Wednesday, April 29, 2015
In Page 2010 Professional
In Page 2010 Professional
InPage is a word processor and page format programming for dialects, for example, Urdu, Persian, Pashto and Arabic under Windows which was initially grown in 1994. It is principally utilized for making pages as a part of the dialect of Urdu, utilizing the Nasta`līq (نستعلیق) ('hanging' calligraphic) style of Arabic script. As a true standard Urdu distributed instrument, InPage is broadly utilized on PCs where the client wishes to make their documents in URDU.
Tuesday, April 28, 2015
Stop Wasting Time
Stop Wasting Time
Life is often what happens to you along the way when you
have planned otherwise because there are time wasters out there to throw you
off the track. Your performance may not always match your intentions. To help
you to increase your productivity each and every day, both on and off the job,
here are five easy tips to overcome the major time wasters to help you to stop
wasting time.
Plan your day. Set aside time each night for Daily Planning,
a time for you to take control of your most important asset, the next
twenty-four hours. Create a To Do list with all the things you "have
to" do and, more importantly, all the things you "want to" do.
Don't be afraid of putting down too much. A project tends to expand with the
time available for it. If you give yourself one thing to do, it will take you
all day. If you give yourself two things to do, you will get them both done. If
you give yourself twelve things to do, you may not get all twelve done, but
you'll get eight or nine done. Having a lot to do creates a healthy sense of
pressure on us to get things done. Prioritize this list. Put the number
"1" next to the most important item, "2" beside the next
most important item, the number "3" beside the third most important item,
etc. People ask me a lot, "Do you do Daily Planning every day?" I
reply, "Only if I want to have a good day."
Control procrastination. The easiest way to avoid
procrastination in your day is to do the Daily Planning each day. Without a
plan of action to direct you, you are often drawn to the things that are easier
or to the most urgent items that may not be the most important use of your
time. You can easily get caught up in "stuff", wasting time majoring
in the minor things, spending your day wheel spinning in the unimportant areas
while the important things get put off.
Avoid interruptions. A problem that is well defined is
mostly solved. To define your interruptions situation to permit you to take
some preventive actions, run an Interruptions Log. On a pad of paper, log in
interruptions as they occur over a few days. Put down who brings them to you,
how long each interruption lasts, and whether or not they were valuable or of
no value. Once you accumulate your data, get the most frequent interrupters who
bring the interruptions with no value to change their actions and agree to not
bring as many low value interruptions to you in the future.
Delegate it. If you had unlimited amounts of time, you could
do everything yourself, but you don't. Each week has but 168 hours to get all you
need and want to do. I review every item on my To Do list each night in Daily
Planning and ask, "Is this the best use of my time?" If it is, I will
plan to do it myself and if it's not, I will try to find a way to delegate it
to free up my time for something more valuable. There is a lot of difference
between, "I do it", and "It gets done". Sure, it's great to
do a variety of things but you have to be sure that your scarce resource is
always being spent in the most productive way.
Manage meetings. Before you commit to attend a meeting with
another or with a group, ask yourself two questions. First, "Is it
necessary?" Sometimes we go to a meeting solely because we have been
invited or because we have always gone out of habit without ascertaining
whether or not it truly is necessary. Second, ask yourself, "Am I
necessary?" Perhaps the meeting is important but if you don' t contribute
anything to it or if you don't get anything from it, try to find a way to
excuse yourself from attending all or a portion of the meeting.
Top Five Time Management Mistakes
Top Five Time Management Mistakes
Time management is not necessarily working
"harder", but rather, "smarter." And to accomplish significantly more in our
days, we need not increase our efforts. As an example, in a horse race, the
first horse may earn a $50,000 purse and the second horse may earn a $25,000
purse. The first horse gets twice as much money as the second horse, not
because it ran twice as far or twice as fast. It was only a "nose
ahead" of the competition.
So it is with our daily results. We need not run twice as
fast or put in twice the effort to significantly increase our daily success. We
only need to be a "nose ahead" of where we already are. We are all
productive in our days. We would not survive the demands of this world if we
were not. The real challenge is how much more productive can we become?
