Managing Responsibilities In Departments

All organizations, including businesses, have managers. They may not be called managers because there are some other titles which can be used such as, leader, director and so on. No matter what is the title, the task is the same or much of similar and no matter what is the organization. If you are a student in a school or if you are in full employment, the managers of your organization will have to fulfill a few tasks. These tasks are to plan, organize, co-ordinate, command and control In other words, people also say that managers “POCCC.”Most businesses have departments organized on “functional lines.” This explains a functional structure of the business.

These departments are Human Resource department, Marketing Department, Accounting and Finance Department and Production Department. Every department plays its role in running a stupendous business.
• HUMAN RESOURCE DEPARTMENT:

Managers in this department are responsible for, recruiting staff, preparing job descriptions, planning and implementing staff training programs, keeping staff records, disciplining and warning staff if necessary, negotiating with workers, interviewing and selecting staff and predicting number of employees needed for the business. This department is very vital for the business in many ways. With the increasing cost of recruiting staff, it is necessary for the HR Department to manage people firmly.

• MAKRETING DEPARTMENT:

The managers in this department will be responsible fore, market research into existing or new markets in order to identify new market opportunities, planning new products, working closely with Research and Development Department and Production Department, deciding on the best marketing mix product and also make sure that this is put into effect and also keeping records of the sales of the each product. Without effective marketing, it is not possible for a business to survive. The marketing managers play a key role in keeping in contact with the consumer to those products will meet their need.

• ACCOUTNING AND FINANCE DEPARTMENT:

The main responsibilities of the managers include, recording all financial transactions with other firms, collecting all of this data together and presenting it in the form of regular accounts, preparing budgets for whole of the business, keeping control of the cash flow, deciding on the most appropriate methods of finance and analyzing the profitability of new investment projects.

Posted in Uncategorized | Comments Off on Managing Responsibilities In Departments

Learn How Your Finance Department Can Inspire Growth

Almost all departments within all companies have an untapped ‘cognitive surplus’. A ‘cognitive surplus’ is the difference between the specific tasks an employee is assigned to do and what they actually are capable of doing – the actual versus the potential work.

It seems obvious, but to tap into it the ‘Cognitive Surplus’ can make a huge difference.

Companies such as 3M, Dell and Google have all implemented what is called ‘20% time’ or ‘innovation time’ – one day of their working week, dedicated to whatever projects they like… provided it benefits the company in some way.

Does it pay off?

One might wonder: Does it pay off? Well, at Google this has resulted in successful projects such as Gmail, Google News and AdSense, and according to ex-employee, Marissa Mayer, as many as half of Google innovations are a result of ‘20% time’.

But, while this approach might be considered something market leaders can utilise, many finance departments perceive they barely have the time to complete all the necessary work at present, never mind crafting new and innovative ideas, supporting procedures that aid business growth.

Yet finance departments really do need this ‘innovation time’.

In this slow and sometimes contracting economy, the next two years will be critical for businesses. It will fall largely on finance departments to walk the thin line between productive spending and managing a dwindling pool of resources. Additionally, with a host of new financial regulations coming into place in this two-year period, financial departments will be instrumental in helping businesses to remain compliant without losing their current standing.

This extra pressure and workload will make it difficult for finance to inspire new talent whilst holding on to the employees they already have. Finance professionals require stimulating challenges without being overloaded with extra work – they need ‘20% time’ to effectively tap-in to their expertise, and not have their time consumed by lengthy, repetitive tasks – that can be automated.

How to make time for tapping into ‘Cognitive Surplus’ in the finance department

One way in which businesses can help free up some of their finance department’s time to complete tasks, is by automating the tedious and time-consuming tasks that turn prospective talent off finance work. Reconciliation is one such set of tasks that finance professionals find particularly tiresome and time consuming. Fortunately it is now possible to automate account reconciliation, processing hundreds of thousands of transactions in just minutes rather than hours or potentially days.

While significantly reducing reconciliation errors, automation also frees up large chunks of time that could be dedicated to maintaining compliance, providing strategic insight in this tough economy.

Posted in Uncategorized | Comments Off on Learn How Your Finance Department Can Inspire Growth

Best in Class Finance Functions For Police Forces

Background

Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.

The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.

Challenge

Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.

In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.

Developing a Best in Class Finance Function

Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.

1) Aligning to Force Strategy

As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.

Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.

The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.

Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.

2) Supporting Force Decisions

Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.

3) Value to the Force

The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:

Centralization

By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.

With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.

The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:

o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support

However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:

o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force

A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.

To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.

Process Efficiencies

Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.

Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.

Culture

Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.

Organizational Improvements

Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.

Technology Enabled Improvements

There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Call logging, tracking and workflow tool

Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.

o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.

The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.

C) Database solution

Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.

Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.

D) Customize reports

In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.

Posted in Uncategorized | Comments Off on Best in Class Finance Functions For Police Forces

Truck Financing Options Have Tightened Requiring Credit Strategy

Conventional truck financing poses serious challenges because of the economic conditions that face banks and independent truck operators. Diesel fuel has reached record highs of $4.50 or more, and the cost affects truck profitability more directly than any other expense. The rise of food prices destabilizes the market further, and industry-wide defaults have made bankers more skeptical about truck financing. The Kenworth brand, manufacturers of popular industrial trucks, has restricted internal financing approvals even more tightly than the lending market at large. Kenworth financing proved difficult to obtain at the best of times, and deteriorating market conditions now make the task nearly impossible. Kenworth has pulled funds and imposed substantial down payments of 10-30 percent.

