The Outbreak Of The War - 1030 Words

The outbreak of the war prompted the formation of numerous women’s voluntary organizations, and a number of women worked to extend women’s role. In 1942 defense ministers and others finally considered to form WAAC to substitute men in the army. The bill took a year to pass. The WAAC only lasted until 1943 because of the newly founded group WAC. The Women’s Army Auxiliary Corps benefited women’s rights, how women got to be accepted in society , and most importantly what the women did to help make the country stronger. Thanks to the honorable Edith Nourse Rogers a congress women from Massachusetts introduced the first bill to establish a women s auxiliary in May of 1941. This bill didn’t get passed by congress until May of 1942. They†¦show more content†¦They also made mutton broth, beef tea, potato pie, and duff pudding. They even served foods that are familiar to us today like stew and even curry. The food that women cooked for men on the f ront line was often better quality than the food that men ate back home. Men at war consumed 4,600 calories a day. The women cookings in the canteens were told to make the food feed as many men as possible. They had tricks to make the food more bulk so the men would be more full from smaller portions. Women would dip bacon and other meats into oatmeal or flour to make it thicker and used other techniques such as putting old bread into water and baking the bread again in the oven for an hour. Many women were asked to undertake office jobs. Women received 24 shillings for unskilled work but up to 48 shillings for jobs which required specific skills like shorthand or typing. One of the many jobs that had been an unthinkable idea prior to the outbreak of the war was women working on cars. By 1916 women had been given the task of repairing motor vehicles which had been broken down. Later they started to work with mechanics to identify what problem it had. They built rifles,bombs,ammunition and much more equipment needed. The WAAC opened up doors to jobs that the women wouldn t usually have. They soon let African American women work in the factories and science labs as well. This gave the women more confidence in and outside of the work place. Women became

My Black Swan Analysis Essay - 1027 Words

My Black Swan Analysis The magnificent obsession can be one of two things. It can be a thing of beauty, a gifted ballet dancer gracefully contorting their body to a harmonious pace. But it can also be a thing of darkness, a face of white like Bergmans vision of Death with red, piercing eyes included. Director Darren Aronofsky is no stranger to telling tales of obsession. In fact, most of his films deal with the dueling sides of that fiery driven coin. With Black Swan, his latest film, he once again delves into the mental state of one who is obsessed, and, once again, he creates a thing of visionary brilliance. Black Swan, slow burn though it may be in the former half, quickly transcends both its lead character and her story†¦show more content†¦The same goes for Black Swan, as he, as well as the screenwriters involved, gives us Nina, an innocent girl with a determination. However, the obsession in Black Swan is not directly linked to Ninas desire for celebrity. She doesnt necessarily w ant to be a dancer but rather is living out a delegated fantasy from her mother, played here with solid enthusiasm by Barbara Hershey. This disconnect—the buffer that is created between Nina and the black swan role—causes you to feel for her even more than any of Aronofkys previous characters. This is her obsession, but its a means of giving her mother happiness, of finding a balance between what she wants for herself and what will please the person whose fantasy is really being pursued. This relationship, as well as all the relationships in Black Swan, is created with forceful pursuance. Its both in the way Aronofsky shoots his characters as well as the highly gifted actors he incorporates into them. Natalie Portman, always on top of her game, pulls out everything for Nina here. 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Lcci Passport to Sucess Level 1 Book-Keeping Answer Free Essays

