William Zelman, who brought us together; Arnold Kaluzny, who helped us find the right publisher; Erika Fulmer, who helped us keep things moving; Kristin Keagy, Kay Grinnell, Donna Cooper, Betsy Mann, and Raleigh Mann, who helped us edit the chapters; and all the chapter authors and contributors, who gave this book its breadth and depth. This book would not have been possible without them. Businesspeople who work in medical practices are known by a variety of titles, such as administrator, practice manager, or office manager.
Share capital Reserves and surplus Unsecured loans Current liabilities and provisions Current liabilities Provisions Exhibit 2. Current liabilities and provisions Net current assets 4 Miscellaneous expenditure and losses. Liabilities defined very broadly represent what the business entity owes others.
The Companies Act classifies them as share capital, reserves and surplus, secured loans, unsecured loans, current liabilities and provisions Share Capital: This is divided into two types: The first represents the contribution of equity shareholders who are the owners to the firm.
Equity capital, being risk capital, carries no fixed rate of dividend.
Preference capital represents the contribution of preference shareholders and the dividend rate payable on it is fixed. Reserves and surplus are profits, which have been retained in the firm. There are two types of reserves: Revenue reserves represent accumulated retained earning from the profits of normal business operations.
These are held in various forms: Capital reserves arise out gains, which are not related to normal business operations. Examples of such gains are the premium on issue of shares or gain on revaluation of assets. Surplus is the balance in the profit and loss account, which has not been appropriated to any particular reserve account.
Note that reserves and surplus along with equity capital represent owners' equity or net worth. These are the borrowings of the firm against which specific collateral have been provided. The important components of secured loans are: These are the borrowing of the firm against which no specific security has been provided.
The major components of unsecured loans are: Current liabilities and Provisions: Current liabilities and provisions, as per the classification under the companies Act, consist of the amounts due to the suppliers of goods and services bought on credit, advance payments received, accrued expenses, unclaimed dividend, provisions for taxes, dividends, and so on.
Current liabilities for managerial purposes as distinct from their definition in the Companies Act are obligations, which are expected 23 to mature in the next twelve months. So defined, they include current liabilities and provisions as per the classification under the Companies Act plus loans secured and unsecured which are repayable within one year from the date of the balance sheet.
Broadly speaking, assets represent resources, which are of some value to the firm. They have been acquired at a specific monetary cost by the firm for the conduct of its operations.
Assets are classified under the Companies Act as fixed assets, investments, current assets, loans and advances, miscellaneous expenditure and losses.EBSCOhost serves thousands of libraries with premium essays, articles and other content including Designing a Balanced Scorecard to Measure a Bank's Performance: A Case Study.
Get access to over 12 million other articles! Keywords: Balanced scorecard, Performance management, Performance evaluation, BSC methodology, Iraq 1.
Introduction In the past few decades, performance measurement has become a hot topic, and has witnessed continuous development and modifications by academicians and practitioners. The balanced scorecard approach uses multiple measures. B. *Correct Answer* The trend in managerial performance evaluation is the balanced scorecard approach.
Multiple measures of performance permit a determination as to whether a manager is achieving certain objectives at the expense of others that may be equally or more important.
Devising a Balanced Scorecard to determine Standard Chartered Bank's Performance: A Case Study Sunita Panicker * and Vinita Seshadri Christ University, Bangalore, India Abstract Performance management plays a pivotal task in evaluating the strategic performance of commercial banks.
Madan Sabnavis, chief economist at NCDEX Ltd, said, "The increase in value of the gold reserves gives the comfort to the nation that in the worst case scenario, it can pledged for getting loans as happened in when the country was on the verge of a bankruptcy.
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