Finally exams are over! Now we can enjoy our CNY! =) Went out for dinner at Shabu-Shi after the last exam and every one of us is present. =D Photo please check it out in facebook!
More outing please! Tell me when you guys want come my hse okie? =D
Loves,
Yvonne
Wednesday, February 10, 2010
Ratio Tips (Sorry for late posting)
Gross Profit Margin --> GP/Sales x 100 = ? %
Net Profit Margin --> Net Profit B4 Tax/Sales x 100 = ? %
Current Ratio --> CA/CL (Ideal ratio is 2:1)
Quick Ratio --> (CA - Stock - Prepayment) / CL (Ideal ratio is 1:1)
Stock Turnover(In days) --> [Average stock(Opening + Closing)/2] / C.O.G.S x 365 days = ?%
Stock Turnover(In Times) --> Cost of sales / Avg Stock
Debtor Turnover(In days) --> [Average Debtors (Opening + Closing)/2] / Net Credit Sales x 365 = ? days
Debtor Turnover (In Times) -->Net Credit Sales / Avg Debtors
Creditor Turnover(In days) --> [Average Creditors/2] / Net Credit Purchases x 365 = ? days
Creditor Turnover(In Times) --> Credit Purchases / Avg Creditor
Earning Per Share...Teacher say dun need,but dunno y in qns,maybe u like to memorise too...
Net Profit After Tax / No. of Ordinary Shares
Net Profit Margin --> Net Profit B4 Tax/Sales x 100 = ? %
Current Ratio --> CA/CL (Ideal ratio is 2:1)
Quick Ratio --> (CA - Stock - Prepayment) / CL (Ideal ratio is 1:1)
Stock Turnover(In days) --> [Average stock(Opening + Closing)/2] / C.O.G.S x 365 days = ?%
Stock Turnover(In Times) --> Cost of sales / Avg Stock
Debtor Turnover(In days) --> [Average Debtors (Opening + Closing)/2] / Net Credit Sales x 365 = ? days
Debtor Turnover (In Times) -->Net Credit Sales / Avg Debtors
Creditor Turnover(In days) --> [Average Creditors/2] / Net Credit Purchases x 365 = ? days
Creditor Turnover(In Times) --> Credit Purchases / Avg Creditor
Earning Per Share...Teacher say dun need,but dunno y in qns,maybe u like to memorise too...
Net Profit After Tax / No. of Ordinary Shares
Sunday, February 7, 2010
DADDY FORCE ME TO POST THIS UP!~
Biographical Characteristics
AGE:
major consideration because most company will think that old people cannot perform well in their job but there is no evidence showing that older workers are not productive in their work.
advantages of older worker are lower turnover rate and they are more likely to stay at their job because they need to support their family. there's a commitment & of course they are use to what they are doing already, so they are resistant to change because of habit. but not to forget, older workers are more loyal to their jobs.
disadvantages of older workers, they are less receptive to new ideas.
ability:
idividual's mental and physical capacity to perform on a job.
intellectual abilities:
perform mental activities, e.g. data processing and strategic planning
physical abilities:
required tasks to do jobs demanding physical strength, stamina and skill
the ability-job fit:
selection and recruitment process to fish out the most likely candidates for a certain position of the job.
gender:
difference in abilities between men and women.
e.g. men can carry heavy things whereas women cannot
marital status:
married couple last longer in jobs and have less turnover and absentee rates, and have greater job satisfaction.
tenure:
seniority in a job.
AGE:
major consideration because most company will think that old people cannot perform well in their job but there is no evidence showing that older workers are not productive in their work.
advantages of older worker are lower turnover rate and they are more likely to stay at their job because they need to support their family. there's a commitment & of course they are use to what they are doing already, so they are resistant to change because of habit. but not to forget, older workers are more loyal to their jobs.
disadvantages of older workers, they are less receptive to new ideas.
ability:
idividual's mental and physical capacity to perform on a job.
intellectual abilities:
perform mental activities, e.g. data processing and strategic planning
physical abilities:
required tasks to do jobs demanding physical strength, stamina and skill
the ability-job fit:
selection and recruitment process to fish out the most likely candidates for a certain position of the job.
gender:
difference in abilities between men and women.
e.g. men can carry heavy things whereas women cannot
marital status:
married couple last longer in jobs and have less turnover and absentee rates, and have greater job satisfaction.
tenure:
seniority in a job.
Theory X and Y
Douglas McGregor proposes two alternative sets of assumptions that manager hold about human being: Theory X is negative; Theory Y is positive.
Theory X assumes:
Theory Y can be employed when employees respond to motivation, training, show initiative and commitment and are able to function without much supervision.
Theory X assumes:
- most people dislike work
- less responsibility
- prefer to be directed
- motivated by financial incentives
- must be closely supervised, controlled
- people enjoy working
- responsibility
- do not like to be controlled
- motivated by desire
- autonomy
Theory Y can be employed when employees respond to motivation, training, show initiative and commitment and are able to function without much supervision.