string(443) " motor vehicles to Wong Ltd \(g\) Paid a creditor, T Bird, by cash \(h\) Paid by cheque for the motor vehicle bought from Wong Ltd Debit Office Furniture C Bing Motor Vehicles Bank Bank Wong Ltd T Bird Wong Ltd Credit Cash Office Furniture Wong Ltd P Butler Capital Motor Vehicles Cash Bank Solutions to Target Practice Questions Question 1 The left hand side of a ‘T’ account is the debit side and the right hand side is the credit side\." Level 1 Book-keeping Solutions Booklet For further information contact us: Tel. +44 (0) 8707 202909 Email. enquiries@ediplc. We will write a custom essay sample on Lcci Passport to Sucess Level 1 Book-Keeping Answer or any similar topic only for you Order Now com www. lcci. org. uk London Chamber of Commerce and Industry (LCCI) International Qualifications are provided by EDI, a leading international awarding body. Passport to Success Level 1 Book-keeping Solutions Booklet The initials LCCI and the words LONDON CHAMBER OF COMMERCE AND INDUSTRY are registered trademarks belonging to the London Chamber of Commerce and Industry and are used under licence. Every effort has been made to trace all copyright holders, but if any have been inadvertently overlooked the Publishers will be pleased to make the necessary arrangements at the first opportunity.  © EDI 2008 First published in 2008. All rights reserved. Apart from any use permitted under UK copyright law, no part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or held within any information storage and retrieval system, without permission in writing from the publisher or under licence from the Copyright Licensing Agency Limited. Further details of such licences (for reprographic reproduction) may be obtained from the Copyright Licensing Agency Limited, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Cover photo: www. fotolia. com TABLE OF CONTENTS 1. 2. 3. 4. The Accounting Equation and the Balance Sheet Double entry system for assets, liabilities and capital Recording double entry for stock The double entry system for Expenses and Revenues and the Effect of Profit (or loss) and drawings upon capital 1 4 7 11 5. 6. 7. 8. 9. Balancing accounts and the Trial Balance Trading and Profit Loss Accounts: An introduction The Balance Sheet Final Accounts with further considerations The Division of the Ledger and Books of Original Entry 16 25 28 31 38 39 41 44 48 53 56 59 62 68 71 75 77 81 82 10. Bank Facilities 11. Cash Books 12. The Sales and Purchases Day Books 13. The Returns Day Books 14. The Journal 15. The Petty Cash Imprest System 16. Adjusting for accruals and prepayments 17. Depreciation of Fixed Assets 18. Bad Debts 19. Bank Reconciliation Statements 20. Capital and Revenue Expenditure 21. Errors in the accounts and their corrections 22. Control Accounts 23. Final Accounts and year end adjustments Chapter 1 The Accounting Equation and the Balance Sheet Answers to ‘Think about it’ Questions Page 5 – Why are liabilities shown on the right hand side of the balance sheet and not on the left? Because based on the accounting equation it has to be on the same side as capital. Answers to Activities Activity 1. 1 (a) (b) (c) (d) L A A A (e) L (f) A (g) C Activity 1. 2 ASSETS ? 5 000 4 200 4 100 3 500 6 900 CAPITAL ? 000 2 500 2 800 2 400 4 100 LIABILITIES ? 2 000 1 700 1 300 1 100 2 800 (a) (b) (c) (d) (e) Solutions to Target Practice Questions Question 1 (a) (b) (c) (d) (e) (f) ‘†¦assets less liabilities equals capital’. assets liabilities debtor creditor Balance Sheet 1 Question 2 ASSETS ? 3 100 800 2 200 LIABILITIES ? Shop fittings Cash register Stock of goods Creditors Loan – T Armani Bank 1 00 0 1 800 870 6 970 2 800 Capital = Assets – Liabilities Capital = 6970 – 2800 = ? 4170 Question 3 M Williams Balance Sheet at 30 June 20X6 ? Cash at Bank Stock of goods Fixtures and Fitting Debtors Motor vehicles 2 614 5 860 1 900 3 750 4 200 18 324 Creditors Loan – D Wong Capital (missing item) ? 4 150 3 600 10 574 _____ 18 324 Question 4 Transactions (a) The owner borrows ? 5000 from L Pole and the money is put into the business’ bank account. A debtor pays the business ? 250 by cheque. The owner buys a motor vehicle on credit ? 6200. The owner withdraws ? 160 from the business’s bank account for his personal use. The business sells goods on credit for ? 840. The owner puts a further ? 000 in cash into the business. The money is put into the business’s bank account. The business pays a creditor ? 290 by cheque. Assets + Bank Effect upon Liabilities + Loan Capital (b) (c) (d) + Bank – Debtors + Motor Vehicle – Bank + Creditors – Capital (e) (f) – Stock + Debtors + Bank + Capital (g) – Bank – Creditors 2 Question 5 W Mandrake Balance Sheet at 30 June 20 X5 ? 5 360 4 500 1 845 2 800 5 100 19 605 ? 2 900 3 000 13 705 _____ 19 605 Stock of goods Debtors Cash at Bank Fixtures and fittings Motor vehicles Creditors Loan – L Walter Capital (balancing figure) W Mandrake Balance Sheet at 31 July 20X5 ? Stock of goods Creditors (5360 + 700 – 600) 5 460 (2900 + 700 – 400) Debtors Loan – L Walter (4500 – 1100 + 600) 4 000 Capital Cash at Bank (balancing figure) (1845 – 400 + 1100) 2 545 Fixtures and Fittings 2 800 Motor Vehicles 5 100 19 905 ? 3 200 3 000 13 705 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 19 905 Question 6 D Duncan Balance Sheet at 21 January 20X7 ? 20 000 2 100 500 100 700 123 300 ______ 123 300 ? 120 000 3 300 Motor Vehicles Stock of goods (1500 + 600) Debtor – A Gianna Cash at Bank (101 000 – 300) Capital Creditor – Stax Suppliers (3000 + 600 – 300) Question 7 The difference between a cash transaction and a credit transaction is based on when payment is made. With a cash transaction, payment is made immediately for goods and/or services purchased while in a credit transaction payment is made 3 Chapter 2 Double Entry System for Assets, Liabilities and Capital Answers to ‘Think about it’ Questions Page 16 – Why is it necessary to keep separate accounts for each debtor and creditor? So it can clearly be seen how much is owed to individual creditors and how much is owed by individual debtors. Answers to Activities Activity 2. 1 (a) Bought office furniture for cash (b) Sold some office furniture on credit to C Bing (c) Bought motor vehicles on credit from Wong Ltd (d) A debtor, P Butler, pays the business by cheque (e) The owner puts a further amount into the business by cheque (f) Returned one of the motor vehicles to Wong Ltd (g) Paid a creditor, T Bird, by cash (h) Paid by cheque for the motor vehicle bought from Wong Ltd Debit Office Furniture C Bing Motor Vehicles Bank Bank Wong Ltd T Bird Wong Ltd Credit Cash Office Furniture Wong Ltd P Butler Capital Motor Vehicles Cash Bank Solutions to Target Practice Questions Question 1 The left hand side of a ‘T’ account is the debit side and the right hand side is the credit side. To ‘debit’ an account the transaction is entered on the left hand side and to ‘credit’ an account, the transaction is entered on the right hand side. Question 2 There must be a debit entry and a corresponding credit entry of the same value (and vice versa) for every transaction that occurs. Question 3 To know when to debit or credit an account, you will first need to determine the type of the account and decide how the transaction will affect the account ;( whether increase or decrease) and then apply the double entry rules as below: To increase an asset, DEBIT the account To decrease an asset, CREDIT the account To increase a liability or capital, CREDIT the account To decrease a liability or capital, DEBIT the account 4 Question 4 Bank ? 20X2 6 000 July 15 July 29 20X2 July 01 Capital Office Machinery Elstead Garage ? 420 2 900 Capital 20X2 July 01 Bank ? 6 000 20X2 July 06 Motor Vehicle ? Elstead Garage 2 800 20X2 July 29 Bank Elstead Garage ? 20X2 2 800 July 06 Motor vehicle ? 2 800 20X2 July 15 Bank Office Machinery ? 420 20X2 July 23 Office Equipment ? Longmore Sons 70 Longmore Sons 20X2 July 23 Office equipment ? 370 Question 5 Cash ? 20X9 2 000 April 08 300 April 30 20X9 April 01 April 29 Capital Bank Bank Furniture World ? 1 000 800 5 Bank 20X9 April 01 April 03 April 08 Capital Loan – S Lee Cash ? 8 000 3 000 1 000 20X9 April 14 April 23 April 29 Delivery Van Loan – S Lee Cash ? 1 500 1 200 300 Capital 20X9 April 01 April 01 Cash Bank ? 2 000 8 000 20X9 April 23 Loan – S. Lee ? 20X9 1 200 April 03 Bank ? 3 000 20X9 April 14 Bank Delivery Van ? 1 500 20X9 April 20 Furniture World Office Furniture ? 20X9 1 100 April 26 Furniture World ? 200 20X9 April 26 April 30 Office Furniture Cash Furniture World ? 20X9 200 April 20 800 Office Furniture ? 1 100 6 Chapter 3 Recording Double Entry for Stock Answers to Activities Activity 3. 1 Debit Office Furniture Cash Purchases A Litton D Penarth Motor Van Returns Inwards Purchases Credit Cash Sales A Litton Returns Outwards Sales Grange Garage D Penarth Bank a) Bought office furniture for use in the business by cash (b) Sold goods for cash (c) (d) (e) (f) Bought goods on credit from A Litton Returned to A Litton some of the goods bought Sold goods on credit to D Penarth Purchased motor van on credit from Grange Garage (g) D Penarth returned some goods to us (h) Bought goods paying immediately by cheque Solutions to Target Practice Questions Question 1 ‘Pu rchases’ means goods bought by the business with the intention of reselling them for profit as a part of its trading activities. ‘Sales’ means oods sold by the business that were originally bought for resale purposes. In other words, the sale of those goods in which the business trades or deals. Question 2 (a) This is not good practice. Parts returned to suppliers should be credited to a Returns Outwards Account and parts returned from customers should be debited to Returns Inwards Account. This is necessary to provide information on the totals of the returns and to assess whether these are increasing or decreasing over time. (b) Goods sold for cash is recorded by debiting the cash account and crediting the sales account. Goods sold on credit is first recorded by debiting the debtor account and crediting the sales account; when the debtor pays for the goods his account is credited and the bank/cash is debited. Question 3 (a) (b) (c) (d) (e) (f) Sold goods on credit to F. Winter N. Armour returns goods to you You settle a creditor’s account by cheque F. Winter pays his account You pay Grange Garages by cheque the amount due on the delivery vehicle previously purchased You return goods to B. Smart Debit F Winter Returns Inwards Creditor Bank Grange Garages B Smart Credit Sales N Armour Bank F Winter Bank Returns Outwards Question 4 20X7 March 01 Capital March 30 B Wright Bank ? 20X7 10 000 March 03 Office Furniture 70 March 23 Scales Motors March 26 T Hunt ? 460 3 600 320 Capital 20X7 March 01 Bank ? 10 000 20X7 March 03 Bank Office Furniture ? 460 20X7 March 05 Purchases Purchases ? 375 T Hunt 20X7 20X7 ? March 08 Returns Outwards 55 March 05 March 26 Bank 320 Purchases ? 375 Returns Outwards 20 X7 March 08 T Hunt ? 55 20X7 March 12 Sales B Wright 20X7 ? 156 March 19 March 30 Returns Inwards Bank ? 26 70 Sales 20X7 March 12 B Wright ? 56 8 20X7 March 15 Scales Motors Motor Vehicle ? 3 600 20X7 March 23 Bank Scales Motors ? 20X7 3 600 March 15 Motor Vehicle ? 3 600 20X7 March 19 B Wright Returns Inwards ? 26 Question 5 20X7 October 01 Capital October 17 Cash Cash 20X7 ? 8 600 October 02 80 October 07 ? 8 000 179 Bank Purchases Capital 20X7 October 01 Cash ? 8 600 20X7 October 02 Cash October 23 Loan – R Nandha October 31 J Durrant Bank ? 20X7 8 000 October 21 October 29 1 200 303 Motor Vehicle M Price ? 1 990 100 20X7 October 03 October 07 M Price Cash Purchases ? 250 179 20X7 October 13 Returns Outwards October 29 Bank M Price ? 0X7 October 03 32 100 Purchases ? 250 9 Fixtures Fittings 20X7 October 05 Display Ltd ? 2 750 20X7 October 07 Display Ltd ? 730 Display Ltd 20X7 ? 20X7 ? October 09 Fixtures Fittings 30 October 05 Fixtures Fittings 2 750 20X7 October 11 Sales J Durrant 20X7 ? 345 October 26 Returns Inwards October 31 J Durrant ? 42 303 Sales 20X7 October 11 J Durrant October 17 Cash ? 345 80 Returns Outwards 20X7 October 13 M Pr ice ? 32 20X7 October 21 Bank Motor Vehicle ? 1 990 Loan – R Nandha 20X7 October 23 Bank ? 1 200 20X7 October 26 J Durrant Returns Inwards ? 42 10 Chapter 4 The Double Entry System for Expenses and Revenues and the Effect of Profit (or Loss) and Drawings upon Capital Answers to ‘Think about it’ Questions Page 36 – What kinds of expense and revenue accounts would you expect to see in the books of a Bank? Revenue Accounts Loan interest receivable Commission receivable Service charges (eg. bank charges) Expense Accounts Interest payable Salaries and wages Insurance Stationery Utilities Answers to Activities Activity 4. 1 Transactions Paid general expenses in cash ? 150 Received commission by cheque ? 230 Paid for office stationery by cash ? 5 Paid telephone by cheque ? 230 Received interest of ? 350 by cheque Accounts General Expense Cash Bank Commission Receivable Office Stationery Cash Telephone Bank Bank Interest Receivable Type of account Expense Asset Asset Revenue Expense Asset Expense Asset Asset Revenue Transaction effect Increase Decrease Increase Increase Increase Decrease Increase Decrease Increase I ncrease Action in the account Debit Credit Debit Credit Debit Credit Debit Credit Debit Credit Solutions to Target Practice Questions Question 1 (a) Revenue (b) The entries are on the credit side of the account. 