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Evolution of Disinvestment Policy (28) Views

Jul 8th
by admin |

It has been decided that Government would disinvest up to 20 per cent of its equity in selected public sector undertakings, in favour of mutual funds and financial or investment institutions in the public sector. The disinvestment, which would broad base the equity, improve management and enhance the availability of resources for these enterprises, is also expected to yield Rs. 2,500 crores to the exchequer in1991-92.

The modalities and details of implementing this decision, which are being worked out, would be announced separately. The policy, as enunciated by the Government, under the Prime Minister Shri Chandrashekhar was to divest up to 20% of the Government equity in selected PSEs in favour of public sector institutional investors. The objective of the policy was stated to be to broad-base equity, improve management, and enhance availability of resources for these PSEs and yield resources for the exchequer.

Problems Associated with Disinvestment:

A number of problems and issues have bedeviled the disinvestment process. The number of bidders for equity has been small not only in the case of financially weak PSUs, but also in that of better-performing PSUs. Besides, the government has often compelled financial institutions, UTI and other mutual funds to purchase the equity which was being unloaded through disinvestment. These organizations have not been very enthusiastic in listing and trading of shares purchased by them as it would reduce their control over PSUs. Instances of insider trading of shares by them have also come to light. All this has led to low valuation or under pricing of equity. Read more…

Disinvestment (27) Views

Jul 8th
by admin |

Twelve years after it was started, the liberalization of the Indian economy remains an ideological and operational battleground. There is mainstream national consensus on the need and irreversibility of reforms, but widespread disagreement about its pace and the sharing of its benefits. A basic aspect of the withdrawal of the state from the economic sphere has been the disinvestment to private parties of the shares (and in some cases control) of public sector enterprises (PSUs) [or state-owned enterprises (SOEs)]. This has affected thousands of Indians, and triggered fierce political debates

Disinvestment, which has now become a universal trend, means transfer of ownership and/management of an enterprise from the public enterprise from an industry or sector to the private sector, partially or fully. Another dimension if disinvestment is opening up of an industry that has been reserved for the public sectors to the private sector.

Disinvestment is an inevitable historical reaction to the indiscriminate expansion of the state sector and the associated problems. Today even in communist countries disinvestments and privatization has become a vital measure of economic rejuvenation.

Disinvestment has its advantages in several ways. It would help reduce the fiscal burden of the state by relieving it of its losses and reducing the size of bureaucracy, enabling the government to mop up funds, better management of the enterprises, encourage entrepreneurship and help accelerate the pace of economic development as it attracts more resources from the private sector for development. It may increase the number of workers and common man who are shareholders and this could make enterprises subject to more public vigilance. Disinvestment also helps the government to concentrate more on the essential state functions. Read more…

Goals & Objectives (33) Views

Jul 6th
by admin |

Objectives are statements of expected outputs; they should be defined before inputs are released, and they should be used by management to determine what inputs are to be used. Once established, an objective becomes a convenient measuring stick for judging (and then rewarding) managerial proficiency. Superior performance should no longer go without reward.

Goals are defined as being relatively few and long-term in their focus.  Objectives are defined as being relatively more numerous and short-term in their focus.  The most important thing to remember about objectives is that the critical few are the ones to concentrate on.  The critical few are the 20% of the objectives that will produce 80% of the results.  One of the biggest problems many organizations have with MBO is that they set too many objectives, especially too many trivial ones.  Set only those objectives that a unit or team can get their arms around—five to seven maximum—five is best.  Also, remember that objectives are working tools, not public-relations statements designed to impress people.  You cannot set effective objectives if you don’t have a “systematic way of exposing reality and acting on it.”

Strategic Planning and the Hierarchy of Objectives.

Strategic planning and the hierarchy of objectives are closely interwoven and are consequently discussed together (see Figure 1).Strategic Planning is concerned with overall concepts of the operation. It involves determining major objectives of the company as well as how to acquire and dispose of the resources necessary to achieve the objectives. In strategic planning, therefore, opportunities and external constraints are analyzed and matched with the internal strengths and limitations of the organization. In turn, this analysis is the basis of determining the hierarchy of objectives, especially the higher-level objectives. The fundamental purpose, the mission, the overall objectives as well as the more specific overall objectives are, to a large extent, determined by top management, with, of course, input from lower level managers. These objectives are then further broken down into divisional, departmental, unit, and individual objectives. The process of setting objectives, however, is not a one-way street.

This focus on the relationship of the organization to its environment has shown that inputs become very important for developing the strategic plan and the hierarchy of objectives. Now the thrust of the discussion is on the traditional and more specific aspects of: setting objectives, planning for action, implementing MBO, and control and appraisal.