Nonverbal Communication / Other communications in organizations
Nonverbal Communication
Simply stated, nonverbal communication is speaking without words.
It can expressed by body languages, dress, time, space and material things.
Body language:
body language such as gestures, body movements, facial expressions are important to communication because it can conveys around 55% what we are communicating.
Dress Style: Communicating by appearance
Dressing appropriately communicates a lot of our competencies and us.
Time: the waiting game
The longer you have to meet someone, the higher the organizational status he or she commands in the organization.
Space:
The greater space one commands, the more powerful he or she is likely to be in the organization. Such as size of office room, personal parking space.
Symbols and facilities:
Normally the higher status person in organization, the better facilities and benefits. E.g. he/she may has latest version computer, luxury of the company-sponsored car etc..
Simply stated, nonverbal communication is speaking without words.
It can expressed by body languages, dress, time, space and material things.
Body language:
body language such as gestures, body movements, facial expressions are important to communication because it can conveys around 55% what we are communicating.
Dress Style: Communicating by appearance
Dressing appropriately communicates a lot of our competencies and us.
Time: the waiting game
The longer you have to meet someone, the higher the organizational status he or she commands in the organization.
Space:
The greater space one commands, the more powerful he or she is likely to be in the organization. Such as size of office room, personal parking space.
Symbols and facilities:
Normally the higher status person in organization, the better facilities and benefits. E.g. he/she may has latest version computer, luxury of the company-sponsored car etc..
Saturday, February 6, 2010
Max Weber (Bureaucratic Culture)
Bureaucratic Culture
1. emphasis on roles and procedures
2. new ideas are often dismissed
3. roles are precisely defined
4. hierarchical structure
5. Stability and experience are valued highly
6. Command and control appear to be the dominant processes
7. Almost difficult to change the mindset
an Adventurous Culture is characterized by:
1. Emphasis on taking advantage of new opportunities
2. New ideas are welcome
3. Motivation, initiative, creativity and innovation are valued
4. Employees are allowed autonomy
5. Flat and flexible structures
6. Mindset and policies are changed in response to opportunities
1. emphasis on roles and procedures
2. new ideas are often dismissed
3. roles are precisely defined
4. hierarchical structure
5. Stability and experience are valued highly
6. Command and control appear to be the dominant processes
7. Almost difficult to change the mindset
an Adventurous Culture is characterized by:
1. Emphasis on taking advantage of new opportunities
2. New ideas are welcome
3. Motivation, initiative, creativity and innovation are valued
4. Employees are allowed autonomy
5. Flat and flexible structures
6. Mindset and policies are changed in response to opportunities
Big 5 models
E.... a CEO!
Extraversion- Sociable, gregarious, talkative and assertive.
Agreeableness- good natured, cooperative and trusting.
Conscientiousness- responsible, dependable, persistent, reliable, organised and achievement oriented.
Emotional Stability- Calm, self-confident, enthusiastic, secure, able to withstand stress.
Openness to experience- imaginativeness, artistic ability, and sensitivity. They are curious and creative.
Extraversion- Sociable, gregarious, talkative and assertive.
Agreeableness- good natured, cooperative and trusting.
Conscientiousness- responsible, dependable, persistent, reliable, organised and achievement oriented.
Emotional Stability- Calm, self-confident, enthusiastic, secure, able to withstand stress.
Openness to experience- imaginativeness, artistic ability, and sensitivity. They are curious and creative.
Functions of Culture
- It creates boundary between one organisation with others.
- It conveys a sense of identity for employees.
- It generates employee commitment to the organisational mission, vision and goals.
- It enhances social system stability.
- It shapes organisational behaviour and standards for guide employee what should say and do.
- It guides and shapes the attitudes and behaviour of employees.
Organisational Culture
What is Organisational Culture?
Every organisation is unique. Even if two organisations are identical in size, structure, product range and strategy, each will be different by its unique features.
Simply put, organizational culture is "The way we do things around here"
"Dimensions of culture"
pls remember "POST AIA"
People Orientation- The degree to which management is fair , respectful of individual right, supportive to employees' efforts.
Outcomes Orientation- The degree to which management focuses on results.
Stability- The degree to which organisation activities emphasis maintaining status quo in contrast to growth.
Team Orientation- the extent to which work activities are organised around teams rather than individuals.
Attention to detail-The degree to which employee are encouraged to exhibit precision, analysis and attention to datail.
Innovation and risk taking- The degree to which employees are encouraged to take risk, be innovative and opportunistic.
Aggressiveness or Easygoingness- The degree to which employees are aggressive and competitive rather than easygoing, cooperative, tolerant, calm, and reflective.
Every organisation is unique. Even if two organisations are identical in size, structure, product range and strategy, each will be different by its unique features.
Simply put, organizational culture is "The way we do things around here"
"Dimensions of culture"
pls remember "POST AIA"
People Orientation- The degree to which management is fair , respectful of individual right, supportive to employees' efforts.
Outcomes Orientation- The degree to which management focuses on results.
Stability- The degree to which organisation activities emphasis maintaining status quo in contrast to growth.
