Cap Nnaf Essay Example for Free

Cap Nnaf Essay Choose cite format: APA MLA Harvard Chicago ASA IEEE AMA Mr. Raghunath was happy that Rahul showed keen interest in his business but was worried about Ram who would always spend time with computers. He felt that if the interest of the two sons be put together they could start a flourishing business of their own. The boom in the IT industry made him find ways to satisfy his son’s dream. After college, the twins were drifting apart due to varied interest. Mr. Raghunath decided that this is the time for him to intervene and make decisions for his sons. He decided to start a computer business for his sons. He asked Rahul, a commerce graduate to draw up a proposal for the same. Rahul came out with the following ideas: The area they lived on ad run shop consisted of middle income group families and many of them did not possess computers at home Their shop could provide the following services: * Computer classes for various age groups. * Computer using facilities on payment per hourly basis and printing of documents from computers. * Internet access facility at the prevailing market rates by entering into contract with AIRTEL. * Computer games corer for children Rajiv jumped at the idea and they made up a common proposal. Rajiv wanted that they purchase 10 computers and start with first two areas of operation and expand when things go well. The shop they had at the market place was a single storey building. Their father offered to build the first floor and give it to them for their business. He spent `5,00,000 on construction of the facility and gave them `5,00,000 for the business. The sons went to bank and put up their proposal and managed to get a loan to the extent of 75% of the cost of computers ` 4,00,000 with printers. As the bank manager was aware of the credit worthiness of Mr. Raghunath, he advanced loan of `3,00,000. Total amount to be repaid will be `3,60,000 including interest in three annual installments as follows: * End of the first year = ` 1,30,000 * End of the 2nd year = ` 1,20,000 * End of the 3rd year = ` 1,10,000 (Where ` 1, 00,000 is the principal repayment) They started business on 1st April 2010. Rahul decided to deposit ` 4, 40,000 in the bank. He gave ` 1, 00,000 to computer company as 25% of the value of computers purchased and ` 3, 00,000 out of bank loan availed. He deposited ` 20,000 for electrical connection with the Electricity Board. He paid deposit of ` 1, 00,000 with AIRTEL for Internet connection. He used the telephone connection of the shop as there were two connections at the shop. The brothers got the computer cafe furnished by paying ` 50,000. Rahul got pamphlets printed and distributed at the cost of ` 4,500 in the surrounding colonies. All payments were to be made by cheques. All the receipts were in cash to be deposited in the bank on the same day. The students on the average paid a monthly fee of ` 500 for the three months computer evening classes. There were a number of internet subscribers and receipts on account of internet facility was ` 10,000 a month in the first quarter on an average. They decided to buy and sell computer stationery also like floppy, discs, CDs etc. At the end of the financial year, their results showed the following: | `| Total revenue including sale of computer stationery| 4,98,000| Purchase of computer stationery| 55,000| Electricity charges yet to be paid| 1,24,000| Telephone charges| 34,000| Petty expenses| 12,000| Entertainment expenses| 10,000| Maintenance expenses| 10,000| There was a helper at their father’s shop, who agreed to clean up the computer cafe and fetched water to various visitors. For the additional services, he was paid ` 500 per month. They withdrew `. 3, 000 by cheque each month for their personal expenses. They paid bank loan regularly. The father was pleased at their son’s efficiency. He wanted to expand business. Mean while Rahul received the pass book statement (for the end of March 2011) which showed the transactions as follows: Particulars| Deposit| Withdrawal | Balance `| Balance as on 1 march 2011| | | 4,76,500 CR| Fees remitted direct into business account. | 50,000| | 5,26,500 CR| Bank charges| | 500| 5,26,000 CR| Withdrawal by cheque no†¦Ã¢â‚¬ ¦| | 6,000| 5,20,000 CR| Payment by cheque no†¦Ã¢â‚¬ ¦. | | 6,000| 5,14,000 CR| Interest credited| 2,000| | 5,16,000 CR| Balance as on 31 march 2011| | | 5,16,000 (CR)| 1. Analyze the transactions and explain the rules applied as per double entry system of bookkeeping. 2. Journalize the above transactions. Post them into the ledgers and prepare trial balance. 3. Prepare Bank Reconciliation Statement and make necessary adjustment in the books of account. 4. Prepare Profit and Loss account and Balance Sheet. 5. Charge depreciation @25% on computers, @10% on furniture, 5% on buildings. 6. Paisa can be rounded off. 7. What are the basic assumptions and concepts applied by Rahul while preparing the above statements? 8. Calculate profitability ratios. 9. They approached bank for further loan. Compute the ratios the banker will require before granting the loan. 10. Comment on the efficiency of the business if the net profit and gross profit in similar type of business concerns are 20% and 50% respectively. —————————————— Cap Nnaf. (2018, Oct 17).

