...Syllabus Faculty Jasmine Hsu Faculty Contact Details jhsu@jgu.edu.in Class Time and Venue as per the programme time table Course Description The goal of this course is to help you understand the role and application of accounting information in business and learn how managers can use external and internal accounting information for decision-making. This course aims to provide an overview of key principles and concepts in financial accounting and managerial accounting. Specific topics include: components of financial statements; financial statements analysis; product costing; costvolume-profit analysis; and budgeting. Course Objectives After completion of the course, you should be able to: Understand the roles of financial accounting (external) and managerial accounting (internal) Analyze financial reports, specifically the balance sheet, statement of profit and loss and statement of cash flow. Identify and apply key financial ratios to financial statement analysis. Identify and apply basic elements of cost concepts, product costing and cost-volumeprofit (CVP) analysis to management decision-making process. Understand key considerations during the budgeting process and budgetary control. Course Materials Narayanswami (2014): “Financial Accounting: A Managerial Perspective”, Prentice-Hall Pvt Ltd., 5th edition, New Delhi (FA) Jiambalvo (2013):” Managerial Accounting”, Wiley India, 5th edition, New Delhi (MA) Supplemental materials will...
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...multiple choice, quantitative problems, and so on). Use Students should use the examination blueprint to prepare for the course examination. The blueprint may not include all the topics listed in the course outline; however, students are still responsible for acquiring a broad-based knowledge of all topics not listed in the blueprint since these topics will be tested in assignment and review questions. The topics not listed in the blueprint will also provide students with a greater depth of understanding of finance concepts. Examination Objectives The objectives of this 3-hour, comprehensive examination are to test CGA students on the prerequisite knowledge required for the completion of Accounting Business Case [BC1] and advancement into Financial Accounting Consolidations and Advanced Issues [FA4], Accounting Theory and Contemporary Issues [ATI], and Advanced Corporate Finance [FN2], and to ensure that students have the broad-based knowledge in finance needed to function properly in upper-level education and certification courses. Examination Guidelines for Questions i) Question Type The following are guidelines on the type of questions and their approximate weightings: Percentage Weighting Question Item...
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...DeMello Case 1- Signal Cable Company; Cash Flow Analysis Case 2- Bigger Isn't Always Better; Financial Ratio Analysis Case 3- Playing the Numbers Game!; DuPont Analysis Case 4-Growing Pains; Financial Forecasting Case 5- There’s More to Us Than Meets the Eye!; Financial Analysis and Forecasting Case 6- Lottery Winnings-Looks Can Be Deceptive; Time Value of Money Case 7- It’s Better Late Than Never!; Retirement Planning Case 8- Paying Off That Dream House; Loan Amortization Case 9- Wake Up and Smell the Coffee!; Time Value of Money Case 10- Corporate Bonds-They Are More Complex Than You Think; Bond Analysis and Valuation Case 11- How Low Can It Go?; Application of Stock Valuation Methods Case 12- What Are We Really Worth; Valuation of Common Stock Case 13- The Lazy Mower: Is It Really Worth It?; Estimating Cash Flow-New Project Analysis Case 14- If the Coat Fits, Wear it; Replacement Project Analysis Case 15- The Dilemma at Day-Pro; Comparison of Capital Budgeting Techniques Case 16- Too Hot to Handle; Capital Budgeting Case 17- Flirting with Risk; Risk and Return Case 18- I Wish I Had a Crystal Ball; Real Options and Capital Budgeting Case 19- Can One Size Fit All?; Determining the Cost of Capital Case 20- We Are Not All Alike; Divisional Costs of Capital Case 21- Where Do We Draw the Line?: Marginal Cost of Capital and Capital Budgeting Case 22- EVA ? Does It Really Work?; Economic Value Added (EVA) Case 23- It’s Better to Be...