11 Question 2 Expense accounts should be debited and revenue accounts should be credited. Question 3 20X3 April 01 April 24 April 30 Bank 20X3 ? 5 000 April 03 85 April 05 1 000 April 14 April 21 April 27 ? 370 260 130 20 385 Capital Sales Capital Office Equipment Rent Cash Stationery A Smart Capital 20X3 April 01 April 30 Bank Bank ? 5 000 1 000 20X3 April 03 Bank Office Equipment ? 370 20X3 April 05 Rent Rent ? 260 20X3 April 08 A Smart Purchases ? 420 20X3 April 11 April 27 Returns Outwards Bank A Smart ? 20X3 35 April 08 385 Purchases ? 420 Returns Outwards 20X3 April 11 A Smart ? 35 12 0X3 April 14 Bank ? 130 Cash 20X3 April 15 Wages ? 115 20X3 April 15 Cash Wages ? 115 20X3 April 18 Sales R Squires ? 175 Sales 20X3 April 18 April 24 R Squires Bank ? 175 85 20X3 April 21 Bank Stationery ? 20 Question 4 Bank 20X4 ? 7 000 May 02 100 May 08 May 19 May 24 May 26 May 31 Capital 20X4 May 01 20X4 May 01 May 28 Capital D Langford Rent Fixtures Fittings Drawings Cash R Lester Office Equipm ent ? 280 170 160 240 470 215 Bank ? 7 000 20X4 May 02 Bank Rent ? 280 13 20X4 May 05 R Lester Purchases ? 520 20X4 May 12 May 26 Returns Outwards Bank R Lester 20X4 ? 45 May 05 475 Purchases 520 20X4 May 08 Bank Fixtures Fittings ? 170 Returns Outwards 20X4 May 12 R Lester ? 45 Sales 20X4 May 15 D Langford ? 32 20X4 May 15 Sales D Langford 20X4 ? May 22 32 May 28 Returns Inwards Bank ? 24 100 20X4 May 19 Bank Drawings ? 160 20X4 May 22 D Langford Returns Inwards ? 30 20X4 May 24 Bank Cash ? 20X4 240 May 30 Wages ? 80 14 20X4 May 30 Cash Wages ? 80 20X4 May 31 Bank Office Equipment ? 215 Question 5 Drawings are defined as money, goods, or services withdrawn from the business by the owner(s) for their personal use. Drawings reduce the capital of the business. Question 6 a) Answer = ? 2500 Workings: 1 February 20X7 Assets Equipment Stock Bank Liabilities Creditors Loan Capital ? 8 000 6 000 2 000 ? 2 000 1 000 ?16 000 ?3 000 ?16 000 – ? 3000 = ? 13 000 28 February 20X7 Assets Equipment Stock Bank Liabilities Creditors Loan Capital ? 8 000 2 000 8 500 ? 2 000 1 000 ?18 500 ?3 000 ?18 500 – ? 3000 = ? 15 500 Therefore, Opening Capital + Profit = Closing Capital ? 13 000 + ? = ? 15 500 ? 15 500 – ? 13 000 = ? 2500 (b) Profits increase capital whereas losses reduce it. 15 Chapter 5 Balancing Accounts and the Trial Balance Answers to ‘Think about it’ Questions Page 49 – How the double entry principle relates to the balancing of accounts. For every ‘balance c/d’ there is a corresponding ‘balance b/d’ of the same amount on the opposite side of the account. Answers to Activities Activity 5. 1 (a) An account will have a debit balance if the total of the debit entries is greater than the total of the credit entries. This means that the balance brought down from the last month (balance b/d) is on the debit side of the account. (b) An account will have a credit balance if the total of the credit entries is greater than the total of the debit entries. This means that the balance brought down from the last month (balance b/d) is on the credit side of the account. (c) The ‘balance c/d’ is the amount transferred (carried down or carried forward) from one accounting period to the next; this is the balance at the last date of the accounting period (e. g. a month). The ‘balance b/d is the amount transferred (brought down or brought forward) from a previous accounting period to the current one; this is the balance at the first date of the accounting period. (d) The double lines are necessary to show that the account has been balanced and that the totals are final figures. e) Accounts are closed off when there is no balance on the account at the end of the accounting period. Activity 5. 2 20X9 July 01 July 04 July 09 July 13 July 15 July 19 July 22 July 24 July 29 Capital Equipment Wages Sales Computers Wages Sales Motor vehicles Wages Debit ? 55 000 Credit ? 5 000 900 Balance ? 55 000 50 000 49 100 58 650 50 650 49 750 53 630 47 630 46 530 9 550 8 000 900 3 880 6 000 1 100 16 Solutions to Target Practice Questions Question 1 E. Appleby 20X6 ? 650 October 07 Returns Inwards 276 October 18 Bank 190 October 31 Balance c/d 1 116 506 0X6 October 03 Sales October 12 Sales October 24 Sales November 01 Balance b/d ? 120 490 506 1 116 Answer – There is a debit balance of ? 506. Question 2 N Small ? 145 215 185 ___ 545 365 20X3 March 04 March 18 March 23 Sales Sales Sales 20X3 March 13 March 26 March 30 March 31 Returns Inwards Returns Inwards Bank Balance c/d ? 20 35 125 365 545 April 01 Balance b/d 20X3 March 21 March 31 Bank Bank A Smith 20X3 ? 70 March 10 290 360 Purchases ? 360 ___ 360 20X3 March 07 March 28 March 31 T Dove 20X3 ? Returns Outwards 35 March 02 Bank 235 March 15 Balance c/d 310 580 April 01 Purchases Purchases Balance b/d ? 270 310 ___ 580 310 N Small is a debtor and T Dove is a creditor. A Smith is neither. 17 Question 3 T Dove 20X3 March 02 March 07 March 15 March 28 Purchases Returns Outwards Purchases Bank Debit ? 35 310 235 Credit ? 270 Balance ? 270 Cr 235 Cr 545 Cr 310 Cr N Small 20X3 March 04 March 13 March 18 March 23 March 26 March 30 Sales Returns Inwards Sales Sales Returns Inwards Bank Debit ? 145 215 185 35 125 Credit ? 20 Balance ? 145 Dr 125 Dr 340 Dr 525 Dr 490 Dr 365 Dr A Smith 20X3 March 10 March 21 March 31 Purchases Bank Bank Debit ? 70 290 Credit ? 360 Balance ? 360 Cr 290 Cr NIL Question 4 (a) 20X5 January 01 January 23 January 26 January 31 Capital Cash S Lee Capital Bank ? 20X5 25 000 January 01 6 000 January 25 5 500 January 29 5 000 January 30 January 30 January 31 _____ January 31 41 500 23 000 ? Rent 2 000 Cash 500 Midland Motors 4 000 D. Terry 8 000 E. Appleby 2 000 Electricity 2 000 Balance c/d 23 000 41 500 February 01 Balance b/d 20X5 January 31 Balance b/d Capital ? 20X5 30 000 January 1 Bank .. †¦Ã¢â‚¬ ¦. January 31 Bank 30 000 February 01 Balance c/d ? 25 000 5 000 30 000 30 000 18 20X5 January 1 Bank February 01 Balance b/d Rent 20X5 ? 2 000 January 31 2 000 2 000 Balance c/d ? 2 000 2 000 20X5 January 03 January 05 January 15 D Terry E Appleby D Terry February 01 Balance b/d Purchases ? 20X5 5 000 January 31 3 000 10 000 18 000 18 000 Balance c/d ? 18 000 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18 000 20X5 January 22 January 30 January 31 Returns Outwards Bank Balance c/d D Terry 20X5 ? January 03 Purchases 2 000 January 15 Purchases 8 000 5 000 15 000 February 01 Balance b/d ? 5 000 10 000 _____ 15 000 5 000 Motor Car 20X5 20X5 ? January 04 Midland Motors 4 000 January 31 February 01 Balance b/d 4 000 Balance c/d ? 4 000 20X5 January 29 Bank Midland Motors 20X5 ? 4 000 January 4 4 000 Motor Car 4 000 4 000 20X5 January 30 January 31 Bank Balance c/d E Appleby 20X5 ? Purchases 2 000 January 5 1 000 3 000 February 01 Balance b/d ? 3 000 †¦Ã¢â‚¬ ¦.. 3 000 1 000 19 20X5 January 10 January 25 Sales Bank February 01 Balance b/d Cash 20X5 ? 6 000 January 23 500 January 28 †¦Ã¢â‚¬ ¦.. January 31 6 500 250 Bank Office expenses Balance c/d ? 6 000 250 250 6 500 20X5 January 31 Balance c/d Sales 20X5 ? 14 000 January 10 Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ January 20 S Lee 14 000 February 01 Balance b/d ? 6 000 8 000 14 000 14 000 20X5 January 20 Sales February 01 Balance b/d S Lee 20X5 ? 8 000 January 24 January 25 †¦Ã¢â‚¬ ¦.. January 31 8 000 1 500 Returns Inwards Bank Balance c/d ? 1 000 5 500 1 500 8 000 20X5 January 31 Balance c/d Returns Outwards 20X5 ? 2 000 January 22 D Terry 2 000 February 01 Balance b/d ? 2 000 2 000 2 000 20X5 January 24 S Lee February 01 Balance b/d Returns Inwards 20X5 ? 1 000 January 31 1 000 1 000 Balance c/d ? 1 000 1 000 20 Office Expenses 20X5 ? Cash 250 January 31 250 February 01 Balance b/d 250 20X5 January 28 Balance c/d ? 250 250 20X5 January 31 Bank February 01 Balance b/d Electricity 20X5 ? 2 000 January 31 2 000 2 000 Balance c/d ? 2 000 2 000 (b) Steve Trial Balance at 31January 20X5 DR CR ? Bank Capital Rent Purchases D Terry Motor Car E Appleby Cash Sales S Lee Returns Outwards Returns Inwards Office Expenses Electricity 23 000 30 000 2 000 18 000 5 000 4 000 1 000 250 14 000 1 500 2 000 1 000 250 2 000 52 000 _____ 52 000 Question 5 Bank 20X8 ? 5 000 May 16 700 May 27 May 30 †¦Ã¢â‚¬ ¦.. May 31 5 700 1 300 20X8 May 01 May 18 Balance b/d Bank Dodd Delivery Van Cash Balance c/d ? 2 900 1 200 300 1 300 5 700 June 01 Balance b/d 21 20X8 May 31 Balance c/d Capital 20X8 ? 20 000 May 01 20 000 June 01 Balance b/d Balance b/d ? 20 000 20 000 20 000 20X8 May 01 May 04 May 30 June 01 Balance b/d Sales Bank Balance b/d Cash 20X8 ? 000 May 07 2 000 May 23 300 May 31 3 300 900 Purchases Office Expenses Balance c/d ? 1 500 900 900 3 300 20X8 May 16 May 31 Bank Balance c/d Dodd 20X8 ? 2 900 May 01 2 100 May 02 5 000 June 01 Balance b/d Purchases Balance b/d ? 2 000 3 000 5 000 2 100 20X8 May 01 May 10 June 01 Balance b/d Sales Balance c/d Fish ? 20X8 6 000 May 18 5 000 May 31 11 000 10 300 ? Bank Balance b/d 700 10 300 11 000 20X8 May 01 June 01 Balance b/d Balance b/d Furniture ? 20X8 10 000 May 31 10 000 10 000 Balance c/d ? 10 000 10 000 20X8 May 02 May 07 June 01 Dodd Cash Balance b/d Purchases 20X8 ? 3 000 May 31 1 500 4 500 4 500 Balance c/d 4 500 †¦Ã¢â‚¬ ¦.. 4 500 22 20X8 May 31 Balance c/d Sales 20X8 ? 7 000 May 04 ____ May 10 7 000 June 01 Cash Fish Balance b /d ? 2 000 5 000 7 000 7 000 20X8 May 23 June 01 Cash Balance b/d Office Expenses 20X8 ? 900 May 31 900 900 Balance c/d ? 900 900 20X8 May 27 June 01 Bank Balance b/d Delivery Van 20X8 ? 1 200 May 31 1 200 1 200 Balance c/ ? 1 200 1 200 (b) Tom Trial Balance at 31 May 20X8 DR CR ? ? Bank Capital Cash Dodd Fish Furniture Purchases Sales Office Expenses Delivery Van 1 300 20 000 900 2 100 10 300 10 000 4 500 7 000 900 1 200 29 100 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 29 100 23 Question 6 (a) T. Lennon Trial Balance at 31 December 20X9 DR CR ? Motor Vehicle Purchases Sales Stock of Goods Cash at Bank Fixtures and Fittings Wages Debtors Creditors Rent Drawings General Expenses Loan from D. Waller Capital 4 500 2 960 4 230 1 800 6 740 7 900 2 310 1 960 2 600 1 250 180 930 2 000 21 700 30 530 30 530 (b) A trial balance checks the arithmetical accuracy of the double entry. (c) Errors not revealed by the trial balance: 1. A transaction that has been completely omitted 2. A transaction that was entered co rrectly but using the wrong amount Errors revealed by the trial balance 1. Entering only one side of a transaction 2. Addition errors Question 7 a) (b) (c) (d) (e) (f) Credit Debit Debit Credit Credit Debit 24 Chapter 6 Trading and Profit Loss Accounts: An Introduction Answers to Activities Activity 6. 1 Year Sales ? Cost of goods sold ? 23 230 23 900 21 500 Gross Profit/Loss ? 5 890 2 889 7 000 Operating Expenses ? 3 311 3 600 2 900 Other Revenue ? 600 200 – Net Profit / Loss ? 3 179 (511) 4 100 2005 2006 2007 29 120 26 789 28 500 Solutions to Target Practice Questions Question 1 Andrew Gordon Trading and Profit Loss Account for the year ended 31 December 20X2 ? 26 200 3 100 23 100 11 570 34 670 6 100 1 200 160 380 3 730 11 570 ? 34 670 _____ 34 670 Gross profit b/d 11 570 Purchases Less Stock at 31 December 20X2 Cost of goods sold Gross profit c/d Wages Rent Insurance Lighting and heating Net profit Sales ______ 11 570 25 Question 2 A. Darnell Trading and Profit Loss Account for the year ended 30 September 20X7 ? 23 380 3 650 19 730 11 140 30 870 900 320 860 4 200 165 4 695 11 140 ? 30 870 _____ 30 870 Gross profit b/d 11 140 Purchases Less Stock at 30 September 20X7 Cost of goods sold Gross profit c/d Rent Insurance Motor vehicle expenses Wages General expenses Net profit Sales _____ 11 140 Question 3 B. Betty Trading and Profit Loss Account for the year ended 30 June 20X5 ? 1 160 2 800 18 360 10 280 28 640 2 240 5 100 190 315 2 435 10 280 ? 28 640 _____ 28 640 Gross profit b/d 10 280 Purchases Less Stock at 30 June 20X5 Cost of goods sold Gross profit c/d Rent Wages Insurance Office expenses Net profit Sales ______ 10 280 26 Question 4 Ada Cheung Trading and Profit Loss Account for the year ended 31 March 20X3 Purchases Less Stock at 31 March 20X 3 Cost of goods sold Gross profit c/d Wages Rent Advertising Lighting and heating Sundry expenses Net profit ? 46 820 9 140 37 680 16 020 53 700 7 360 2 370 840 765 1210 3 475 16 020 Sales ? 53 700 _____ 53 700 Gross profit b/d 16 020 _____ 16 020 Question 5 (a) 1. Comparing performance with other businesses or with previous periods of time to see if the business is growing. Planning ahead – profits will allow the firm to expand so information about how much profit has been made and how it was made will be important in deciding what to do in the future. To help the business to control and monitor its expenses. 2. 3. (b) This means that his cost of goods sold was more than the sales revenue; he sold the goods for less than he paid for them. 27 Chapter 7 The Balance Sheet Answers to ‘Think about it’ Questions Page 72 – Why the balance sheet is prepared at a specified date while the trading and profit and loss is prepared for a period of time. Because it shows the financial position of a business at a particular date and not for a particular period of time. It shows the value of assets and liabilities as they are at a specific date. Solutions to Target Practice Questions Question 1 1. Fixed assets are presented in order of decreasing permanence while current assets are presented in increasing order of liquidity. Question 2 J Robinson Balance Sheet at 31 March 20X7 ? Fixed Assets Buildings Fixtures and fittings Motor vehicle ? Capital (missing figure) ? 