And, a lot of our time management has to do with more of
what we are not doing rather than what we are doing. Sometimes our mistakes and
omissions will keep us from running at a full pace. Here are the Top Five Time
Management Mistakes we should all avoid to help us to increase our daily
success both on and off the job, in less time and with less stress.
1. Start your day
without a plan of action. You will begin your day by responding to the
loudest voice (the squeaky wheel gets the grease) and spend it in a defensive
mode, responding to other people's and events' demands. The tail will wag the
dog. If there is a void of leadership in your time management life, someone
will fill that void, not that others are bad people, but others will take all
of your time if you let them. You will have worked hard but may not have done
enough of right things. Time Management is not doing the wrong things quicker.
That just gets us nowhere faster. Time Management is doing the right things.
2. Get out of balance
in your life. Our lives are made up of Seven Vital Areas: Health, Family,
Financial, Intellectual, Social, Professional, and Spiritual. We will not
necessarily spend time every day in each area or equal amounts of time in each
area. But if in the long run, we spend a sufficient quantity and quality of
time in each area, our lives will be in balance. But if we neglect any one
area, never mind two or three, we will eventually sabotage our success. Much
like a table, if one leg is longer than the rest, it will make the entire table
wobbly. If we don't take time for health, our family life and social life are
hurt. If our financial area is out of balance, we will not be able to focus
adequately on our professional goals, etc.
3. Work with a messy
desk or work area. Studies have shown that the person who works with a
messy desk spends, on average, one and a half hours per day looking for things
or being distracted by things. That's seven and a half hours per week.
("Out of sight-out of mind." And the reverse of that is true too,
"In sight, in mind"). And, it's not a solid block of an hour and a
half, but a minute here and a minute there, and like a leaky hot water faucet,
drip, drip, drip, it doesn't seem like a major loss, but at the end the day,
we're dumping gallons of hot water down the drain that we are paying to heat.
If you have ever visited the office of a top manager, typically, that person is
working with a clean desk environment. Many would attribute this practice to
that person's access to other staff members. While there may be some truth in
that conclusion, in most cases, if we went back some years in that person's
career, they probably were working with a clean desk back then which gave them
the focus they needed to become promoted to where they are today.
4. Don't get enough
sleep. Studies show that nearly 75% of us complain on a regular basis, all
throughout our days, that we are flat-out tired. For most people, they get the
quantity of sleep, but they lack the quality of sleep. Their days are filled
with so much stress, they are out of control, working harder but maybe not
smarter, that it's difficult to get a full night's sleep. (For some, they
simply do not allow for a sufficient quantity of sleep.) If you will plan your
day, then work your plan, you will get more done, feel a higher sense of
accomplishment, and experience less stress and enjoy a more restful night's
sleep.
5. Don't take a lunch
break. Many do not take a lunch break, working through that time period in
the hopes that it will give them more time to produce results. Studies have
shown it may work just the opposite. After doing what we do for several hours,
we start to "dull out." Sure, we can work through lunch and be
productive, but that is not the issue. The issue is "how much more"
productive we can be. A lunch break, even a short fifteen minute break, gives
us a chance to get our batteries all charged up again to more effectively handle
the afternoon's challenges. We are then less likely to procrastinate a few of
those difficult tasks that, in the long run, will make a positive difference in
our personal productivity.