Long-haul trucks face the strictest financing qualifications. Startup businesses must provide significant down payments and enjoy excellent credit to qualify. Established trucking companies without sterling credit might need to produce 10-20 percent down. Trucking entrepreneurs can maximize their chances of approval from any lender by finding the best deal possible. Repossessions, auctions, off-lease trucks, and private sellers can generate substantial risk/reward benefits that might make a deal more attractive to lenders. Truckers can suffer credit denials from numerous conditions such as slow payments, tax problems, keeping poor financial records, or getting poor FICO scores, which analyze overall credit worthiness.

Poor credit need not disqualify owners from financing options. Leveraging business or personal collateral can guarantee the sale and leads to loan approvals. The extra collateral allows lenders to bypass credit score criteria in the decision-making process. Heavy equipment, fully owned trucks, commercial and/or residential real estate, and co-signers can facilitate approvals. Outright equipment collateral can lead to fast approvals within a week. Real estate might take longer, often requiring two weeks or more to clear titles. Lease/purchase programs generate tax benefits, and the method might lead to quicker acceptance.

Regardless of what method truckers choose, they should obtain sufficient insurance coverage to protect their assets and livelihood. Full purchase-price coverage can offer peace of mind, and accident and health insurance will indemnify truckers for circumstances beyond their control. Credit life insurance, physical damage coverage, and other alternatives provide complete protection against all possibilities. Repossessions and off leases make trucks available at favorable terms for first-time buyers or established owners seeking to expand operations, including strict loans from the internal Kenworth financing department. Truck financing opportunities exist for those people willing to shop carefully and exploit all their options.

Posted in Uncategorized | Comments Off on Truck Financing Options Have Tightened Requiring Credit Strategy

Florida Department Of Banking And Finance

The Florida Department of Banking and Finance provides Florida consumers with information and education they need to make informed financial decisions. For example, some of its important services can be listed as follows.

Consumer assistance and answers to general insurance and financial questions are available through our toll-free help line. These help lines are available through regional service offices or website. The Florida Department of Banking and Finance claims that each year, our specialists handle more than 450,000 consumer calls.
The regional services offices are located strategically throughout the state and provide consumers with access to one-on-one guidance regarding insurance and financial issues.
The Florida Department of Banking and Finance offers free community outreach programs that reach thousands of Floridians each year.
The department has also partnered with the Department of Elder Affairs to conduct a special outreach program helping seniors with their insurance concerns. This is known as SHINE, in short. The abbreviation is Serving Health Insurance Needs of Elders.
The Florida Department of Banking and Finance also offers free consumer guides. They do not take a single penny from the consumer for making the guide available to them. The consumer guide has been made available by the Department on a range of topics relevant to today’s insurance and finance markets. If you want to have that consumer guide, the best way is to order or review it online. What is more, you can also get the printout of the online consumers guide.

Posted in Uncategorized | Comments Off on Florida Department Of Banking And Finance

Essay on How to Help Poor and Needy People

Leaving a life that is meaningful is something that everyone needs. However, it is not something going into a spiritual quest. All the spiritual quests are going away from life. Unfortunately, you cannot find the meaning of life by going away from life.

In fact, it can be found only in finding the meaning here in life, not going to some lonely place to meditate. You can find the real essence of life only when you help others because you are living with others and your relationship matters.

Why should you help others?

You are living in this world because there are other people. Can you imagine living on this huge earth alone? Undoubtedly, you will go crazy if you find yourself alone in this world.

Life takes place in relation to others. Whether it’s someone from India or someone from Russia, that does not really matter, it is the same human being. Your idea of separate human is just an idea; otherwise, you all are inter-related and inter-connected.

Hence, by helping the poor, you can make this world a better place to live. People would love to be around you and people will bless you. Blessing never comes from the gods, in fat. It can only come from living beings. Hence, you must help people if you want a blessed life.

How can you help poor people?

If you look at the world closely, then you will see that there is inequality. Governments and other organizations are trying to fix this gap but it will make sense only when you find a way to contribute to the world.

There are many people who even don’t not have food to eat. Now, that is something sad because it is a basic thing that every living being must-have. But humans have become the only creatures that are starving. No other animals and birds are starving.

You would also find kids without education. A world that is not educated would slowly drift away to a bad state. If you want the growth of the world, then you should and must educate poor kids who do not have money to have a good education.

There are people who are also struggling to have shelter and clothes; the world is an utterly depressing place to live now. You must find some way to give shelters to poor people. You might not be able to build a home but you can contribute to the community center to feed and give shelter to the people who live differently in the community.

How should you approach?

You can help people in many ways. For instance, you can take part in cultural exchange programs or you can simply join awareness campaigns to educate poor people
You can help someone having medical treatment and medicines thus giving someone life. There is nothing better than giving life to people
You can see help from NGOs and other organizations that are working towards the betterment of the poor community

In fact, there are a number of ways and means to help poor people. All you need to have is the compassionate heart and a loving mind.

It is time to understand the essence of life by finding the ways to help people because you can only find spiritual satisfaction by h going the people. Poor people might have been born poor but they have all the right to live a rich and beautiful life. You should be instrumental.

Posted in Uncategorized | Comments Off on Essay on How to Help Poor and Needy People