47 020 35 000 2 860 6 400 44 260 Current Assets Stock Debtors Bank Cash 4 360 7 200 2 950 80 14 590 58 850 Current Liabilities Creditors Long-term Liabilities Loan 6 830 5 000 ______ 58 850 28 Question 3 Andrew Gordon Balance Sheet as at 31 December 20X2 ? Fixed Assets Premises Fixtures and fittings Motor vehicle ? Capital Add: Net profit Less: Drawings ? ? 68 660 3 730 2 600 1 130 69 790 Current Liabilities Creditors 54 000 1 200 5 600 60 800 Current Assets Stock Debtors Bank 3 180 3 460 4 130 10 690 71 490 1 700 _____ 71 490 Question 4 A Darnell Balance Sheet as at 30 September 20X7 ? Fixed Assets Premises Fixtures and fittings Motor vehicle ? Capital Add: Net profit Less: Drawings ? ? 34 555 4 695 3 200 1 495 36 050 Current Liabilities Creditors 24 000 850 4 200 29 050 Current Assets Stock Bank Cash 3 650 2 130 70 9 900 38 950 2 900 38 950 29 Question 5 B Betty Balance Sheet as at 31 June 20X5 ? Fixed Assets Office furniture Motor vehicle ? Capital Add: Net profit Less: Drawings ? ? 7 500 2 435 1 230 1 205 8 705 Current Liabilities Creditors 1 870 650 2 800 ____ 3 450 2 800 2 360 1 890 75 _7,125 10 575 Current Assets Stock Debtors Bank Cash _____ 10 575 Question 6 Ada Cheung Balance Sheet as at 31 March 20X3 ? Fixed Assets Premises Fixtures and fittings Motor vehicle ? Capital Add: Net profit Less: Drawings ? ? 68 335 3 475 3 700 __(225) 68 110 Current Liabilities Creditors 43 000 5 700 5 300 54 000 Current Assets Stock Debtors Bank 9 140 8 200 1 710 19 052 73 050 4 940 _____ 73 050 30 Chapter 8 Final Accounts with Further Considerations Answers to Activities Activity 8. 1 T Antonio Trading Account for the month ending 30 April 20X8 Opening Stock Purchases Add Carriage inwards Less Returns outwards Less Closing Stock Cost of goods sold Gross profit c/d ? 3 855 2 680 102 2 782 139 Sales Less Returns inwards Turnover ? 280 139 5 141 2 643 6 498 2 631 3 867 1 274 5 141 5 141 Solutions to Target Practice Questions Question 1 (a) Carriage Inwards is associated with the cost of getting goods into the business and ready for resale so it is always added to the cost of purchases in the Trading Account. Carriage Outwards is a necessary cost of ‘distribution’ of sales to customers and so it is debited to the Profit Loss Account with other expenses. (b) It is necessary to include returns inwards and returns outwards in the trading account to adjust the purchases and sales figures to find the amounts actually bought and sold. c) It shows the amount of resources a business has that can be readily turned into cash. 31 Question 2 R Knight Trading and Profit Loss Account for the year ended 31 October 20X6 ? Sales Less: Returns inwards Turnover Less: Cost of goods sold Opening stock Purchases Add: Carriage inwards Net purchases Less: Closing stock Gross Profit Less: Expenses Carriage outwards Wages Sundry expenses Net Profit ? ? 120 500 740 119 760 15 200 75 400 2 150 77 550 92 750 13 600 79 150 40 610 3 200 28 500 2 230 33 930 6 680 32 Question 3 T Pearl Trading and Profit Loss Account for the year ended 31 August 20X7 ? Sales Less: Returns inwards Turnover Less: Cost of goods sold Opening stock Purchases Add: Carriage inwards Less Returns outwards Net purchases Less: Closing stock Gross Profit Add: Rent Receivable Less: Expenses Carriage Outwards Rent Payable Lighting and heating Telephone Net Profit ? ? 34 350 1 230 33 120 4 360 26 500 940 27 440 1 050 26 390 30 750 4 210 26 540 6 580 600 7 180 540 2 100 430 215 3 305 3 875 33 Question 4 P Franks Trading and Profit Loss Account For the year ended 28 February 20X8 ? Sales Less: Returns Inwards Turnover Less: Cost of goods sold Opening stock Purchases Less: Returns outwards Net purchases Less: Closing stock Gross Profit Less: Expenses Lighting and heating Salaries and wages Sundry expenses Rent and rates Net Profit ? ? 221 300 5 200 216 100 12 600 155 400 6 650 148 750 161 350 16 100 145 250 70 850 3 900 48 500 4 650 2 300 59 350 11 500 34 P Franks Balance Sheet at 28 February 20X8 ? Fixed assets Premises Equipment Motor vehicle Current assets Stock Debtors Bank Cash Less: Current liabilities Creditors Net current assets Long-term liabilities Loan ? 04 000 28 000 21 000 153 000 16 100 23 750 960 76 40 886 15 716 25 170 178 170 32 000 146 170 Financed by: Capital Balance b/d Add: Net profit Less: Drawings 145 270 11 500 156 770 10 600 146 170 35 Question 5 T Williams Trading and Profit Loss Account for the year ended 31 May 20X8 ? Sales Less: Returns inwards Turnover Less: Cost of goods sold Opening Stock Purchases Add: Carriage inwards Less: Ret urns outwards Net purchases Less: Closing stock Gross Profit Less: Expenses Wages and salaries Rent Insurance Sundry expenses Carriage Outwards Net Profit ? 139 200 430 138 770 27 230 103 500 630 104 130 960 103 170 130 400 30 580 99 820 38 950 15 320 5 400 325 475 2 340 23 860 15 090 36 T Williams Balance Sheet at 31 May 20X8 ? Fixed assets Buildings Fixtures and fittings Current assets Stock Debtors Bank Cash Less: Current liabilities Creditors Net current assets Long-term liabilities Loan Financed by: Capital balance b/d Add: Net profit Less: Drawings ? 32 000 4 250 36 250 30 580 21 460 4 450 195 56 685 12 240 44 445 80 695 15 000 65 695 62 005 15 090 77 095 11 400 65 695 37 Chapter 9 The Division of the Ledger and Books of Original Entry Answers to ‘Think about it’ Questions Page 93 – What have you noticed about the Cash Book? It is a Book of Original Entry as well as a Ledger. Answers to Activities Activity 9. 1 1. 2. 3. 4. 5. 6. General Ledger Sales Ledger General Ledger General Ledger General Ledger or Private Ledger General Ledger Solutions to Target Practice Questions Question 1 (a) They provide documentation (proof) that a transaction has occurred. (b) 1. 2. They save time as they summarise similar transactions for the period, resulting in less information and less frequent postings to the General Ledger. They allow a business to have different individuals responsible for different journals therefore increasing internal control. Question 2 (a) Debtors Ledger (b) Creditors Ledger (c) Nominal Ledger Question 3 (a) (b) (c) (d) (e) Real Nominal Nominal Real Real Question 4 (a) (b) (c) (d) (e) (f) Cash Book Cash Book Cash Book Cash Book Purchases Day Book Cash Book 38 Chapter 10 Bank Facilities Answers to Activities Activity 10. 1 Payee Cheque number Drawer Counterfoil Crossed cheque Mary White is writing a cheque for ? 200 to John Blue. As she is the drawer she must make sure that she signs the cheque. Her book-keeper told her to always fill out the counterfoil so she will have a record of the payment. As the cheque number is on the counterfoil as well as the cheque it will help her to trace the payment. She has decided to give John a crossed cheque as she is worried that the cheque might get lost. John is not very happy about this. As he is the payee it means he will not be able to get the money from the bank immediately. Solutions to Target Practice Questions Question 1 Bank 20X7 ? 45 December 15 December 22 20X7 November 30 Interest receivable Interest payable Bank charges ? 320 45 Interest Receivable 20X7 November 30 Bank ? 145 20X7 December 15 Bank Interest Payable ? 320 20X7 December 22 Bank Bank Charges ? 45 Question 2 A bank overdraft occurs when the bank allows a current account holder to withdraw more money from the account than is actually in the account. For example, the account holder only has ? 800 in the account but with the permission of the bank is allowed to withdraw up to a maximum of ? 1500. 39 Question 3 A standing order is used for payments of fixed amounts at regular intervals at the request of the account holder while a direct debit is made at the request of the payee (the person/organisation that is owed) and can be used for either fixed or changing amounts and for payments at irregular intervals. Question 4 (a) Interest receivable is the interest received on the balance of an interest bearing account; the amount the bank pays the account holder for the use of the money in the account. (b) Interest payable is the cost of borrowing; it is the payment to the lender (the bank) for the use of its money. c) Bank charges is a charge by a bank for the services it provides. Question 5 (a) (b) (c) (d) Direct Debit Credit transfer Standing order Dividend Question 6 (a) 1. 2. Current account Deposit account (b) Current accounts do not always earn interest, deposit accounts do. Question 7 (a) (b) (c) (d) ? 2738. 57 – ? 206. 05 = ? 2532. 52 Credit column Credit transfer Loan repayment through a standing order 40 Chapter 11 Cash Books Answers to ‘Think about it’ Questions Page 111 – Is it possible for the cash columns to have a credit balance? Give reasons for your answer. No – because it is impossible to spend more cash than is available. If the business has cash in hand of only ? 50 then it cannot spend more than this amount. Solutions to Target Practice Questions Question 1 (a) As a book of original entry it is the first place where all the cash and cheque transactions are recorded; it is also one side of the double entry. (b) Where the debit and credit entries for a transaction are in the same ledger or book. Question 2 F. Patel – Cash Book Bank 20X3 Details ? Bank (C) Nov 02 Rent 2 800 Nov 03 Purchases Nov 07 Stationery 230 Nov 10 Wages Nov 12 Cash (C) 200 Nov 14 Carriage in Nov 20 Drawings Nov 26 Bank (C) Nov 28 Purchases Nov 30 Balances c/d †¦Ã¢â‚¬ ¦.. Nov 30 3 230 2 130 20X3 Nov 01 Nov 02 Nov 14 Nov 17 Nov 23 Nov 28 Details Capital Cash (C) Bank (C) Sales Sales Cash (C) Cash ? 3 000 160 220 Cash ? 2 800 46 120 Bank 140 370 160 34 60 200 120 3 380 430 2 130 3 230 Dec 1 Balances b/d †¦Ã¢â‚¬ ¦.. 3 380 120 41 Question 3 T. Karekla – Cash Book Cash Bank 20X9 Details ? ? Motor vehicle 6 000 July 3 150 Cash (C) July 4 Rent 2 000 July 8 100 Purchases July 10 390 Carriage in July 18 Cash (C) 540 July 20 Purchases 300 July 24 Wages July 24 Bank (C) July 30 Balances c/d July 31 ___ ____ 640 8 840 95 4 460 0X9 July 1 July 4 July 15 July 20 July 23 July 29 July 30 Details Capital Bank (C) Loan Bank (C) Sales Sales Cash (C) Cash ? 85 Bank ? 3 000 150 460 40 100 20 300 95 670 100 4 460 8 840 Aug 1 Balances b/d Question 4 Maria Metaxa – Cash Book Cash Bank 20X7 DETAILS ? 65 ? 3 196 2 610 1 250 2 730 2 945 1 760 Feb 02 Feb 06 Feb 06 Feb 12 Feb 12 Feb 15 Feb 16 Feb 19 Feb 21 Feb 25 Feb 27 Feb 28 Feb 28 Feb 28 Postage Purchases Wa ges Cash (C) Wages Electricity Stationery Wages Travelling expenses Telephone Wages P Barratt D Smart Balances c/d 20X7 Feb 01 Feb 04 Feb 08 Feb 10 Feb 12 Feb 19 Feb 23 DETAILS Balances b/d Sales D Pole Sales Bank (C) Sales E Holme Discount Allowed ? 30 Discount Received ? Cash ? 50 Bank ? 1 075 2 167 100 1 964 53 100 40 38 1 840 19 132 1 920 1 240 2 145 1 855 14 491 __ 70 Mar 1 Balances b/d ___ 165 58 _____ 14 491 1 855 20 55 __ 75 58 165 (b) Discount Allowed ? Total for the month 70 20X7 February 28 42 Discount Received 20X7 February 28 Total for the month ? 75 Question 5 (a) 20X2 Oct 01 Oct 02 Oct 10 Oct 12 Oct 18 Oct 20 Oct 21 Oct 21 Oct 26 DETAILS Balances b/d P Mace Sales G Lai Bank (C) Sales Loan interest Cash (C) B Chalke Discount Allowed ? 150 1 120 60 16 1 120 704 Sally Foon – Cash Book Cash Bank 20X2 DETAILS ? 68 ? 160 2 086 560 Oct 01 Oct 12 Oct 14 Oct 16 Oct 18 Oct 21 Oct 22 Oct 22 Oct 24 Oct 28 Oct 30 Oct 30 Oct 31 Balances b/d W Eastern Stationery F Samway Cash (C) Bank (C) Wages G Lai Telephone Office Expenses L. Hall Interest paid Balances c/d Discount Received ? Cash ? 35 4 1 120 35 560 147 40 13 __ 17 247 20 1 618 14 491 86 150 Bank ? 1 692 75 __ 24 Nov 1 Balances b/d ____ 1 398 203 _____ 4 630 1 618 203 1 398 (b) The ? 24 discount allowed will be posted to the debit side of the discount allowed account. The ? 17 discount received will be posted to the credit side of the discount received account. (c) 20X2 October 31 Discount Allowed ? Total for the month 24 Discount Received 20X2 October 31 Total for the month ? 17 43 Chapter 12 The Sales and Purchases Day Books Answers to ‘Think about it’ Questions Page 125 – Why do you think the invoice numbers are not sequential in S French’s Purchases Day Book? Because S French has not assigned unique numbers to each invoice but is instead using the invoice numbers as received from the different sellers. Solutions to Target Practice Questions Question 1 (a) Sales Day Book Date 20X8 Oct 01 Oct 04 Oct 09 Oct 15 Oct 23 Oct 29 Oct 31 Details F Law G Harding S Wilks L Ryle F Law G Harding Transferred to Sales Account Net Amount ? 612 436 370 810 354 508 3 090 (b) Sales Ledger 20X8 October 01 F Law ? 612 Sales 20X8 October 04 Sales G Harding ? 436 20X8 October 09 Sales S Wilks ? 370 44 L Ryle 20X8 October 15 Sales ? 810 20X8 October 23 Sales F Law ? 354 20X8 October 29 Sales k G Harding ? 508 General Ledger (c) Sales 20X8 ? October 30 Credit sales for the month 3 090 Question 2 (a) Sales Day Book Date 20X5 July 02 July 07 July 12 July 18 July 23 July 30 July 31 Details D Smith T Ronald N Smithers L Malt D Smith T Ronald Transferred to Sales Account Net Amount ? 488 480 256 186 221 435 2 066 (b) Sales Ledger 20X5 July 02 D Smith ? 488 Sales 45 20X5 July 07 July 30 Sales Sales T Ronald ? 480 435 N Smithers ? 256 20X5 July 12 Sales 20X5 July 18 Sales L Malt ? 186 20X5 July 23 Sales D Smith ? 221 General Ledger Sales 20X5 July 31 Credit sales for the month ? 2 066 Question 3 (a) Purchases Day Book Date 20X3 April 01 April 03 April 10 April 14 April 21 April 27 April 30 How to cite Lcci Passport to Sucess Level 1 Book-Keeping Answer, Papers