**********************************************************************
Monday, April 27, 2015
Cost Pools and its Drivers
DIFFERENT CATEGORIES OF COST POOLS AND ITS DRIVERS
The
important cost pools and its drivers are given below:
Cost Pools |
Cost
Drivers
|
|
Customers
Order Processing
|
No. of Customers
No. of Orders Source ( customer
location)
No. of Orders by Quantity
No. of Order by Value
No. of Customers Visits
|
|
Material
Planning/Acqusition
|
No. of Items/Parts/Components
No. of Deliveries
No. of Material Receipts
No. of Material Orders
No. of Material Movement
No. of Stock Shortage/Discrepanceis
No. of Material Transactions
Wieght/Volume of Material
|
|
Inspection
and Quality Control
|
No. of Inspection
No. of Rejects
No. of Receipts
No. of Parts/Volume
No. of Customers
Batch Sizes
No. of Product Changes
No. of Setups
No. of Suppliers
|
|
Production
Control
|
No. of Product Changes
No. of Parts Operational
No. of Production Hours
No. of Machine Changes
No. of Order Board Changes
No. of Personnel Supervised
No. of Schedule Changes
No. of Machine Layout Changes
No. of Production Batches
No. of Setups
No. of Work Orders
|
|
Maintenance
|
No. of Setups
No. of Machine Breakdowns
Capital Expenditure
No. of Defects
No. of Tool Changes
Activity Level
No. of Product Changes
No. of Production Changes
Maintenance Schedule
|
|
Research
& Development
|
No. of Research Projects
Personnel Hours on a Project
Technical Complexities of Products
|
|
Customers
Service
|
No. of Service Calls
No. of Product Serviced
No. of Hours Spent on Servicing
Products
|
|
Customers
Accounting
|
No. of Despatches
No. of Deliveries
No. of Invoices
No. of Accounting Report
No. of Sales Orders
No. of Payroll
No. of Accounting Changes
|
Note: With examination point of view there
may by some other cost pools and its drivers mentioned in the questions.
Reference:
Cost and Management Accounting 5th edition by Ravi M. Kishore
Steps in Limiting Factors
Limiting Factor
Definition:
Limiting factor refers to a resource
which is short in supply and that because of its shortage limits an
organization output.
Steps to be
taken to arrive optimal production plan under the condition of limiting factor:
- Identify the limiting factor
- Calculation of contribution per unit of each product
- Calculation of contribution per limiting factor of each product
- Ranking of the product on the basis of per limiting factor
- Allocation of limited resource arrive at the optimal production plan.
Sunday, April 26, 2015
Business Research Method
Business Research Method
A skill Building Approach By Umma Sekran 4th edition
This Business Research Book gives a prologue to research routines and gets ready understudies for leading their own autonomous examination venture. The Business Research Book covers the entire exploration process from the recognizable proof of examination inquiries through to reviewing the undertaking. Understudies figure out how option research ideal models and rationalizes lead to choices about the important technique to use to address a recognized hole in the flow writing for their own particular examination theme.
Saturday, April 25, 2015
Accounting Information System pdf
Accounting Information System
by james A. Hall
A Accounitng information system data framework (AIS) is a structure that a business uses to gather, store, oversee, process, recover and report its money related information so it can be utilized by bookkeepers, advisors, business experts, supervisors, (CFOs), evaluators and administrative and charge organizations. Specifically, uniquely prepared bookkeepers work with Accounitng information system to guarantee the most elevated amount of precision in an organization's money related exchanges and recordkeeping and to make budgetary information effectively accessible to the individuals who honestly need access to it, all while keeping information in place and secure. This article will portray the essential parts of an Accounitng information system and some of its genuine applications.
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SPSS 16.0 Statistical Software
SPSS 16.0 Statistical Software
SPSS is a Windows based program that can be used to perform data entry and analysis and to create tables and graphs. SPSS is capable of handling large amounts of data and can perform all of the analyses covered in the text and much more. SPSS is commonly used in the Social Sciences and in the business world, so familiarity with this program should serve you well in the future. SPSS is updated often. This document was written around an earlier version, but the differences should not cause any problems. If you want to go further and learn much more about SPSS, I strongly recommend Andy Field’s book (Field, 2009, Discovering statistics using SPSS). Those of us who have used software for years think that we know it all and don’t pay a lot of attention to new
features. I learned a huge amount from Andy’s book.