Team Orientation- the extent to which work activities are organised around teams rather than individuals.
Attention to detail-The degree to which employee are encouraged to exhibit precision, analysis and attention to datail.
Innovation and risk taking- The degree to which employees are encouraged to take risk, be innovative and opportunistic.
Aggressiveness or Easygoingness- The degree to which employees are aggressive and competitive rather than easygoing, cooperative, tolerant, calm, and reflective.
Wednesday, February 3, 2010
Bases of Power
pls remember "ceil rr" , ceil=ceiling
Coercive Power- This depends upon fear. Some organization will charge penalty in late payment. A manger can withhold bonuses and pay increments, and right to demote or dismiss employees.
Expert Power- This kind of power is wielded by person who has unique skills, expertise, knowledge, experience and abilities. Person with such skills have acquired more power in organization.
Information Power-This Power is based on information that is not public knowledge. People who possess information power can make others dependent upon them
Legitimate Power-This kind of power is based on position and exists because people believe a person has the legitimate right to influence them. A manager is vested with legitimate power over his subordinates.
Reward Power-Reward Power is the opposite of Coercive Power. In organization, this means promotions, bonuses, etc. If someone can give something better to organization, then he has reward power.
Referent Power- (don't know la...forget it.. haha...)
Coercive Power- This depends upon fear. Some organization will charge penalty in late payment. A manger can withhold bonuses and pay increments, and right to demote or dismiss employees.
Expert Power- This kind of power is wielded by person who has unique skills, expertise, knowledge, experience and abilities. Person with such skills have acquired more power in organization.
Information Power-This Power is based on information that is not public knowledge. People who possess information power can make others dependent upon them
Legitimate Power-This kind of power is based on position and exists because people believe a person has the legitimate right to influence them. A manager is vested with legitimate power over his subordinates.
Reward Power-Reward Power is the opposite of Coercive Power. In organization, this means promotions, bonuses, etc. If someone can give something better to organization, then he has reward power.
Referent Power- (don't know la...forget it.. haha...)
Strategies of Stress Management
Actually this is quite easy, bcos whatever answers also available and that's no actual right or wrong answers, just make sure the way you mentioned can work..
1. Become aware of your stressors
Notice your distress , determine what distress you. (exam, task, car, lover, no money...)
2. Recognize what you can change
Can you avoid the stressors? Can you reduce them? (take a break, adjust time schedules, use less money.....)
3. Reduce emotional reactions to stress
Try to temper your excess emotions, put the situation in perspective.
4. Moderate physical reactions to stress
Slow, deep breathing can help you to relax.. learn to moderate the reactions is a preferable long-term solution.
5. Build your physical reserves
Exercise 3-4 times a week (walking, swimming)
Get enough sleep, mix leisure with work, take break & get away when you can
6. Maintain your emotional reserves
Develop some mutually supportive friendships
Set meaningful goal to yourself
Expect some frustrations, failures, and sorrows
1. Become aware of your stressors
Notice your distress , determine what distress you. (exam, task, car, lover, no money...)
2. Recognize what you can change
Can you avoid the stressors? Can you reduce them? (take a break, adjust time schedules, use less money.....)
3. Reduce emotional reactions to stress
Try to temper your excess emotions, put the situation in perspective.
4. Moderate physical reactions to stress
Slow, deep breathing can help you to relax.. learn to moderate the reactions is a preferable long-term solution.
5. Build your physical reserves
Exercise 3-4 times a week (walking, swimming)
Get enough sleep, mix leisure with work, take break & get away when you can
6. Maintain your emotional reserves
Develop some mutually supportive friendships
Set meaningful goal to yourself
Expect some frustrations, failures, and sorrows
Sources of Stress (SET B tips)
Potential Sources of Stress
pls remember "ROTI SOE"
Role Demands- relate to role in job, people experience role overload when they are expected to do more than time permits.
Organisational Factors- Pressure to avoid errors, work overload, demanding & insensitive bosses
Task Demands- related to a person's job like working condition
Individual Factors- factors in employee personal life such as family issue, personal economic factors
Stressors are additive- One stress may not be harmful. It is total sum of "opportunity stress", "constraint stress" and "demand stress" impact on individuals.
Organisational Structures- Excessive rules can lead to stress. E.g. define the level of differentiation in organisation, rules and procedures
Environmental Factors- economic uncertainties, political instability and fast technological improvement factors can induce stress.
pls remember "ROTI SOE"
Role Demands- relate to role in job, people experience role overload when they are expected to do more than time permits.
Organisational Factors- Pressure to avoid errors, work overload, demanding & insensitive bosses
Task Demands- related to a person's job like working condition
Individual Factors- factors in employee personal life such as family issue, personal economic factors
Stressors are additive- One stress may not be harmful. It is total sum of "opportunity stress", "constraint stress" and "demand stress" impact on individuals.
Organisational Structures- Excessive rules can lead to stress. E.g. define the level of differentiation in organisation, rules and procedures
Environmental Factors- economic uncertainties, political instability and fast technological improvement factors can induce stress.
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