Financial Analysis of AGL Limited Samples †MyAssignmenthelp.com

Question: Discuss about the Financial Analysis of AGL Limited. Answer: Introduction This report is designed to provide a brief understanding of financial accounting and its relevance. For this purpose, two accounting items that are, Accounting receivables and inventory have been chosen from the annual report of AGL Limited which is an Australian company, for the year 2016. The report discusses the applicable accounting policy on these items along with the significance of these items on the financial statements and financial health as well. Finally, a reflection is also included in the report on the AGLs annual report. Significance of on financial items Accounting receivables Accounting receivables are the companys assets who owe money to the company. The amount of the debtors is shown in the balance sheet, which constitutes the sum of all the outstanding invoices at a particular point of time (Deegan, 2016). These are the vital items of the current assets as they provide stakeholders a view of companys solvency as well as flexibility. Inventory Inventory is another important item of the balance sheet, which constitutes of raw materials, work-in-progress goods, and finished merchandise. This account becomes useful for the management while making sales and reviewing the cost of production in the income statement. This item is significant as it enables to get an insight into the manufacturing department of the business and the efficiency with which the inventory is utilized to generate income. Applicable Accounting Policy : Accounting receivables Australian Accounting Standard Board 118 regulates the treatment of accounting receivables in financial statements of the companies. This policy requires the receivables to be measured at the fair value of the consideration received or receivable after deducting trade discounts and rebates, if any. AASB 101 also requires the receivables to be broken into amounts receivable from trade customers, advance payments, receivables from parties, and other amounts. Inventory AASB 102 regulates the treatment of inventory in financial statements. This policy requires the inventory to be categorized as production supplies, merchandise, work in progress and finished goods. Also, according to AASB 101, the inventories should be written down to their net realizable value while recording on the balance sheet (Franklin et al., 2017). The Australian Accounting policies also require the entities to periodically analyze the inventory quantity on hand and determine if there is any excess or obsolete stock. Social Impact of disclosing accounting items Companies that have effectively updated their disclosures by emphasizing on required and relevant information bring positive impacts on the society. Proper accounting items disclosure boost up the investor confidence due to the availability of more valuable information. The efficiency in auditing is also increased which enables auditors to reveal fair information about the company to the society (Guthrie et al., 2017). The coordination in the firm gets improved across the organization, including the board of directors, and with supervisory bodies and external consultants. Furthermore, appropriate disclosure fosters the organizational social reputation and leadership. Reflection on the annual report of AGL As an existing shareholder of AGL Group, I have analyzed from its Annual Report that its financial position statement is quite sound. The cash flow statement is informative enough to provide an insight into the emerging liquidity position of the company. The financial statements also reflect that the company delivers high returns to the shareholders while making growth in achieving financial goals (Cherry, 2016). For instance, AGL is nearer to meet out its divestment target of 1 million AUS dollar in under-performing as well as non-strategic resources by the end of 2017. Also, the report shows that the legislative loss after tax of AGL distributable to shareholders in 2016 was $408 million. On the other hand, statutory cash flow from operating activities increased to $1186 million in 2016. The underlying profits have also increased to around $700 million, which enables the company to increase the final dividend payable over 35% per share (Franklin et al., 2017). However, the impairments are unsatisfactory, but I have noticed a significant net increase in the shareholders worth from the companys upstream gas investments during the past decade. Conclusion On the basis of above discussion, it can be concluded that financial accounting analysis is an essential part of the business analysis of a company. The analysis of two accounting items selected in the report shows how the company uses its resources and the money invested by different stakeholders. The accounting policies applicable to the disclosure of these items is important in providing the stakeholders a true picture of the companys operations and potential economic benefits to be obtained resulting from the financial transactions. Moreover, the reflection of AGLs annual report indicates that the company is doing well and is planning to get a competitive advantage over others. References Deegan, C., (2016) So, who really is a noted author within the accounting literature? A reflection on Benson et al.(2015).Accounting, Auditing Accountability Journal,29(3), pp.483-490. Guthrie, J., Guthrie, J., Parker, L.D. and Parker, L.D., (2017) Reflections and projections: 30 years of the interdisciplinary accounting, auditing and accountability search for a fairer society.Accounting,Finance ,Auditing Accountability Journal,30(1), pp.2-17. Franklin, E., Lowe, D. and Stocks, M., (2017) Assessment of Market Participation Opportunities for Behind-the-meter PV/Battery Systems in the Australian Electricity Market.Energy Procedia,110(1), pp.420-427. Cherry, M., (2016) Accounting for Trust: A Conceptual Model for the Determinants of Trust in the Australian Public Accountant-SME Client Relationship.Australasian Accounting Business Finance Journal,10(2), p.3.