Download Here
Download Here
Stata Software for Econometric
Stata Software for Econometric :
Stata is a capable factual bundle with shrewd information administration offices, a wide cluster of cutting-edge measurable systems, and an astounding framework for delivering production quality diagrams. Stata is quick and simple to utilize. In this excercise we begin with a brisk presentation and outline and afterward examine information administration, insights, diagrams, and programming.
Friday, April 24, 2015
Operational and Production Management
Operational and Production Management
Thursday, April 23, 2015
Political Environment (Chapter 4)
Political Environment (Chapter 4)
PURPOSE OF CHAPTER
Whether political interests precede or follow economic interests is debatable, but certainly the two are
closely interrelated. A country or company may play politics in order to pursue its economic interests, but economic means may also be used to achieve political objectives. As in the case of the steel industry, President Bush imposed the tariffs in 2002, ranging from 8 percent to 30 percent, on foreign-made steel so as to give the domestic industry time to regroup to become more competitive. Even after the WTO’s ruling that the tariffs violated global trade laws, Bush’s political advisers did not want to remove the tariffs because it could harm his chance of winning re-election in such steel-making states as Pennsylvania, West Virginia, Ohio, Indiana, and Illinois.
Often, politics and economics do not mix well. For a very long time, the USA imposed economic censure against Vietnam. While the economic sanction was achieving the desired goal of adversely affecting international investment and trade with Vietnam, Asian and European companies took advantage of the absence of American firms and entered the market.
Vietnam is an attractive market – not only for its market size and natural resources, but also because of other economic reasons. Vietnam welcomes foreign investment in all economic sectors (except defense industries), offers generous tax concessions and duty exemptions, allows 100 percent foreign ownership, imposes no minimum capital requirement, and promises the unrestricted repatriation of capital and profits. In addition, the political climate has greatly improved. The US government finally permitted American companies to enter the Vietnamese market in the mid-1990s.
Wednesday, April 22, 2015
Trade Distortion and Marketing Barriers (Chapter 3)
Trade Distortion and Marketing Barriers (Chapter 3)
Free trade makes a great deal of sense theoretically because it increases efficiency and economic welfare for all involved nations and their citizens. South Korea’s trade barriers, however, do not represent an isolated case. In practice, free trade is woefully ignored by virtually all countries. Despite the advantages, nations are inclined to discourage free trade.
This chapter catalogs the types and impact of trade and marketing barriers. It examines trade restrictions and the rationale, if any, behind them. By understanding these barriers, marketers should be in a better position to cope with them. It would be impossible to list all marketing barriers because they are simply too numerous. Furthermore, governments are forever creating new import restrictions or adjusting the ones currently in use. For purposes of study, marketing barriers may be divided into two basic categories: tariffs and non tariff barriers. Figure 3.1 on p. 54 provides details of this division.
Trade Theories and Economic Development (Chapter 2)
Trade Theories and Economic Development (Chapter 2)
The case of Botswana illustrates the necessity of trading. Botswana must import in order to survive, and it must export in order to earn funds to meet its import needs. Botswana’s import and export needs are readily apparent; not so obvious is the need for other countries to do the same. There must be a logical explanation for well-endowed countries to continue to trade with other nations.
This chapter explains the rationale for international trade and examines the principles of absolute advantage and relative advantage. These principles describe what and how nations can make gains from each other. The validity of these principles is discussed, as well as concepts that are refinements of these principles. The chapter also includes a discussion of factor endowment and competitive advantage. Finally, it concludes with a discussion of regional integration and its impact on international trade.
 |
Nature of International Marketing (Chapter 1)
Nature of International Marketing
This chapter addresses the who, what, why, and how of international marketing by giving an overview of the nature of international business. The discussion begins with an examination of how marketing in general is defined and how that definition works for international marketing. The chapter examines the criteria that determine when a company has successfully transformed itself into a multinational firm. To dispel some popularly held misconceptions, there is an explicit treatment of the benefits of international trade
Peachtree User Guide 2009
Peachtree User Guide 2009
Peachtree user Guide help you Learn Peachtree accounting software in easy way and Professionally .
It Provide the Guide you step by step and with more details.
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