How to integrate a business plan into your introductory accounting course

This article provides a business plan assignment, along with a business plan grading sheet, oral presentation grading sheet, and peer evaluation form for use in a user-oriented introductory accounting course. The article includes a discussion of issues related to making the group project assignment run smoothly, such as assigning students to groups, simplifying assumptions, ways to add specificity, grading of written reports, and set-up and grading of oral presentations.     

怎样写好事务所年终总结

一、两个用途,一个目的 会计师事务所年终总结的一个目的,就是回顾一年的工作,总结经验、教训,肯定成绩,找出差距,规划来年.     

How to grow great leaders

Few leaders excel at both the unit and enterprise levels. More than ever, though, corporations need people capable of running business units, functions, or regions and focusing on broader company goals. It's up to organizations to develop leaders who can manage the inherent tensions between unit and enterprise priorities. Take the example of RBC Financial Group, one of the largest, most profitable companies in Canada. In the mid-1990's, RBC revamped its competitive strategy in a couple of ways. After the government announced that the Big Six banks in Canada could neither merge with nor acquire one another, RBC decided to grow through cross-border acquisitions. Additionally, because customers were starting to seek bundled products and services, RBC reached across its traditional stand-alone businesses to offer integrated solutions. These changes in strategy didn't elicit immediate companywide support. Instinctively, employees reacted against what would amount to a delicate balancing act: They would have to lift their focus out of their silos while continuing to meet unit goals. However, by communicating extensively with staff members, cross-fertilizing talent across unit boundaries, and targeting rewards to shape performance, RBC was able to cultivate rising leaders with the unit expertise and the enterprise vision to help the company fulfill its new aims. Growing such well-rounded leaders takes sustained effort because unit-enterprise tensions are quite real. Three common conditions reinforce these tensions. First, most organizational structures foster silo thinking and unimaginative career paths. Second, most companies lack venues for airing and resolving conflicts that arise when there are competing priorities. Third, many have misguided reward systems that pit unit performance against enterprise considerations. Such long-established patterns of organizational behavior are tough to break. Fortunately, as RBC discovered, people can be trained to think and work differently.     

什么样的商业计划书不管用?

经济危机是一个创业的好时机!这听起来很荒谬,但是仔细想一想:成本更低了、被解雇的人才更多了、潜在客户更愿意更换供应商以降低成本或增加竞争力、市场上企业也将精力放在降低成本而不是扩大市场份额上了。这些因素为创业者扫除了一些障碍,但是,创业者还需要写出一份清晰、有说服力的商业计划书。因为,有意向看这份商业计划书的人——投资人、债权主、家人、朋友,任何有钱可以投资的人——都对经济危机环境下的投资风险非常警惕。     

如何打造好的商业模式

”资源”这二字．人人谈它,天天用它,但是很少有人明白它与好的商业模式的内在联系。好的商业模式在独特资源和交易的基础上为初创期企业指明方向,稳定挣钱,持续发展。     

追求高质量的创业与创新

鼓励第三产业的创业，尤其鼓励高附加值的知识密集型产业上的创业，第一，解决大学生就业问题。由于知识密集型产业对知识型人才的需求最大，拥有相对较高的知识水平、较强的创新能力、朝气蓬勃的大学生无疑是创业者们最需要的人才，巨大的需求可以缓解中国日益严峻的大学生就业问题。第二，促进行业完全竞争，减少因垄断带来的无谓损失，提高社会总效率。第三，促进科学技术发展，缩短中国在高科技产业上与西方发达国家的差距，提高中国产业链的国际竞争力。     

如何实现Call Center的异地互联业务

实现全国各分支行Call Center联网的目的主要是为了使我行的注册客户能够方便地在异地(指非本人卡开户地)享受到免长途费用的电话服务,而同时银行也不必承担长途费用.     

