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  MANAGING FINANCE, INFORMATION AND KNOWLEDGE  Table of Contents  Table of Contents.......................................................................................................2Introduction:...............................................................................................................31.1 Cash flow forecasting for the three years ending 2015:.......................................31.2 The importance of woring capital management to the profitability of the business:....................................................................................................................51.3 The benefits of information and nowledge management towards an organi!ation:..............................................................................................................."1.# The use of information and communication technology $ICT% in en&ironmental scanning and benchmaring:......................................................................................'1.5 The relationship between organi!ational learning and competiti&e ad&antages:.................................................................................................................................10Conclusion:...............................................................................................................10(eferences:..............................................................................................................122  | ) a g e  Introduction Knowledge is increasingly considered as innermost, both to the flourishing performance of organizations and to their strategic direction. Managing finance, information and knowledge in any organization evaluates the nature and place of knowledge (Rosete and Ciarrochi, !!"#. $n a contemporary organization paying concentration to the management of finance, information and knowledge enhance the strategic decision making and incorporate various innovative initiatives (%rown, !!&#. 'his particular study draws a wide range of literature spanning the discipline of finance, information and knowledge management. !"! Cas# flo$ forecastin% for t#e t#ree &ears endin% '(!)Inco*e and e+enditure state*ent-articulars ear ) !&*ear ) !&+ear ) !&" Inco*eFees ./0 "!,!!!&,"!!,!!!,"!,!!! Total inco*e "!,!!!&,"!!,!!!,"!,!!!  E+enditure1ariable cost   Ad*inistrati2e staffin% cost .$or3in% !0 &*"!!&-"-&+." Consultants staffin% cost .$or3in% '0 /!!!!!&!*!!!!&/-++! Consultanc& e+enses .$or3in% 40 "!!!"!!&!!!! Caital e+enditure &,*",!!!",!!!/",!!! Total 2ariable cost &&"!!&/!"/+&." Fi+ed cost   Consultanc& e+enses !,!!!!,!!!!,!!! Total fi+ed cost !,!!!!,!!!!,!!! Total cost ,&*,"!!&,!,",/++,& Wor3in% !  ear !&*ear !&+ear !&" Ad*inistrati2e staffin% cost ./0 ,"!!*"-&+." 3  | ) a g e  Nu*ber of staff  "&! Total &*"!!&-"-&+."  Wor3in% '  ear !&*ear !&+ear !&" Consultants staffin% cost ./0 "!,!!!"&"!!"*!+" Nu*ber of staff  &!* Total /!!!!!&!*!!!!&/-++!  Wor3in% 4Fees inco*e ./0 "!,!!!&,"!!,!!!,"!,!!! Incre*ent  !."!.****** Consultanc& e+enses ./0 "!!!"!!&!!!! Cas# flo$ forecastA" Cas# brou%#t for$ard !)&,*,"!!)&,&/," 5" Receits   Fees ./0 "!,!!!&,"!!,!!!,"!,!!! Total receits "!,!!!&,"!!,!!!,"!,!!! C" -a&*ents   Ad*inistrati2e staffin% cost ./0 &*"!!&-"-&+." Consultants staffin% cost ./0 /!!!!!&!*!!!!&/-++! Consultanc& e+enses .2ariable0 ./0 "!!!"!!&!!!! Caital e+enditure ./0 &,*",!!!",!!!/",!!! Consultanc& e+enses .fi+ed0 ./0 !,!!!!,!!!!,!!! Total a&*ents ,&*,"!!&,!,",/++,& D" Net cas# flo$ for t#e &ear )&,*,"!!)&,&/,")&,"/,+/* E" Cas# carried for$ard )&,*,"!!)&,&/,")&,"/,+/*0s the cash carried forward at the end of !&" is ) 1&,"/,+/*, therefore the consultancy should have a start up funding of amounting 1&,"/,+/* in order to avoid overdraft during these three years. $n such case the cash flow will be as follows2 Cas# flo$ forecastA" Cas# brou%#t for$ard &"/+/."&+,-/**-+,& 5" Receits   Fees ./0 "!,!!!&,"!!,!!!,"!,!!! #  | ) a g e  Total receits "!,!!!&,"!!,!!!,"!,!!! C" -a&*ents   Ad*inistrati2e staffin% cost ./0 &*"!!&-"-&+." Consultants staffin% cost ./0 /!!!!!&!*!!!!&/-++! Consultanc& e+enses .2ariable0 ./0 "!!!"!!&!!!! Caital e+enditure ./0 &,*",!!!",!!!/",!!! Consultanc& e+enses .fi+ed0 ./0 !,!!!!,!!!!,!!! Total a&*ents ,&*,"!!&,!,",/++,& D" Net cas# flo$ for t#e &ear &+,-/**-+,&! E" Cas# carried for$ard &+,-/**-+,&!  !"' T#e i*ortance of $or3in% caital *ana%e*ent to t#e rofitabilit& of t#e business 3fficient management of the working capital shows a classical e4ample of the risk and return association of any financial decision making. 0s pointed out by Calof (&---#, an increment in the volume of net working capital through reducing current liabilities and appreciating the current asset volume reduces the risk of the firm related to payment of the bills on time. 0dditionally at the same time it also reduces the current level of profitability of the firm. 5ithin the business operation of the firm, the management of working capital includes the risk and return trade off that indicates that the firm is not going to take any additional risk unless this additional risk is covered by the additional returns (%rown, !!&#. $t is noticeable that the management of the working capital of the organization follows a cyclic procedure through which the investments are converting into inventories and accounts receivable into cash in order to pay the operational bills. 0s pointed out by 3ngelhard and 6egele (!!*#, the components of working capital management are controllable by the firm management. Many researchers evaluates that investments in firm capital have assistant costs and benefits. 0s mentioned by Rosete and Ciarrochi (!!"#, organizations generally tries to make a balance between the cost and benefits of the current assets as that particular level of current assets supports the organization to minimize the sum of carrying costs and shortage costs. 7indings from the study of &*& firms listed on the 0thens stock e4change between !!& and !!/ by 6wokah and 7rannces (!!-# evaluates that there e4ist a statistically strong relationship  between profitability and the management of working capital management. 8pecifically it is 5  | ) a g e
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