memory bus is also called an address bus or front side bus and both busses are high speed digital superhighways. Access methods and speed are two of the fundamental technical differences between memory and mass storage devices. All memory sizes and storage capacities will inevitably be exceeded with advances in technology over time.
Cache memory is a special type of internal memory used by many central processing units to increase their performance or throughput. Some of the information in the main memory is duplicated in the cache memory, which is slightly slower but of much greater capacity than the processor registers, and faster but much smaller than main memory. Multi level cache memory is also commonly used. Primary cache is the smallest, fastest and closest to the processing device. Secondary cache is larger and slower, but still faster and much smaller than main memory.
Semiconductor memory uses semiconductor based integrated circuits to store information. A semiconductor memory chip may contain millions of tiny transistors or capacitors. Both volatile and non volatile forms of semiconductor memory exist. In modern computers, primary storage almost exclusively consists of dynamic volatile semiconductor memory or dynamic random access memory. Since the turn of the century, a type of non volatile semiconductor memory known as flash memory has steadily gained share as offline storage for home computers. Non volatile semiconductor memory is also used for secondary storage in various advanced electronic devices and specialized computers.
Accountancy is the profession and accounting it the methods by which accountants measure, track and report on financial information so that resource allocation decisions can be made by, well, whoever the decision makers are.
For a small business owner’s personal finances, as an example, I may be measuring the finances of a few people (the family), and reporting the necessary information to the small business owner. In this situation, the decision maker is the small business owner and his decisions involve deciding how much money he has to put toward family necessities.
Generally speaking, there are two main types of accounting. There is financial accounting and there is auditing. Financial accounting typically involves processing of financial information about a business operation where information is recorded, organized, summarized, interpreted and finally communicated.
Auditing, on the other hand, is there process that an independent auditor examines accounting records and financial statements so that he or she can express a professional opinion about the financial records and answer questions about projections.
At the heart of accountancy lies the need to take stock of the day to day state of various sales and expenses. In the modern world when many contracts are partially fulfilled at varying times, bookkeeping is the only way to know where you and your business stand in the greater scheme of things.
If you operate your own small business, you may be able to do just fine with some accounting software. Take a look around for some flowchart templates. These can make monthly financial recording and reporting, dare I say it, fun. Simply enter in the various types of income and expenses, then each subsection updates the appropriate fields. Before you know it you’ve got proof that all bills have been allotted for and you’ve got your bottom line.
If you find you can manage your business finances on your own, then, by all means, stick with the system that you know works for you. If, however, you start running into complications that make it hard for you to see where discrepancies are coming from, it may be time to enlist the services of a professional accountant.
memory bus is also called an address bus or front side bus and both busses are high speed digital superhighways. Access methods and speed are two of the fundamental technical differences between memory and mass storage devices. All memory sizes and storage capacities will inevitably be exceeded with advances in technology over time.
Cache memory is a special type of internal memory used by many central processing units to increase their performance or throughput. Some of the information in the main memory is duplicated in the cache memory, which is slightly slower but of much greater capacity than the processor registers, and faster but much smaller than main memory. Multi level cache memory is also commonly used. Primary cache is the smallest, fastest and closest to the processing device. Secondary cache is larger and slower, but still faster and much smaller than main memory.
Semiconductor memory uses semiconductor based integrated circuits to store information. A semiconductor memory chip may contain millions of tiny transistors or capacitors. Both volatile and non volatile forms of semiconductor memory exist. In modern computers, primary storage almost exclusively consists of dynamic volatile semiconductor memory or dynamic random access memory. Since the turn of the century, a type of non volatile semiconductor memory known as flash memory has steadily gained share as offline storage for home computers. Non volatile semiconductor memory is also used for secondary storage in various advanced electronic devices and specialized computers.
Monday, February 15, 2010
5 Strategies to Successful Cash Flow Management
Copyright 2006 John J Reddish
Managing cash flow is every manager's challenge, every day, every year. Those managers who keep a close eye on their daily activity and emerging industry trends can help reduce their company’s exposure to the chill of a cash crunch.
How can you predict, avoid and/or, minimize the impact of a cash emergency?
First, pay attention when any cash shortages arise. When cash gets short, pay close attention and be prepared to act. Questions to be answered include:
1. What caused the problem? Pre-payments to take advantage of special discounts can reduce cash. Transportation strikes, for example, could delay shipments and therefore payments. An industry (or economy) slowdown will often result in customers stretching out their payables.
2. How can you cope? If cash on hand is not robust, let the special discounts go. It’s usually more cost-effective to pass on a discount than to borrow to overcome a shortfall. Keep up on the news. If you hear about any threatened strikes and/or disruptions to your supply chain, make sure you have a back-up position. Even if temporarily more expensive, it can save your business by showing your customers your reliability and versatility in challenging times. If your customers are in industries facing hard economic times, keep closer tabs on your credit policies and be active in collections. If necessary, tighten credit terms, but use discretion. Being firm but supportive to your customers will go a long way in keeping them in the fold while still giving you a better cash flow. Defer purchases and/or negotiate extended payments if cash gets short.
Most importantly, document both the signals of problems and your solutions. That way, if the signals happen again, you can refer to prior successful action as a first possible solution.
Imagine possible, but normally unpredictable cash flow challenges. Some problems can’t be anticipated, so “what if” scenarios can be created. You don't have to get elaborate, but you can ask what would happen if there were a flood, or, as we've experienced more recently, a devastating hurricane. What then? Other problems, such as "product sabotage" can only be dealt with as they occur. Constructing possible scenarios to reduce risks associated with “unforeseeable” problems is an important management tool. Learn from, and document, each experience, or you may have to repeat it.