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...Spreadsheet ACCT 504 Week 6 Case Study 3 Cash Budgeting LBJ Company ACCT 504 Week 7 Course Project JCP Kohls ACCT 504 Final Exam (3 different sets) + Discussions Financial Reporting Environment and GAAP Details of Financial Statements and Ratios Accounting EquationAccounting Cycle Accrual Accounting and Adjusting Entries Merchandising Operations and Income Statements Inventory Cost-Flow Assumptions Understanding Internal Control and Reporting Cash Accounting for and Reporting Receivables Plant Assets and Intangibles Accounting for Liabilities Accounting for and Reporting Equity Statement of Cash Flows Issues in Income Reporting Different Tools for Financial Analysis ACCT 504 Final Exam (3 different finals) ACCT 504 Week 1-7 Discussion Question ACCT 504 Week 3 Case Study 1 Flower Landscaping Corporation ACCT 504 Week 5 Case Study 2 Internal Control LJB Company ACCT 504 Week 5 Course Project Draft Spreadsheet ACCT 504 Week 6 Case Study 3 Cash Budgeting LBJ Company ACCT 504 Week 7 Course Project JCP Kohls ACCT 505 Week 7 Capital Budgeting Course Project (DEVRY) ACCT 505 Entire Course (DEVRY) ACCT 505 Week 1-7 All Discussion Questions Cost Terms, Classifications, and Behavior Research and Application Job Order and Process Costing Systems Research and Application Variable Costing and CVP Concepts Research and Application Budgeting Case Study Exam Review Standards, Variances...
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...Project to Improve Financial Reporting and Auditing (PIFRA)”, a World Bank Pakistan project. The objectives of PIFRA is improvement of governance in fiscal management sphere to achieve the vision of strengthened Integrated Financial Management System (IFMS) of the country. • I ensured that each project and i worked in “GO LIVE” on PIFRA platforms and managed all of that through the following: • Assessing the Hardware and software requirements for the project implementing entity. • Updating the Project Accounting system with New Accounting Manual(NAM) Codes. • System and data mapping. • Test Runs • GO LIVE Provided with a computer terminal that is directly linked to the PIFRA transaction server of the Controller General of Accounts establishment (i.e. AGPR, AGs, DAOs and Treasuries). The project’s non-lapsable budgets is loaded into the system at the project implementing entity by the project’s Finance Manager. A sub-account of the consolidated fund shall be established for each donor-funded project, representing the project’s Designated (Special) Account. Each time a payment is processed through the system by the project implementing entity, the transaction will be charged against the sub-account of the consolidated fund of the government and defaulted as a charge against the Bank account of the project. This Bank account will be denominated as the sub-account of the consolidated fund. The project manager at the implementing entity shall also be accorded the powers of a...
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...BUDGETING Turning Budgeting Pain into Budgeting Gain By John Orlando It’s budget time again. Being a financial executive, you approach the annual process with excitement and a sincere belief that the process will be efficient, positive, and better than last year. Yet when members of your staff ask managers for their departmental budgets, they are met with blank stares, given excuses, or sent a budget whose form is completely unrecognizable from the template you gave the managers at the outset of the budgeting cycle. Eventually, the dreaded consolidation effort begins, in which any number of accountants spend too many days attempting to fix the department budgets so you can roll them up into the company-wide budget. The spreadsheet is broken in so many places you barely know where to start. Just when you’ve got the data into somewhat workable form, the CEO tells you the board of directors would like to see “what if” scenarios reflecting the impact of two major business decisions being considered. You find yourself daydreaming about the time when building a budget was actually fun. Recognize this scenario? As a career CFO, I’ve lived through it, like you. But the scary part isn’t the aggravation that CFOs endure. The scary part is the inaccuracies resulting from this less-than-perfect budget development process that dramatically decrease confidence in the budget, according to a survey conducted by Centage and the Institute of Management & Administration (IOMA). The CFOs surveyed...
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...(HONS) 1. | Name of Course/Module : FINANCIAL MANAGEMENT | 2. | Course Code: FIN2210 | 3. | Rationale for the inclusion of the course/module in the programme :To provide students with a fundamental understanding of financial management principles and exposure towards analysis and application of finance principles.This course aims to enable students to: 1. Introduce with the various aspects of financial management. 2. Develop essential skills in making financial decisions. 3. Apply the appropriate techniques in making decisions. | 4. | Total Student Learning Time (SLT) | Total Face to Face | Total | 5. | | L | T | P | O | A | B/O | IL | | L = LectureT = TutorialP = Practical(Lab)O= Others A= AssessmentB/O=Blended /Online learningIL= Independent learning | 28 | 14 | | | 4 | 14 | 60 | 6. | Credit Value: 3 credits | 7. | Prerequisite (if any): Nil | 8. | Learning outcomes:On completion of the course, students will be able to: 1. Identify the goal of a firm and the role of a financial manager. 2. Analyze the financial performance of a company 3. Apply the concept of time value of money 4. Calculate the expected rate of return. 5. Perform capital budgeting analysis 6. Apply skills and technique in financial decisions. | 9. | Synopsis: This course focuses on the basic business finance theory both quantitative and qualitative with some simple application. Topics addressed in this course will include...