What one key issue hinders sustainable organizational performance

Free Labour markets Essays

Free Labour markets Essays Free Labour markets Essay Free Labour markets Essay Do free labour markets yield better Jobs? What is a free labour market? Free Labour Markets refer to markets in which employees enjoy a great deal of freedom to manoeuvre. A free labour market is one which is flexible and can adapt quickly to fluctuations in economy, society and production. Free Labour Markets generally exist in Liberal Market Economies where hierarchies and competitive market arrangements exist. Britain, The US and Ireland all have Liberal Market Economies. On the other hand, there are Coordinated Market economies which I will go on to explain later. (Kleinknecht, A (2009) Flexible labour arkets: good for Jobs, bad for innovation? Lisbon Civic Forum, Available from: ( lisboncivicforum. org/lisbonowkleinknecht_pr. pdf) So, do these free and flexible labour markets yield better Jobs? I am of the opinion that they do not. I will firstly discuss the evidence to show that countries with Coordinated Market Economies and rigidity have better working conditions and thus yield better Jobs. Secondly, I will go on to discuss the failure of free labour markets and highlight some of their disadvantages. Coordinated market economies rely on formal institutions to regulate the market and coordinate the interaction of firms and irm relations with suppliers, customers, employees, and financiers. These exist in countries such as Denmark, Sweden and Germany. There are many benefits to this. Firstly, Coordinated Market Economies provide workers with a sense of security as there is very little hiring and firing. : This allows firms to concentrate on long term goals and workers tend to stay in the firm for longer allowing them to be more innovative. ( answers. com/topic/coordinated-market- economy#ixzz28FUWlJJY). What really strikes me as a key difference between free labour markets and Coordinated Market Economies is the strong presence of Trade Unions in the latter. 74% of employees in Finland, 71% in Sweden and 67% in Denmark are members of a Trade Union. Comparing that with Just 34% in Ireland and 8% in France it is clear that they have serious power. Fulton, L. (2011) Worker representation in Europe. Labour Research Department and ETUI Available at: http:// www. worker-participation. eu/National-lndustrial-Relations/Across-Europe/Trade- Unions2) The Unions make labour relations much more cooperative and give employees a voice that is heard. The Trade Union presence has also contributed greatly to the lack of wage inequality in Coordinated Market Economies. All of this yields better Jobs. I will now go on to focus on the failure of free labour markets at various instances. Liberal Market economies exist in the USA, Ireland and Britain. One only has to look at the latest unemployment fgures to see that something is not working here. Irelands unemployment rate is at 14. 8%, The United States and UKs is at 8. 1%. If one compares this with the likes of Denmark (4. 1%) or Norway (3%), it is clear that free market economies are not yielding better Jobs, in fact they are not yielding many Jobs at all. (Unemployment Rates, List by Country, Trading Economics, New York. Available at: radingeconomics. com/ unemployment-rates-list-by-country) or cooperation. While earning can be extremely high in these countries, the ECW fgures show that this only increases wage inequality. The Dispersion of Work Quality in Denmark in 2010 was . 135 while in Ireland it was as high as . 225 and in Spain it had reached 0. 249. (European Working Conditions Surveys (EWCS) http:// www. eurofound. europa. eu/surveys/ewcs/index. htm) This inequality creates a large divide between low an d high earners and disrupts the unification of workers. While there are positives and negatives to both types of market, and I have only touched on a few of the arguments that have been put forward, I feel that the advantages of a Coordinated Market Economy far outweigh the disadvantages. The focus on long term goals and on the employee and the greater sense of the common good is why I feel that these markets most definitely yield better Jobs than free labour markets can provide. List of References Kleinknecht, A (2009) Flexible labour markets: good for Jobs, bad for innovation? Lisbon Civic Forum, Available from: sboncivicforum. org/lisbon09/ kleinknecht_pr. pdf answers. com/topic/coordinated-market- economy#ixzz28FUWlJJY L. Fulton (2011) Worker representation in Europe. Labour Research Department and ETUI Available at: worker-participation. eu/ National-Industrial-Relations/Across-Europe/Trade-Unions2 Unemployment Rates, List by Country, Trading Economics, New York. Available at: http:// www. tradingeconomics. com/unemployment-ra tes-list-by-country European Working Conditions Surveys (EWCS) eurofound. europa. eu/surveys/ewcs/ index. htm

The case of the Montclair Hotel Group Study Example | Topics and Well Written Essays - 1000 words

The of the Montclair Hotel Group - Case Study Example Another important information to be gathered is whether the employees are given any supplementary training that will make them work efficiently. A sample of the employees will be assessed on their opinions on what should be changed in their line of work and overall performance. The committee will use various methods to capture the report data. These methods are through Observation, Interviews, and Questionnaires. Through observation, the committee investigators will sought out information for the project through direct observation without asking the respondent (itsvineeth209). The main advantages of observation are there is less subjective bias, and the information is current. Interviews involve presentation oral verbal questions and responses between the interviewer and interviewee. This project will make use of personal interviews that are face to face. The questionnaire is a way through which a sample of questions are administered to the respondents who are supposed to return them to the one who administered them. After the information has been gathered, it will be disseminated according to requirements to create contrasting reports. The different reports that will be created are Hiring and Training report. This report shall contain all the methods and procedures that are followed to recruit employees in MHG Hotels, the remuneration structures, supplementary training and methods of appraisal. This report shall also deliver the mechanisms that available for benchmarking of the performance of employees periodically. Secondly, the following report will be the Management structure report. This report shall contain all the roles, responsibilities of the management and the reviewed Code of Conduct that needs to be abode by every employee. The most important report to be tabled is that of the alignment of the Mission and the Vision to the goals of MHG Hotels to meet the set objectives. These reports shall make use of graphical representations such as charts for eas ier analysis and market activity can be recognized (Investopedia). These reports shall be received first to the Chief Executive Officer of the MHG Hotel Chains, and then the Head of relevant Departments will receive them for indispensable department changes. The reports only become relevant to the department if they address the pertinent issues that affect them. The data analyzed from the project shall be clustered based on similar characteristics. The information that results from this filtering is then arranged in an organized manner to form a report. These reports shall both be hard copy and soft copy. The hard copy reports shall be kept for future reference and can be admissible as evidence in court when a dispute arises in the organization. The soft copy reports shall be used since it is easily accessible as long it is stored in the central server of the organization. Cloud computing is one method that seeks to reduce the environmental impact of data storage (Bouquet). First, p urpose of the project should be made clear to all the stakeholders in the MHG Hotel Chains. This is to safeguard the Action plan’s implementation and make amendments to the plan if assessment data point out they are required. The Action plan can be implemented in the following steps: Discuss needs assessment Define the problem Brainstorm ideas Prioritize ideas Development of problem statements i. Develop solutions

Parent's of Sex Offenders Essay Example | Topics and Well Written Essays - 1500 words

Parent's of Sex Offenders - Essay Example Or, even if it’s known, the parent of an offender could be in denial and attest to the innocence of his child based on offender’s denial. On the same note, parents of the offender might be in disbelief, aghast or maybe in an extreme incredulity or wonder what have gotten into the psyche of their child that prompted him to do sexual offense to another. The incident will generate quick personal evaluation how they’ve been parenting to their children. Offender’s parents will likewise be subjected to trauma and psychological disturbance as impacts of their child’s abuses has consequential effect to them, too. Larger than this, the parents must importantly address the following questions to their very selves. Is the kind of behavior you expected from your child at that age? Is the incident true or not? If true, how long has he been exhibiting this behavior? Why this behavior occurred? What are the factors that motivated him to harass or employ lewd desig ns against the innocent? If the accusation hurled against alleged abuser is true, under Juvenile Sex Law, it’s likely that the accused will be held under judicial action or if it’s a minor with mental disorder committing it, offender will likely be put under rehabilitation institution. If they cannot cope with the problem, parents may seek the professional support from the Association for the Treatment of Sexual Abusers—a global organization devoted on multi-disciplinary support system working to prevent sexual abuses (ATSA, 2012). The institution offer services on extensive research, education, and empirical-based learning process using practical experiences, advocacy on public policy and community-based intervention strategies that will pave for effective holistic evaluation, medication or treatment, and about managing individuals who have sadly caused sexual abuses or posed sexual risks or vulnerabilities to others (ATSA, 2012; Ethical Treatment for All Youth s, 2012). ATSA (2012) contended that they could support person, family and association that are committed to â€Å"community safety, reduction of sexual recidivism, protection of sexual offenders, and safe-keeping vulnerable populations (p. 1).† They assured parents to provide intelligible and emotional support that could transform the very lives of people who’ve been intricately involved in the commission of sexual violence and could be directed to change their behavior to facilitate the prevention of sexual abuse (ATSA, 2012, p.1). Other than ATSA, the National Center for Reason and Justice (NCRJ, 2012) and the National Alliance on Mental Illness (2012) also help assist families in developing child-protective laws by educating stakeholders of child rights, responsible judicial system and promote laws, investigation and treatment to those who’ve been accused of sexual crimes. If legal measures aren’t enough to discipline a child, maybe institution that c an help subject a child to psychological and emotional healing can assist in normalizing and understanding an offender’s state. No, it’s not too late. Parents of offenders should recognize and study their children’s behavior as they grow into adolescence. They should be assisted to have a healthy adult sexual lifestyle since they are constantly challenged by numerous factors and pressures while at their respective developmental stages as persons (Hart-Kerkhoffs,

Sodium sulfite Essay Example | Topics and Well Written Essays - 750 words

Sodium sulfite - Essay Example 001) Sodium Sulfite is used for preserving meat, sea food, biscuit dough and preventing food discoloration in wines, light colored fruits and vegetables such as dried apples and dehydrated potatoes. According to Magnuson (1997) the definition adopted by the United States government a food additive is "any substance the intended use of which results or may reasonably be expected to result directly or indirectly in its becoming a component or otherwise affecting the characteristics of any food." According to this definition any substance that is used in the process of preserving, packaging, storing, treatment and transportation are referred to as food additives. Additives are divided into two categories, direct and indirect. Direct additives are the ones that are added to the food for some particular purpose. Indirect additives are the ones that become part of food during processing, packaging and storing. In that case sodium sulfite comes in the category of direct additives since it is purposely added to the food for preservation and preventing discoloration. According to the Magnuson (1997) additives are used in food for five main purposes. They are for maintaining product consistency, to increase or preserve nutritional value, to preserve palatability and wholesomeness, to provide alkalinity and to improve the flavor or preserving color. Sodium Sulfite is added to the foods as an antioxidant for preservation and preventing discoloration. It acts as an antimicrobial agent in wine making since it does not disturb the development of yeast and inhibits bacterial growth. Its concentration in finished wine is calculated to be up till 6mmol/L (Mitsuhashi et al, 2001). There are certain rules and regulations related to the use of sulfites in food. FDA has disallowed the use of sulfites in foods that are rich in thiamin, for example enriched flour since it destroys the thiamin. In general majority of the people have no problem with the normal consumption of sulfite.