Second, watch sales. Any prolonged (and "prolonged" computes differently for each company and industry) drop in sales without a comparable -- and simultaneously emerging -- reduction in expenses is a prescription for trouble. Of course, there is at usually some lag between sales changes and a compensating contraction in expenses, but early diagnosis can reduce the negative impacts significantly. Once a changing trend has been identified, act promptly or the impact of the lag will be more severe.
Third, review the budget. If short-term borrowing is regularly needed to meet normal operating costs, the unavailability of such loans or a sudden change in operating expense could be devastating.
If ongoing operations cannot be supported by sales, either more sales are needed, fewer expenses must be incurred or a combination of the two is in order. While this sounds very simple, all too many companies hesitate "in hopeful anticipation." If remedies are not introduced on a timely basis, a severe cash crunch could follow.
Fourth, keep a close eye on new product development. In many companies, R&D expenditures for new products are often allowed far greater variance from projected budgets than normal expenditures. After all, when you create something new, it is really hard to accurately predict costs -- or turnaround time -- at the outset.
Failure to keep these costs, and time commitments, within bounds or monitor their continuing impact and cost/benefit can lead to continued funding of projects well beyond when they should be cut off. Overall cash flow can be easily drained into a seemingly bottomless pit, and often an entire company is jeopardized by one errant project.
Fifth, beware of pet projects. A pet project is any organizational activity undertaken for ego value rather than consistency with the organization's mission and profit targets. Pet projects, whether new ventures or ongoing cost/profit centers, can often lead to cash flow problems. All organizations have pet projects from time to time. Failure to recognize and deal with a pet project when a cash crunch looms has been the death knell for many companies.
Many cash flow challenges have such simple origins. Often it’s simply a matter of days, or weeks and they can creep up on you. And the daily grind can cloud your vision, encourages false hope or distract you just long enough for problems to take hold. You can learn from past and/or current cash shortages. You can be watchful that sales, budget and R&D costs stay in line. You can keep a lid on pet projects. In an increasingly competitive world, you need to be alert.
Managing cash flow is every manager's challenge, every day, every year. Those managers who keep a close eye on their daily activity and emerging industry trends can help reduce their company’s exposure to the chill of a cash crunch.
How can you predict, avoid and/or, minimize the impact of a cash emergency?
First, pay attention when any cash shortages arise. When cash gets short, pay close attention and be prepared to act. Questions to be answered include:
1. What caused the problem? Pre-payments to take advantage of special discounts can reduce cash. Transportation strikes, for example, could delay shipments and therefore payments. An industry (or economy) slowdown will often result in customers stretching out their payables.
2. How can you cope? If cash on hand is not robust, let the special discounts go. It’s usually more cost-effective to pass on a discount than to borrow to overcome a shortfall. Keep up on the news. If you hear about any threatened strikes and/or disruptions to your supply chain, make sure you have a back-up position. Even if temporarily more expensive, it can save your business by showing your customers your reliability and versatility in challenging times. If your customers are in industries facing hard economic times, keep closer tabs on your credit policies and be active in collections. If necessary, tighten credit terms, but use discretion. Being firm but supportive to your customers will go a long way in keeping them in the fold while still giving you a better cash flow. Defer purchases and/or negotiate extended payments if cash gets short.
Most importantly, document both the signals of problems and your solutions. That way, if the signals happen again, you can refer to prior successful action as a first possible solution.
Imagine possible, but normally unpredictable cash flow challenges. Some problems can’t be anticipated, so “what if” scenarios can be created. You don't have to get elaborate, but you can ask what would happen if there were a flood, or, as we've experienced more recently, a devastating hurricane. What then? Other problems, such as "product sabotage" can only be dealt with as they occur. Constructing possible scenarios to reduce risks associated with “unforeseeable” problems is an important management tool. Learn from, and document, each experience, or you may have to repeat it.
Second, watch sales. Any prolonged (and "prolonged" computes differently for each company and industry) drop in sales without a comparable -- and simultaneously emerging -- reduction in expenses is a prescription for trouble. Of course, there is at usually some lag between sales changes and a compensating contraction in expenses, but early diagnosis can reduce the negative impacts significantly. Once a changing trend has been identified, act promptly or the impact of the lag will be more severe.
Third, review the budget. If short-term borrowing is regularly needed to meet normal operating costs, the unavailability of such loans or a sudden change in operating expense could be devastating.
If ongoing operations cannot be supported by sales, either more sales are needed, fewer expenses must be incurred or a combination of the two is in order. While this sounds very simple, all too many companies hesitate "in hopeful anticipation." If remedies are not introduced on a timely basis, a severe cash crunch could follow.
Fourth, keep a close eye on new product development. In many companies, R&D expenditures for new products are often allowed far greater variance from projected budgets than normal expenditures. After all, when you create something new, it is really hard to accurately predict costs -- or turnaround time -- at the outset.
Failure to keep these costs, and time commitments, within bounds or monitor their continuing impact and cost/benefit can lead to continued funding of projects well beyond when they should be cut off. Overall cash flow can be easily drained into a seemingly bottomless pit, and often an entire company is jeopardized by one errant project.
Fifth, beware of pet projects. A pet project is any organizational activity undertaken for ego value rather than consistency with the organization's mission and profit targets. Pet projects, whether new ventures or ongoing cost/profit centers, can often lead to cash flow problems. All organizations have pet projects from time to time. Failure to recognize and deal with a pet project when a cash crunch looms has been the death knell for many companies.
Many cash flow challenges have such simple origins. Often it’s simply a matter of days, or weeks and they can creep up on you. And the daily grind can cloud your vision, encourages false hope or distract you just long enough for problems to take hold. You can learn from past and/or current cash shortages. You can be watchful that sales, budget and R&D costs stay in line. You can keep a lid on pet projects. In an increasingly competitive world, you need to be alert.
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