Enterprise Resource Planning Assignment Example | Topics and Well Written Essays - 2500 words

Enterprise Resource Planning - Assignment Example "The ERP market showed solid organic growth in 2004 as IT spending improved," says Jim Shepherd, vice president of research at AMR Research. "The market was also affected by consolidation within the segment, as well as ERP vendors acquiring best-of-breed players to broaden their portfolios." The top ten ERP vendors by revenue are in the following order: SAP, Oracle, PeopleSoft (acquired by Oracle December 28, 2004), Sage Group, Microsoft Business Solutions, SSA Global, Geac, Intentia, Lawson, Infor Global Solutions. The report, "The Market Analytix Report: Enterprise Resource Planning, 2004-2009", delivers revenue and growth rates for the top ERP players as well as growth forecasts through 2009. AMR Research expects the enterprise applications market to grow from $47.8 billion in 2004 to $64.8 billion by 2009. SAP has had a solid reputation and has been the market leader and its revenues grew from about $8 billion in 2003 to about $9.4 billion in 2004. That amounts to a 17 percent increase in revenue, with software licenses up by 20%. SAP reached these figures without any major acquisitions. Being a viable alternative to confused customers who were witness to the Oracle and PeopleSoft takeover saga, it benefited by luring their customers towards its products. When it is all said and done, SAP-owned 40 percent of the market for ERP software in 2004, says AMR, which predicts SAP will own 43 percent of the market by the end of 2005. To do this, SAP must grow revenues 11 percent this year to about $10.4 billion. The sap is growing very well and is expected to gain more than twice the revenue and market share of Oracle by the end of 2005.Before the hostile takeover of Peoplesoft by Oracle in 2003, PeopleSoft was the second largest ERP vendor with 13 percent of the market, and Oracle was a clos e third with about 12 percent of the market. In 2004, the combined market share of those two vendors dropped two percentage points to 22 percent, and in 2005, the combined Oracle-PeopleSoft will drop three more points to 19 percent of the market, according to AMR. Microsoft Business Solutions garnered a solid 13 percent from $683 million to $775 million, to claim 3 percent of the market. AMR sees the ERP division of the world's largest software company growing revenues by 15 percent in 2005, to $891 million, which would give it a 4 percent share.  

Learning Organisation Case Study Example | Topics and Well Written Essays - 3500 words

Learning Organisation - Case Study Example In addition to other initiatives, each employee was given '100 towards any (approved) learning of their own choice - inside or outside the organization. Such learning could incorporate ballroom dancing, driving lessons, flower arranging or whatever. This was viewed as being proof of commitment but also as a means of generating "the learning habit". All learning is registered (on a central database) and rewarded (not in financial terms). Employees are given some time within working time to use the open learning centres - but more learning occurs in the employees' own time. Employees are reinvigorated both in terms of evaluating their own learning and in terms of their work -employees on the production line have a "right" to stop the line - at large cost - if they feel something is wrong. Evidence suggests that whenever, as in this case, employees feel cherished they respond accordingly. There is no headstrong stopping of the line. Clearly, this all sounds very simple and naive. Change is never easy - and cultural and attitudinal change is the toughest of all. In the Rover case, the main people were a small number of "change agents" -people with the skills of interviewing, counselling, coaching and convincing - whose role was not to establish the nature of change but to make it happen. They are required at various levels to act as catalysts, sounding boards, motivators, and sources of feedback, monitoring and control. If you can recognize suitable change agents, you are half way to success. They don't have to be people in the line structure - it is possible to ascertain practises which allow them to work outside of the line structure using the "authority" of an overall, senior co-ordinator. Critiques of the Learning Organisation Concept In spite of the extensive interest in the notion of the "learning organisation" as is shown by the proliferation of research literature as well as popular books, it is a difficult concept and, indeed, a contested one (see, in particular, the critiques of Brown and Keep (2003) and Fischer (2003), who provided source material for the Cedra learning organisation project). There is censure among many sociologists and researchers in adult and community education but also in the occupational education and training (VET) community, for example in Germany (Fischer, 2003). They see the idea of the learning organisation as being seated in a normative or prescriptive business-school management concept that is founded on pitiless American/Anglo-Saxon economic principles of organisational effectiveness. They disapprove of the use of sophisticated cultural and psychological theories by modern management to maximise benefits for the company without paying a big deal of attention to ensuring personal learning benefits for employees or workers. This analysis is reinvigorated by a feeling of being disappointed by the non-fulfilment of the hopeful forecasts in the 1980s regarding the emergence of more human-centred workplaces in the post-Tayloristic period that would improve the quality of working life for everybody (see