2. Setting Objectives.

Objectives are set jointly by the superior and subordinate. In MBO, the emphasis is on verifiable objectives. That is, at the end of a period it can be determined if an objective has been achieved. Therefore, objectives should be stated, as clearly as possible, in terms of (a) quantity, (b) quality (c) time, and (d) cost. Objectives, then, should be measurable: Read more…

Concepts of MBO (43) Views

Jul 6th
by admin |

The term “Management by Objectives” was introduced & popularized by Peter Drucker who stated that, “Objectives are needed in every area were performance and results directly and vitally effects the survival of the business”. In addition, he emphasized the importance of participative goal settings, self-control & self-evaluation. But Ducker’s idea of MBO was not adopted in its entirety and MBO was not practiced as a way of managing. Rather, selected aspects were taken and applied to performance appraisal.

The Appraisal Approach.

McGregor called attention to the shortcomings of conventional appraisal programs, which focused mainly on personality traits. The manager, mistrusting the validity of the appraisal instrument, resisted because he did not like to judge other human beings like physical objects. Consequently, McGregor suggested anew appraisal format, utilizing Ducker’s MBO concepts. In this approach, the subordinate sets his short-term performance goals for himself. These goals are then discussed further with his superior. Later, the individual’s performance is evaluated against these goals, but it is primarily self-appraisal.

Integrating Objectives.

In the middle 1960’s, behavioral scientists became interested in the MBO philosophy. They saw MBO as a way of integrating individual and organizational objectives, in which the individual becomes an active participant in the managerial process. Moreover, the underlying premise is not that top management “knows best,” but rather, that individuals at all levels are capable of contributing to the success of the organization. Consequently, participation is a key aspect of this orientation. Read more…

Management By Objectives (MBO) (36) Views

Jul 6th
by admin |

INTRODUCTION

Many authorities on business management identify five functions of management: Planning, Organizing, Directing, Controlling, and Co-ordination. The planning and controlling functions often get less attention from owner-managers of small business and organizations than they should. One way to strengthen both of these functions is through effective goal setting.

Long range goals for sales, profits, competitive position, development of people, and industrial relations must be established. Then, goals are set for the current year, which will lead towards the accomplishment of the long-range goals.

Management by Objectives “MBO” includes goal setting by all managers and leaders down to the first level of supervision. Their goals are tied to those of the company or organization.

Traditionally, people have worked according to job descriptions that list the activities of the job. The Management by Objectives (MBO) approach, on the other hand, stresses results.

Let’s look at an example. Suppose that you have a credit manager and that his or her job description simply says that the credit manager supervises the credit operations of the company. The activities of the credit manager are then listed. Under MBO, the credit manager could have five or six goals covering important aspects of the work. One goal might be to increase credit sales enough to support a 15 percent increase in sales.

MBO looks for results, not activities. With MBO, you view the job in terms of what it should achieve. Activity is never the essential element. It is merely an intermediate step leading to the desired result. Management by Objectives may be used in all kinds of organizations. But not everyone has had the same degree of success in using this concept.

WHAT IS MBO?

Management by Objectives (MBO) was first outlined by Peter Drucker in 1954 in his book ‘The Practice of Management’.

Management by Objective (MBO) has been one of the most successful approaches to management to date. The fact that MBO has survived for about twenty years indicates that it is more than just a fashionable technique. What is often overlooked however is that MBO has changed considerably over the years. There are still some who think of MBO as an appraisal tool. But, if this narrow, limited view of MBO is taken, than MBO would indeed have serious limitations. On the other hand, if MBO become the way of managing many of the undesirable consequences encountered in appraisal can be avoided.

Management by objectives is about setting objectives yourself and then breaking these down into more specific goals or key results.

MBO is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. The principle behind MBO is to make sure that everybody within the organization has a clear understanding of the aims, or objectives, of that organization, as well as awareness of their own roles and responsibilities in achieving those aims. The complete MBO system is to get managers acting to implement and achieve their plans, which automatically achieve those of the organization.

MBO is a system of systematic planning of what needs to be executed in the short term to implement the most effective action to take advantage of opportunities and to achieve the goals of the sales department and of the organization.

Cost Sheet Format (45) Views

Problems with the P/E (28) Views

So far we’ve learned that, in the right circumstances, the P/E ratio can help us determine whether a company is over- or under-valued. But P/E analysis is only valid in certain circumstances and it has its pitfalls. Some factors that can undermine the usefulness of the P/E ratio include: Accounting Earnings is an accounting figure that includes non-cash items. Furthermore, the guidelines for determining earnings are governed by accounting rules (GAAP) that change over time and are different in each country. To complicate matters, EPS can be twisted, prodded and squeezed into various numbers depending on how you do the books. The result is that we often don’t know whether we are comparing the same figures, or apples to oranges. Inflation In times of high inflation, inventory and depreciation costs tend to be understated because the replacement costs of goods and equipment rises with the general level of prices. Thus, P/E ratios tend to be lower during times of high inflation because the market sees earnings as artificially distorted upwards. As with all ratios, it’s more valuable to look at the P/E over time in order to determine the trend. Inflation makes this difficult, as past information is less useful today.