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...Accountant Financial Services/Budgeting/Accounting 101 Main Avenue My City, NY 10002 (908)555-1212 Education and Licensing University of Scranton 1998 Bachelors of Business Administration - Accounting Certified Public Accountant 2002 Career Skills / Knowledge |Lease Financing |Financial Management | |Audit Operations |Capital Budgeting | |Sarbanes Oxley Compliance |Internal Consulting | |Cost Accounting |ERP Implementation | |Spreadsheet Applications |Strategic Planning | Accounting Achievements • Led the initial development of Sarbanes Oxley compliance and auditing program checklist. Worked with cross functional team to make sure the company achieves compliance. Created tracking framework to make sure items identified during the audit were closed out in a timely fashion. • Interacted with line of business presidents and coordinated the annual capital and O&M plan review process. Worked with line of business lead accountants to instill a greater sense of discipline into the budgeting and variance...
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...University of St. Marks and St. Johns MBA 621 Financial and Managerial Accounting Assignment 2: “Budgeting” Students Name: Md. Bazlul Karim Students ID: R1404D113105 Contents Introduction: 3 Question-1 3 Budgeting: 3 Strategic Planning: 3 Differences among Long Range Planning, Strategic Planning and Budgeting 4 Is Budgeted performance better than past performance as a basis for judging actual results? 4 The benefits of budgeting: 4 Is budgeting an unnecessary burden for day to day problems? 4 Sales forecasting: 5 Spreadsheets as an aid in the application of sensitivity analysis: 5 Question-2 6 Comments about budget: 6 1. Sales Budget: 7 2. Cash Budget: 7 3. Debtors Budget: 8 4. Creditors Budget: 8 5. Production Cost Budget: 9 6. Raw Materials and finished goods Budget: 9 7. Profit and Loss Account Budget 10 8. Balance Sheet Budget 10 Conclusion: 11 References: 13 Introduction: Budgeting is a process that is necessary not only for planning but also for controlling. It plays a major role in the management of any organization. Basically, budgeting is the key point of planning. And without budget, controlling of an organization is not possible. This assignment is emphasized different important tools regarding budgeting. And lastly a budget is given. Question-1 Budgeting: Budgeting is a process that is necessary not only for planning but also for controlling. Basically budgeting is an expression with quantitative numbers that...
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...Budgeting as a Key Component in Short and Long- Term Planning Management Budgeting is a process of planning, setting goals and defining the objectives of themanagement that are needed for a given period of time. It is the tool that provides specific direction and achievements for the company. It also controls the business setting, as well as it helps the management to study the financial aspects of the business and challenges of each department, and learn how to solve these problems. Budgeting also focuses on the essential points in evaluating the alternative actions before coming up with final decisions. Similarly, this is also the financial plan to control the future operations and outcome of the business. The financial aspect involves the budget allocation, the number of hours that must be spend in the operations and production, as well as the number of manpower that is needed in order to operate efficiently an effectively the business. Budgeting works also for the systematic and orderly management program that involves the management of the manpower as well as the effective communication process between the management and the workforce in order to promote motivational factors over the employees. (http://en.wikipedia.org/wiki/Long_range_planning) Furthermore, some budget allocation may be short term, like one year or less; it can be intermediate term for two to three years; or a long term budget that might span for three years or beyond. In the case of short-term budgets...
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...Budgeting is a process of planning, setting goals and defining the objectives of the management that are needed for a given period of time. It is the tool that provides specific direction and achievements for the company. It also controls the business setting, as well as it helps the management to study the financial aspects of the business and challenges of each department, and learn how to solve these problems. Budgeting also focuses on the essential points in evaluating the alternative actions before coming up with final decisions. Similarly, this is also the financial plan to control the future operations and outcome of the business. The financial aspect involves the budget allocation, the number of hours that must be spend in the operations and production, as well as the number of manpower that is needed in order to operate efficiently an effectively the business. Budgeting works also for the systematic and orderly management program that involves the management of the manpower as well as the effective communication process between the management and the workforce in order to promote motivational factors over the employees. (http://en.wikipedia.org/wiki/Long_range_planning) Furthermore, some budget allocation may be short term, like one year or less; it can be intermediate term for two to three years; or a long term budget that might span for three years or beyond. In the case of short-term budgets, they provide bigger details and information...