Hindrance to organisational performance

Hindrance to organisational performance 1 Introduction Ages ago, constant changes to an organisation was thought as a hindrance to organisational performance. However, now successful change is vital for every organisation. This change in thought is because of necessity of organisations to survive in highly competitive market and evolving environment (Todnem, 2005). Organisations should align their change programmes with management development to maintain their competitive edge. In contrast to abundance of academic literature on change models and framework showing the increase in business concern, it is reported that 70 per cent of change programme have failed (Burnes, 2003).   Ã‚  Ã‚  Ã‚  Ã‚  This report mentions about few theories on change implementation and issues arising while implementation. Furthermore, the report discusses about power as a tool in change process. Finally, the report concludes by analysing two case study: one with a change failure and another on successful change. 2 Organisational change Despite the vast academic research, empirical data shows that many organisations struggle to lead effective change projects and that problem arises in change implementation (Cicmil, 1999). Organisational change projects are continuous learning projects. Is continuous change a stable feature in organisation? Todnem (2005) mentions â€Å"Change cannot be relied upon to occur at a steady state, rather there are periods of incremental change sandwiched between more violent periods of change which have contributed to the illusion of stability once assumed to be the case.† Managing change has a six-stage approach: Envisioning, activating, supporting, implementation, ensuring and recognising (Hamlin, 2001). This report concentrates on change implementation phase. Implementation (also called ‘transition by some authors) is the process of making a design operational. Implementation involves planning, acquiring, installing equipment or technology, make employees change ready, schedule events for the new way of process to replace the old way. Basic elements of a change implementation plan are: Deliverables and its purpose, milestones to access progress, accountabilities, communication plan, measurement plan for accessing the consequences of the change. If change is large-scale, chances of failure in this phase is likely high (Martin, 1999).   Ã‚  Ã‚  Ã‚  Ã‚  Various change theories can be categorised based on their approach to implement change: planned, emergent and contingency approach (Todnem, 2005). 3 Theories of change 3.1 Planned approach According to Todnem (2005), planned approach to organisational change outlines the change process. It also reveals the different phases that an organisation will be dragged through while making the change to a desired state. Planned approach to change is highly effective but takes a long time. Lewins change model Lewins change model states three levels of organisational change: unfreezing present level, moving to the new level, refreezing the new level. In other words, the model requires to get rid of old behaviour, structures, processes or culture before making it to the new level (Todnem, 2005 and Brisson-Banks, 2010). This theory raises few critical questions by the author. Abruptly leaving old customs might trigger uncomfortable reactions from employees. Also, it might be ironical to have stabilisation of change at the third level, when change is a continuous or open-ended process. According to Todnem (2005), planned approach to change suffers from few drawbacks. Firstly, some of the triggers of change are frequently spaced in time that planned approach (identify, plan, execute) to change is practically not applicable. Secondly, it considers the environment, which organisations interact, is stable from the start till the end of change process. This lead way to emergent approach. 3.2 Emergent approach Since change is so fast paced, responsibility for change implementation has to be decentralized. It is concerned about change readiness and ease the change process. Kotters change model The change model that is followed by many organisational leaders for planning and implementing change successfully by doing eight things right and in the right order. Kotter asserts organisation does not instil urgency for change in managers or employees, leading to change failure (Brisson-Banks, 2010). The eight steps which makes change initiative successful and errors that might crop up at each stage is summarised in table 1. For large organisations, it might become practically complicated to communicate the vision and hence empowering employees becomes difficult as the vision is not drilled to grassroots of the organisation (Paton, 2008). Though Kotters change model is popular, the author notes that the model mentions on eliminating any resistance to change but is deficient in not providing the cause. It also does not take the human element into account. Furthermore, the above theories does not look at the scale of change for successful implementation. 3.3 Contingency approach According to Buchanan (2007), The Dunphy-Stace contingency approach recommends to use the one which might fit the context of change (Scale, time, support for change) for an organisation. For senior managers to bring about change (time to change is less), dictatorial approach is apt. But middle managers will find collaborative style useful (time to change is more). Critical change proposals have to be driven through coercive modes. For change to be introduced quickly, dictatorial transformation should be chosen. The mode used should be complementary to the change implementation (Buchanan, 2007).Theories of change simply state the rules of the road but it is up to the organisation to acquire necessary competencies, skills and resources to implement them (Burnes, 2003). 3.4 Project management approach Project management approach takes into account the scale of change and the human factor that impede successful change implementation. Cicmil (1999) states three approaches to change implementation: project management, participative management and contingency approach. Project management approach sees change as a series of projects. Cicmil (1999) also mentions that this approach is the most effective as it makes change focussed with measurable outcomes and feedback through learnings. Empirical evidence shows significant organisations rolled out change as a project. Her research investigation spotted three common sources of gap in change implementation: Why (the reason and purpose of change), What (Specified outcome) and How (implementation process). She also found that human impediments like slow learning, fast forgetting and organised resistance which are related to Why, how and why. Organised resistance arises out of lack of understanding of what, how or both of change implementation. Fast forgetting and slow learning are a ‘misfit of change in business strategy. The issues around change implementation can be eliminated by following a suitable leadership style or power acquired by position in organisation. 4 Power as a tool in steering change Power is entwined into social and organisational life. It has become a tool that can be used by organisation to be a driver for achieving organisational outcomes. Buchanan (1999) also mentions about the ways in which one can get power in an organisation: Position or rank, know allies and supporters and maintain relationship, access and control over information, strong communication network, resolving critical problems, to be irreplaceable and the importance of the business one is involved in. â€Å"Power is built by ensuring that you control as much territory as possible, and this control is obtained by placing your allies in key positions and by expanding the activities over which you have formal responsibility.† (Buchanan, 1999). This is further asserted by Machiavelli in his book recognising the significance of skilled staff surrounding a leader. A leader might be ridiculed of his/her choice of appointing incompetent followers (Mcguire, 2006). According to Mcguire (2006), power should be directed at achieving organisational goals. A leader is one who utilises power to make employees follow him/her and inspires followers. However, sharing power with followers is apt when leader cannot stand up to organisational demands alone, indicating the need for teams. At times the leader needs to relinquish some power to successfully empower followers using the tools of rewards during organisational change. It can also be functional when managers use it to achieve organisational goals but dysfunctional when misused to promote self-interest (Buchanan, 1999). A leader need not have positive personal attributes that followers will admire, but it is his/her ability to make them believe that he/she has it (Mcguire, 2006). Machiavelli states there are two â€Å"carrot and stick† approaches for a successful change implementation by using power. Firstly, by executing reward power. Secondly, using disciplines. He advocates using reward power first but when that is not convincing people about change and its values, or followers not showing loyalty to the leader, then disciplinary action is suggested. An effective leader is the one who makes a punishment look like a reward (Mcguire, 2006). 5 Analysis of two case studies This report analyses two companies ABC Engineering and XYZ construction, which was investigated by Burnes (2003), using Cicmil (1999) which is summarised in Table 2 model mentioned in 3.4. ABC Engineering The parent company of ABC Engineering purchased a similar product German manufacturer in order to merge the companies for market expansion. ABC, threatened by the merger, lead number of changes, to increase productivity, improve quality and reduce costs. Resistance and reduced morale were the general feeling and the change efforts were fuelling them. Meanwhile to make situations better, engineering director came up with ‘Lean production and ‘Kaizen concept which involved restructuring the organisation. ABCs senior management team (SMT) agreed to ‘lean concept without involving people, none challenged the concept. SMT sought expert advice to manage the change. External change agent undertook a change readiness audit identifying number of key problems. XYZ Constructions XYZ constructions, an organisation the same size as that of ABC Engineering, had SMT who were employees but not directors of the company. The company had a head office and various regional offices. The structure created problems such as hostility between the head office and regional offices and lack of communication within functional units of same office. The managing director realised to remove functional barriers and promote ‘Kaizen requiring complete reorganisation within the company and its structure. Due to lack of expertise in change management, external change agent was called. The change was humungous and deeply seated that the change implementation was rolled out in phases. 6 Conclusion Change is part of everyday business operation that drives the organisation into a better state. With higher number of change failure being reported, managing change has become a competency and corporations are increasingly aware of the need of an internal change management team. This report discusses on theories of change management and mentioned why change might fail. It also identifies that success rate revolves around the leader and influence of power, to make a change impact on the employees which was seen from the two case studies. In summary, different variables initiates change uniquely for an organisation and leaders decide on fate of change implementation. Every organisation should carefully look into the transition phase of change and not overlook the human element to make change successful for its organisational development. Change management is definitely a challenge but possible to make it happen by observing the various elements of the organisation including the employees and unsaid assumptions. Improved ways of change handling can be found by connecting solutions and maybe even for new ways yet to be discovered. 7 Bibliography Brisson-Banks V. Claire (2010), Managing change and transitions: a comparison of different models and their commonalities, Library Management, Volume 31, Issue 4/5, Pp 241-252 Brown D. Andrew (1992), Managing change in NHS: The resource Management initiative, Leadership Organization Development Journal, Volume 13, Issue 6, Pp 13-17 Buchanan A. David, Huczynski A. Andrzej (2007), Organizational behaviour: An introductory text, 6th edition, Prentice Hall, Financial Times, Pp 602-603 Buchanan Dave, Badham Richard (1999), Power, Politics and organizational change, 1st edition, Sage Publication, Pp 52-53 and 192-193 Burnes Bernard (2003), Managing change and changing managers from ABC to XYZ, Journal of Management Development, Volume 22, Issue 7, Pp 627-642 Chapman Ann Judith (2002), A framework for transformational change in organisations, Leadership Organization Development, Journal 23, Issue 1, Pp 16-25 Cicmil Svetlana (1999), An insight into management of organisational change projects, Journal of Workplace Learning, Volume 11, Issue 1, Pp 5-15 Collins David (1998), Organizational Change Sociological Perspectives, 1st Edition, TJ International Ltd. Cutcher Leanne (2009), Resisting change from within and without the organization, Journal of Organizational Change Management, Volume 22, Issue 3, Pp 275-289 Eriksen Matthew (2008), Leading adaptive organizational change: Self-reflexivity and self-transformation, Journal of Organizational Change management, Volume 21, Issue 5, Pp 622-640 Hamlin Bob, Keep Jane, Ash Ken (2001), Organizational change and development, 1st edition, Prentice Hall, Financial Times He Hongwei, Baruch Yehuda (2009), Transforming organizational identity under institutional change, Journal of Organizational change management, Volume 22, Issue 6, Pp 575-599 Jones Liz, Watson Bernadette, Hobman Elizabeth, Bordia Prashant, Gallois Cindy, Callan J. Victor (2008), Employee perceptions of organizational change: impact of hierarchical level, Leadership Organization Development Journal, Volume 29, Issue 4, Pp 294-316 Judge William, Douglas Thomas (2009), Organizational change capacity: the systematic development of a scale, Journal of Organizational change management, Volume 22, Issue 6, Pp 635-649 Kovoor-Misra Sarah (2009), Understanding perceived organizational identity during crisis and change: A threat/opportunity framework, Journal of Organizational Change management, Volume 22, Issue 5, Pp 494-510 Mcguire David, Hutchings Kate (2006), A Machiavellian analysis of organisational change, Journal of Organizational Change Management, Volume 19, Issue 2, Pp 192-209 McHugh Marie (1997), The stress factor: another item for the change management agenda?, Journal of Organizational change management, Volume 10, Issue 4, Pp 345-362 OConnor A. Carol (1993), The handbook for organizational change, 1st edition, McGraw Hill publication Paton A. Robert, McCalman James (2008), Change management: A guide to effective implementation, 3rd Edition, SAGE publications, Pp 261-266 Paton Barbara, Beranek Lea, Smith Ian (2008), The transit lounge: a view of organisational change from a point in the journey, Library Management, Volume 29, Issue 1/2 Smith E. Martin, Mourier Pierre (1999), Implementation: Key to organizational change, Strategy Leadership, Volume 27, Issue 6, Pp 37-41 Todnem By Rune (2005), Organisational change management: A critical review, Journal of Change Management, Volume 5, Issue 4, Pp 369-380 Young Mike (2009), A meta model of change, Journal of Organizational Change Management, Volume 22, Issue 5, Pp 524-548

Use of Symbols in Yeatss Work, A Vision Essay -- Yeats Vision Essays

Use of Symbols in Yeats's Work, A Vision In his 1901 essay "Magic", Yeats writes, "I cannot now think symbols less than the greatest of all powers whether they are used consciously by the masters of magic, or half unconsciously by their successors, the poet, the musician and the artist" (p. 28). Later, in his introduction to A Vision, he explains, "I put the Tower and the Winding Stair together into evidence to show that my poetry has gained in self possession and power. I owe this change to an incredible experience" (Vision p.8). The experience he goes on to relate is the preliminary stage of the composition of the work itself. In A Vision, however, Yeats exhibits his poetic power as well, along with his knowledge of mysticism and affinity for symbology to illustrate the behavior of the forces of human consciousness and history. He ties these two cycles together into the overarching symbol of the work: the Great Wheel. This is a symbol that Yeats uses not only to explain the cycles of one individual's life, but al so through the same motions, to explain the cyclical movement of the centuries, and the conjunction of certain historical events. When asked about the factual reality of his cosmological descriptions, he replies that they are "purely symbolical ... [and] have helped me to hold in a single thought reality and justice" (Vision p.25). Though to a large extent obscure and complicated, these symbols are paramount to an understanding not only of the ideas contained in A Vision, also the thought process Yeats conveys in much of his poetry. The Great Wheel consists of and contains two opposing gyres, the primary and the antithetical, objectivity and subjectivity, which turn in opposite directions, the two... ...mary vein, men worshipping idols of far away deities, or return to its antithetical predecessor, in which man's idols seen as are actual living beings captured in myth. Eventually, he resigns himself to not knowing for certain what the future of mankind will be. He concludes "The particulars are the work of the thirteenth sphere, which is in every man and called by every man his freedom. Doubtless, for it can do all things and know all things, it knows what it will do with its own freedom, but it has kept the secret" (Vision p. 302). Works Cited: Adams, Hazard. The Book of Yeats's Vision. Ann Arbor: University of Michigan Press, 1995. Yeats, W.B. A Vision. New York: Macmillan, 1956. Yeats, W.B. The Poems. ed. Richard J. Finneran. New York: Macmillan, 1990. Yeats, W.B. "Magic". Essays and Introductions. New York: Macmillan, 1961. pp. 28-52.