Many Interpretations A low P/E ratio does not necessarily mean that a company is undervalued. Rather, it could mean that the market believes the company is headed for trouble in the near future. Stocks that go down usually do so for a reason. It may be that a company has warned that earnings will come in lower than expected. This wouldn’t be reflected in a trailing P/E ratio until earnings are actually released, during which time the company might look undervalued.

Don’t Buy/Short Just Because of the P/E What goes up … well, sometimes it stays up for an awfully long time. A common mistake among beginning investors is the short selling of stocks because they have a high P/E ratio. If you aren’t familiar with short selling, it’s an investing technique by which an investor can make money when a shorted security falls in value. First of all, we believe that novice investors shouldn’t be shorting. Secondly, you can get into a lot of trouble by valuing stocks using only simple indicators such as the P/E ratio. Although a high P/E ratio could mean that a stock is overvalued, there is no guarantee that it will come back down anytime soon. On the flipside, even if a stock is undervalued, it could take years for the market to value it in the proper way. Security analysis requires a great deal more than understanding a few ratios. While the P/E is one part of the puzzle, it’s definitely not a crystal ball.

Conclusion

What have we learned about the P/E ratio? Although the P/E often doesn’t tell us much, it can be useful to compare the P/E of one company to another in the same industry, to the market in general, or to the company’s own historical P/E ratios.

Some points to remember:

  • The P/E ratio is the current stock price of a company divided by its earnings per share (EPS).
  • Variations exist using trailing EPS, forward EPS, or an average of the two.
  • Historically, the average P/E ratio in the market has been around 15-25.
  • Theoretically, a stock’s P/E tells us how much investors are willing to pay per dollar of earnings.
  • A better interpretation of the P/E ratio is to see it as a reflection of the market’s optimism concerning a firm’s growth prospects.
  • The P/E ratio is a much better indicator of a stock’s value than the market price alone.
  • In general, it’s difficult to say whether a particular P/E is high or low without taking into account growth rates and the industry.
  • Changes in accounting rules as well as differing EPS calculations can make analysis difficult.
  • P/E ratios are generally lower during times of high inflation.
  • There are many explanations as to why a company has a low P/E.
  • Don’t base any buy or sell decision on the multiple alone.

Management accounting vs. financial accounting (43) Views

Financial accounting and management accounting are two interrelated facets of the accounting system. They are not independent of each other but they are interdependent. Financial accounting provides the basic data which are analysed and interpreted suitably and in the required manner by management accounting. Although there exists close relationships between financial accounting and management accounting, distinction is always drawn between financial accounting and management accounting since they differ in their emphasis and approaches.

Functions of management accounting (57) Views

  1. Modification of data: The management accounting system modifies the data furnished by financial accounting to serve the managerial needs in such a way that the process of classification and combination which enables to retain similarities without eliminating dissimilarities.
  2. Validating the data: To make reliable decisions valid data should be made available to managers. The effectiveness of managerial function depends too much upon the accuracy and adequacy of the data. It is the function of management accounting to present before the management the required data with some sort of reasonable accuracy and it need not be with perfect accuracy.
  3. Analysis and interpretation of data: Though management accounting is concerned with recording of business transactions, the analysis and interpretation of such data, in analyzing and interpreting the data lies the essence of management accounting. To discharge this function management accounting uses a number of tools like Marginal costing, budgeting, standard costing etc.
  4. Communicating the data: The collected and interpreted data must be communicated to those who are interested in it or to whom it has some meaning. Otherwise these data may not yield any meaningful result and the whole process of collecting, validating and interpreting would amount to be a futile exercise. The communication of the data should be done within a reasonable time. Data delayed is decision delayed and a delayed decision may delay the prosperity of its concern. To accomplish this function of management accounting several reports and statements are being used.

Functions of a management accountant:

Although it is understood that all the functions of management accounting are to be performed by the management accountant, the following may be said to be the important role of the management accountant in the management of a company.

  1. Collection of data: The management accountant has to collect data about the problems faced by the management through primary and secondary sources.
  2. Analysis of data: After the collection of data, the management accountant has to analyse it for the purpose of interpretation using various tools and techniques.
  3. Presentation of data: The management accountant is required to present the data to the management in columns and rows to facilitate proper understanding.
  4. Planning: The management accountant assists the management in long range planning as well as in formulation of policies of the organisation.
  5. Controlling: The management accountant follows different techniques like standard costing, budgetary control etc to ensure adequate control for implementation of plans and achievement of objectives.
  6. Reporting: Reporting being a very important function of a management accountant, he has to prepare different types of reports periodically and communicated to the concerned departments to meet the requirements at different levels of management for necessary action.
  7. Coordinating: The management accountant has to co-ordinate the various activities of the organization for the preparation of master budget and other such activities.
  8. Decision making: The management accountant has to assist the management in taking realistic decisions through analysis and interpretation of data that suggests a particular course of action with the help of various tools of management accounting.


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