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...business environment and financial system in Ethiopia 7 2.4. Points we Agree or Disagree with 7 2.5. One part of the article that helped to understand finance 8 III. Hypothesis Comparison. 8 IV. How the information in the article affect the business manager in us 9 4.1. Becoming a better financial manager 9 4.2. Becoming a better professional 9 4.3. Practicing suggestions in the article 9 4.4. Issues listed by the authors 10 References 13 I. Article Summary 1.1. Article Title: The theory and practice of corporate finance: Evidence from the field 1.2. Authors: John R. Graham and Campbell R. Harvey 1.3. Publication: the article is published in the Journal of Financial Economics, Volume 60, Issue 2, Pages 187-243, dated 31/05/2001. The publisher is North-Holland. 1.4. Reviewer: Group 8 members 1. 1.5. Purpose of the Article The article reports the result of a comprehensive survey on the practice of corporate finance conducted in 1999 G.C by the above mentioned two authors in the USA. Unlike previous similar studies in theory and practice of corporate finance, the article address a broader scope in the field of corporate finance including capital budgeting, cost of capital and capital structure, which according to the authors allows “linking responses of survey participants across areas”. Selecting a large sample of cross-section firms with approximate population size of 4,440, the authors claim to have solicited the response of 392 chief financial officers and to have...
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...Management accounting in Nepalese perspective The history of account keeping in Nepal by the government is very old. Mandev, the first king of Nepal in Lichhavi period, had circulated the first coin called "Mananka" during the period 464-491 A.D. similarly, King Mahendra Malla had circulated the coin named "Mahendra Malla" in the Malla period. This seems to be the main step to record the nation transactions in a proper way and manner. It is said that a small number of financial transaction used to be performed in Lichhavi and Malla periods. It proves there was a certain form of accounting to record transactions. written records of accounting have been traced back to the 18th centuries in Nepal. After the unification of the nation in 1768(1825 B.S.) by the King Prithivi Narayan Shah the great, the chief of the district level solders used to keep the accounts of the government offices. In 1814 a book called "Laldhadda" was created for recording matters about land management and another book called "Mothdhadda" was also used for keeping accounts. these two records were important steps in the history of accounting in Nepal. Again, after a long gap in 1868 an office called "kitab Khana" was established for recording the salaries paid to government personnel, which is still in use. In the process of development of accounting in 1879 Kharidar Gunawanta, a senior official of that time propounded "Syaha Sresta Pranali" which was an advanced form of accounting and was up to fiscal year...
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...Budgeting (or profit planning) is a process or technique with broad applications in the management of a business, school or government agency. The rules apply to not-for-profits, as well. The process involves the formation of definite and specific plans or budgets for a limited future period, usually the ensuing fiscal or calendar year. These plans, which take into account all phases of the budgeted operations, are given expression in financial terms. They also become standards against which to measure and evaluate actual performance as the period progresses. Budgeting is, therefore, not only a short term planning and coordinating process, but is also a means of exerting management control over budgeted operations. Budgeting becomes a management process rather than a financial one. Budgeting, as Distinguished from Forecasting Forecasting and budgeting, despite their similarities, should be clearly distinguished from each other. A forecast is a prediction of likely future events. But, unlike a budget, a forecast is not a plan for achieving those forecasted (desired?) results. And a forecast is too general to serve as a control standard against which actual progress across the period can be measured. Forecasts are the starting point in the budget planning process. Most firms and public agencies precede the preparation of their operating budgets with revenue forecasts and expectations of economic conditions within their markets or constituencies, and in the world's...
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...Budgeting as a Key Component in Short and Long- Term Planning Management Budgeting is a process of planning, setting goals and defining the objectives of the management that are needed for a given period of time. It is the tool that provides specific direction and achievements for the company. It also controls the business setting, as well as it helps the management to study the financial aspects of the business and challenges of each department, and learn how to solve these problems. Budgeting also focuses on the essential points in evaluating the alternative actions before coming up with final decisions. Similarly, this is also the financial plan to control the future operations and outcome of the business. The financial aspect involves the budget allocation, the number of hours that must be spend in the operations and production, as well as the number of manpower that is needed in order to operate efficiently an effectively the business. Budgeting works also for the systematic and orderly management program that involves the management of the manpower as well as the effective communication process between the management and the workforce in order to promote motivational factors over the employees. (http://en.wikipedia.org/wiki/Long_range_planning) Furthermore, some budget allocation may be short term, like one year or less; it can be intermediate term for two to three years; or a long term budget that might span for three years or beyond...
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