Manage People Performance Essay

It is important when allocating work to ensure that resources are appropriately allocated and that they are available for use as and when they are needed. When drawing up a plan you need to focus on what you want to achieve, what you can do to achieve it and what might happen while you are moving toward achievement. You must consider what will be done, when and how it will be done and by whom. You need to identify and communicate organisational vision and develop a unified sense of direction. You will need to conduct an environmental scanning/analysis. Identify short a long term goals and make sure they are realistic and achievable. You would need to develop with relevant personnel strategies and plans for goal achievement as well as financial plans. These plans would need to be communicated to stakeholders and then implement these plans. During this process you must set appropriate KRA’s and KPI’s and track, monitor and evaluate the procedure. When allocating work, the competencies and availability of staff must be considered so that work is allotted to those who are best equipped to do it. You must consider employee experience, skills, knowledge, understandings and workloads. You must consider checking their understanding and give support and opportunities to ask questions. When allocating work the goals and objectives must be clearly defined so that employees can put them into action plans and achieve these goals. Managers and leaders must take into consideration, the interests of the staff members, their availability and the likely outcomes of involving specific employees. You must also consider resource management. When planning work and allocating tasks to employees and employee groups teams efficiency, productivity, cost management and outcomes must all be considered. When allocating work and drawing up plans you must consider a project plan as it shows a description of what is to be done, when and by whom and what funds are available. It covers the entire set of tasks that a project requires and allocates the different aspects of the project to the employees who are best equipped to produce the required outputs. It shows the major products, milestones, activities and resources required on the project. It is necessary to develop KRA’s and KPI’s that meet the organisations needs because they include clearly defined and achievable goals. They measure progress during the year in terms of identified targets, manage skills development, identify areas for development, contribute to the company’s wealth creation, obtain feedback that allow a change of direction when needed and promote an environment of self management. They point to what needs to be achieved. They indicate areas of current and ongoing success. It is also necessary to develop and implement performance management systems because they enable management to track, monitor and evaluate work to ensure that it is contributing towards the success of the organisation. To have a code of conduct in an organisation is vital because it has rules outlining responsibilities of proper practices for individuals and the organisation. It contains descriptions of the principles, values, standards, and rules of behaviour that guide the decisions, procedures and systems of an organisation in a way that contributes to the welfare of its key stakeholders and respects the rights of all constituents affected by its operations. A code of conduct provides a guide to staff for appropriate behaviour it will impact on the way they do their work and on the performance standards expected of the employees. Regularly monitoring and evaluating the work of employees enables the organisations manager to maintain current knowledge of what is happening, to pinpoint problem areas and to solve problems before they become destructive. Monitoring and evaluating will help achieve the intended outcomes, goals and objectives. Giving feedback and reinforcement to employees and acknowledging good work should be a continuous process. Feedback is the information that is given to people to let them know what they are doing well and what needs to improve. It also lets employees know that their efforts have been noticed. Acknowledging reinforces good work practice/behaviour and encourages us in continuing improvement. It acts as a source of recognition for the contribution made by the employees. Employees whose contribution to improvement processes and organisational success is recognised will be motivated to continue improving and you will have created higher levels of enthusiasm. It is important to acknowledge employees efforts and give feedback because employees who feel ignored and exploited will stop caring about their performance levels and quality. The employee will start underperforming, give poor customer service and relationships in the workplace will become strained. Giving effective feedback, reinforcement and acknowledgment will result in learning, improved competence, observable behavioural change and motivation. It will also make the employee feel valued and encourage good work. It is necessary to have systems in place to manage poor performance because they will help monitor, evaluate and keep track of the performance. Performance issues are most easily addressed and resolved when they are at a low level of difficulty and of short duration. Having systems in place will help you see what is doing well and what isn’t and you will be able to change, address and fix it. Problems that are not addressed might go underground, to represent at a later time at a higher level of disruption and significance. Having systems that manage poor performance in place will lead to improvement in performances. It is necessary to understand the organisations termination policy and the legislation to which it relates because unfair termination or dismissal can lead to consequences of dismissal under unfair dismissal laws. Employees can claim that their dismissal was harsh, unjust or unreasonable and unfair and file a complaint or go to court. Unlawful dismissals are primarily based on discrimination grounds and notice periods.

Dangerously alluring Essay

‘Dangerously alluring’, to what extent is this an accurate estimation of Richards Character?  Richard III. One of the most complex characters in Shakespeare’s various plays. Psychologically, he is an enigmatic individual, who possesses a number of contradictory characteristics, which qualify him as a fantastic villain. He is a man so determined to succeed, that he can almost be perceived as slightly insane. His three dimensional character means that there is a side of him that will appeal to the audience, and absorbs the viewer into his world of madness, irony, and mayhem. There is no other suitable way to characterise Richard, apart from ‘Dangerously alluring’, as I will prove in a psychosomatic analysis of Richard in the play ‘King Richard III’. One of Richard’s most dangerously alluring characteristics is his manipulative speech. He is undoubtedly the most articulate character in the whole of the play, making him dangerous to encounter. He proves, throughout the play, that, with the aid of his ‘honey words’, he can free himself from any situations that may jeopardise, his plot and thus his path to the throne. One of the most improbable situations, which Richard’s verbal dexterity allows him to escape, is his confrontation with Anne (Act I Scene III), at the funeral of her late husband Edward Prince of Wales, who died at the hands of Richard following the Battle of Tewkesbury. Of course Anne feels pure hate towards Richard because of the pain he has inflicted upon her and her family. In the beginning of their encounter her revulsion towards Richard is evident in the tone of her speech;  Ã¢â‚¬ËœFoul devil, for God’s sake hence, and trouble us not†¦Ã¢â‚¬â„¢Ã‚  It is quite clear that Anne holds, in her heart, a passionate hatred towards Richard, as he ruined her family. Other examples of her abhorrence of Richard are the names, to which she refers to him with,  Ã¢â‚¬ËœÃ¢â‚¬ ¦infection of a man’  Ã¢â‚¬ËœFoul devil†¦Ã¢â‚¬â„¢Ã‚  Ã¢â‚¬ËœÃ¢â‚¬ ¦thou lump of foul deformity’  The latter insult is very wounding towards Richard as it refers to his deformity, i.e. his withered arm, which he is very aware of, he makes many comments throughout the play about it,  (Act I scene I) ‘Cheating of feature by dissembling Nature’  Ã¢â‚¬ËœBut I, that am not shaped for sporting tricks†¦Ã¢â‚¬â„¢ ‘†¦descant upon my own deformity.’  And thinks himself inferior because of it,  Ã¢â‚¬ËœÃ¢â‚¬ ¦since I cannot prove a lover†¦Ã¢â‚¬â„¢Ã‚  This reference to Richard’s deformity, by Anne reflects how angry she is. In some parts of the confrontation she even curses him,  Ã¢â‚¬ËœEither heav’n with lightening strike the murderer dead†¦Ã¢â‚¬â„¢Ã‚  Previously, before Richard enter the scene she makes many hurtful curses upon Richard and his prospective wife,  Ã¢â‚¬ËœIf ever he have a child, abortive be it;’  Ã¢â‚¬ËœMay fright the hopeful mother at the view †¦Ã¢â‚¬â„¢Ã‚  With hindsight it is clear to see how ironic these curses are because Anne ultimately becomes Richard’s wife. Yet how was Anne transformed from hatred, to an ounce of affection, after the crimes Richard has committed against her and her family? Simply, when she finally gives Richard an opportunity to speak, Anne is lured by his dexterity in the art of decei t. He skilfully turns the blame towards, as he claims it was her beauty which drove him towards such heinous crimes, ‘Your beauty was the cause of that effect†¦Ã¢â‚¬â„¢Ã‚  His disingenuous tactics prove advantageous as slowly but surely she calm, falling a prey to his deception. Allowing Richard time to speak is a fatal error as she lets her guard down and becomes susceptible to his lies.  At one point he gauges that he has turned her mind from hate to slight affection, and offers her his sword to kill him for his crimes, and to rid him of the pain he feels because of the great ‘affection’ he feels for Anne which is not mutual;  Ã¢â‚¬ËœLo here I lend thee this sharp pointed sword  Which if thou please to hide in this true breast†¦Ã¢â‚¬â„¢Ã‚  His verbal skill is and obviously has been influential enough to turn Anne’s feelings, and he has picked a key moment to prove his love, as at any point before she perhaps would have gladly buried the sword in his chest. He picks the right moment where she has been stunned and confused by his actions, and the fact that he has offered his sword for Anne to kill him, confirms his ‘true’ feelings for her. He even previously utters some very callous words about Anne and his feelings towards her,  ANNE; ‘Some dungeon’  RICHARD; ‘Your bed chamber’  The fact that Richard has the courage to utter such a tasteless comment speaks highly of his audacity and confidence, and shows that he gauges that he has the intelligence to remedy this whole situation, no matter how difficult the predicament he finds himself in is. His air of confidence is dangerously alluring because it shows him to be a very strong character, and some women find confidence an attractive quality. Richard III’s character explores the attraction of an anti hero, just as Heathcliff did in the novel Wuthering Heights. In this scene of the play Richard uses his skill to win Anne over and accomplish another part of his plot to become King. Richards’ intelligence allows him to see that by marrying Anne he is safe-guarding his position on the throne as he will have an alliance with the House of York through his own blood and Lancaster through Anne’s. He shows how he can exploit Anne to make his path to being King even stronger. This scene is perhaps the best example of how dangerously alluring Richard is as when you contrast the beginning and the end of the scene it is clear to see what Richard has accomplished.