基层央行构建"大监督"机制的设想

人民银行职能调整后，基层央行主要履行执行货币政策、提供金融服务、维护区域金融稳定等职能。这些职能的履行主要以资金为操作对象，包括信贷资金、国库资金、联行资金、发行基金、存款准备金、备付金以及人民银行自身财产、财务资金及衍生的利息、租金等，具有涉及面广、金额巨大、风险点多、难以控制等特点。因此，如何加强内部控制、确保资金安全变得日益重要。然而，受多种因素的制约，目前人民银行的内控监督机制已经远远不能适应新形势的需要，为提高监督成效，防范案件发生，     

How to have an honest conversation about your business strategy

Too many organizations descend into underperformance because they can't confront the painful gap between their strategy and the reality of their capabilities, their behaviors, and their markets. That's because senior managers don't know how to engage in truthful conversations about the problems that threaten the business--and because lower-level managers are afraid to speak up. These factors lie behind many failures to implement strategy. Indeed, the dynamics in almost any organization are such that it's extremely difficult for senior people to hear the unfiltered truth from managers lower down. Beer and Eisenstat present the methodology they've developed for getting the truth about an organization's problems (and the truth is always embedded within the organization) onto the table in a way that allows senior management to do something useful with it. By assembling a task force of the most effective managers to collect data about strategic and organizational problems, the senior team sends a clear message that it is serious about uncovering the truth. Task force members present their findings to the senior team in the form of a discussion. This conversation needs to move back and forth between advocacy and inquiry; it has to be about the issues that matter most; it has to be collective and public; it has to allow employees to be honest without risking their jobs; and it has to be structured. This direct feedback from a handful of their best people moves senior teams to make changes they otherwise might not have. Senior teams that have engaged in this process have made dramatic changes in how their businesses are organized and managed--and in their bottom-line results. Success that begins with honest conversations begets future conversations that further improve performance.     

农村地区银行卡业务发展路在何方

据统计,截至2010年6月底,全国累计发行银行卡22.6亿张,累计发展商户数181.1万户,布放POS机具282.4万台,累计布放ATM 21.8万台。在银行卡业务产品不断丰富、金融服务渠道日益多样化的今天,农村地区的银行卡业务如何开展,肩负着农村地区银行卡业务建设的农村信用社又如何来开创这片市场？笔者结合工作实践进行了地探时。     

城市商业银行如何选择金融业务系统集成商

一、引言我国加入WTO后，随着银行经营体制改革的深化和外资银行的介入，国内各金融机构面临着前所未有的发展机遇与挑战。信息技术的飞速发展，使任何规模的金融机构都可以在短时间内采用先进技术建立最好的计算机系统以取得市场优势。信息技术是现代金融机构快速发展的“发动     

How business schools lost their way

Business schools are facing intense criticism for failing to impart useful skills, failing to prepare leaders, failing to instill norms of ethical behavior--and even failing to lead graduates to good corporate jobs. These criticisms come not just from students, employers, and the media but also from deans of some of America's most prestigious B schools. The root cause oftoday's crisis in management education, assert Warren G. Bennis and James O'Toole, is that business schools have adopted an inappropriate--and ultimately self-defeating--model of academic excellence. Instead of measuring themselves in terms of the competence of their graduates, or by how well their faculty members understand important drivers of business performance, they assess themselves almost solely by the rigor of their scientific research. This scientific model is predicated on the faulty assumption that business is an academic discipline like chemistry or geology when, in fact, business is a profession and business schools are professional schools--or should be. Business school deans may claim that their schools remain focused on practice, but they nevertheless hire and promote research-oriented professors who haven't spent time working in companies and are more comfortable teaching methodology than messy, multidisciplinary issues--the very stuff of management. The authors don't advocate a return to the days when business schools were glorified trade schools. But to regain relevancy, they say, business schools must rediscover the practice of business and find a way to balance the dual mission of educating practitioners and creating knowledge through research.     

如何在金融信息化条件下做好业务风险管理

如何利用信息技术预防业务风险和违法违纪案件的发生,是摆在各级银行风险管理部门面前的一个崭新的课题。对此必须认真研究、探索,以筑牢预防业务风险的防线,确保金融系统的稳定健康发展。     

Thinking futures. How to survive and thrive in a fast changing (business) world

The evolution of the ability to think futures is believed to be a very recent development in man. Whilst this, probably uniquely human, form of prescience provides us with the power to shape the world in which we live, most are reluctant to develop it. Many of our academic forms of education re-enforce this reluctance. Of the three times available to us: the present's of the past, present and future, it is considered that the most important is the present of the future. We reap what we sow. A non recognition of this leads to a lack of time management, lack of achievement and locks the individual at the lower levels of a hierarchy of self fulfilment. The future of the world depends more and more upon decisions made by human beings, many have not developed this ability and others misuse it. Either situation, if taken to the extreme, could lead to disaster. Whilst this paper is based upon experience and research in the world of business most of what it contains applies to much wider readership.