knowledge-version(shritechnical)

BUSINESS POLICY

In 1911, Harvard business school introduced a course based on interactive case studies to create and enhance general management capability among business executives. Business Policy tends to emphasize on the rational analytical aspect of strategic management. It presents a framework for understanding strategic decision making in organizations. Such a framework enables a manager to make preparations for handling general management responsibilities effectively.

CONCEPT OF STRATEGY

STRATEGY

Strategy is a comprehensive plan which includes:-

• Determining long term objectives of an organization;
• Adopting suitable course of action; And
• Allocating resources which are considered essential for achieving those objectives.

SRATEGY IS PARTLY PROACTIVE AND PARTLY REACTIVE

A Company’s strategy is typically blend of:

• Proactive actions on the part of managers to improve the company’s market position and financial performance.
• reactions to unanticipated developments and fresh market conditions in the dynamic business environment.

In other words, a company uses both proactive and reactive strategies to cope up the uncertain business environment. Proactive strategy is planned strategy whereas reactive strategy is adaptive reaction to changing circumstances.

CONCEPT OF MANAGEMENT

WHAT IS MANAGEMENT?

Management is a process of designing and maintaining an environment in which an individual working together in groups, efficiently accomplish selected aims.

NATURE OF MANAGEMENT

• Management as an ART:- An ART requires an application of professional skills and knowledge to achieve desired results. It involves Continuous practice and creativity.
• Management as Science:- Science is a systematised body of knowledge, having logically observed principal and findings.
• Management as Profession:-Profession is a well defined body of knowledge which can be acquired through training and instruction and it follows ethical standards.

Strategy Implementation

Strategy Implementation deals with putting the strategy into place. It is primarily an operational process. It focus on efficiency.

Strategic Change

strategic change is a complex process and it involves a corporate strategy focused on new markets, products, services and new ways of doing business.

steps to Initiate Strategic Change:- for initiating strategic change, three steps can be identified as under:

1. Recognize the need for change:- The first step is to diagnose which part of the present corporate culture are strategy supportive and which are not.
2. Create a shared vision to manage change:- Objectives of both individuals and organization should coincide. There should be no conflict between them.
3. Institutionalise the change:- This is basically an action stage which requires implementation of changed strategy.

what is benchmarking?

benchmarking is an approach of setting goals and measuring performance based on best industry practices. It measures company’s performance against those of its competitors or other acknowledged leaders in the industry. Typically, organizations can use benchmarking Process to achieve improvement in diverse range of management functions like:-

• Human Resource Management
• Assessment of total manufacturing costs
• Product development
• Product distribution
• customer services
• Plant Utilization Levels
• Maintenance operations

steps in benchmarking process

The various steps in benchmarking process are as under:-

1. Identifying the need for benchmarking:- This step will define the objective of benchmarking exercise. It will also involve selecting the type of benchmarking. Organization identify realistic opportunities for improvements.
2. Clearly Understanding existing decisions processes:- This step will involve compiling information and data on performance.
3. Identify best processes:- Within the selected framework best processes are identified. These may be within the same organization or external to them.
4. Comparison of own process and performance with that of others:- Benchmarking process also involves comparison of performance of the organization with performance of other organization.
5. Prepare a report and implement the steps necessary to close the performance gap:- A report on benchmarking initiatives containing recommendations is prepared. Such a report also contains the action plans for implementation.
6. Evaluation:- Evaluation of result is the last and important step of benchmarking process. Its help in improving the performance.

MEANING OF AUDITING

“An Audit is an independent examination of financial information of any entity ,Whether profit oriented or not irrespective of size or legal firm, when such an examination is conducting with a view to express an opinion thereon”.

ADVANTAGES OF AUDIT

• It Safeguards the Financial interest of persons who are not associated with the management of the entity like partners or shareholders.
• It acts as a moral check on the employees from committing defalcations or embezzlement.
• It is helpful in Settling liability for taxes, negotiating loans and for determining the purchase consideration for the business.
• It is also helpful in Settling trade disputes for higher wages/bonus.
• It helps in detecting and minimizing wastages and losses.

SCOPE OF AUDIT

• To form an opinion, the auditor should be satisfied that the accounting information is reliable and sufficient as the basis for the preparation of the financial statements.
• All aspects of the enterprise to be covered in audit.
• In forming his opinion, the auditor should also decide Whether the relevant information is properly disclosed in the financial statements.
• The auditor is not expected to perform duties which fall outside the scope of his competence.
• Constraints on the scope of the audit should be set out in his report & a qualified or disclaimer of opinion should be expressed as appropriate.

TYPES OF AUDIT

Audit is not legally obligatory for all types of business organizations or institutions. On this basis audit may be of two broad categories i.e audit required under law and voluntary audits.

The organizations which require audit under law are following:-

• Companies governed by the Companies Act, 2013;
• Banking companies governed by Banking regulation Act,1949;
• Co-operative societies registered under the Co- operative societies Act, 1912;
• Corporations set up under an Act of parliament or state legislature such as the life insurance Corporation of India;
• Electricity supply companies governed by the Electricity Supply Act, 1948;
• Public and Charitable trusts registered under various Religious and Endowment Acts;
• Specified entities under various sections of the Income tax Act,1961;
• Audit required under sales tax and VAT by various state Government.

VOLUNTARY CATEGORY

In the voluntary category are the audits of the accounts of proprietary entities, partnership firms, Hindu undivided families, etc. In respect of such accounts, there is no basic legal requirement of audit.

INHERENT LIMITATIONS OF AUDIT

As per SA 200 “Overall Objectives of the Independent Auditor and the conduct of an Audit in Accordance with Standards on Auditing”,

1. The Nature of Financial Reporting:- Judgement by Management & many financial statements also involve subjective decisions which differs from different management prospective.
2. The nature of Audit Procedures:- Auditors Job is to do audit &not do official investigation into alleged wrong doing. Fraud if one will always be carefully organized to conceal it.
3. Timeliness of Financial Reporting and the Balance between Benefit and cost:- We want more information early to get more benefit, but it may involve more cost which we are not ready to incur and there is fixed deadline of financial statements. So maintaining balance between benefit and cost is difficult and also completing audit in time.
4. Other Matters that Affect the Limitations of an Audit:- In case of certain matters, limitations on the auditor’s ability to detect material misstatements are particularly significant. Such assertions or subject matters include:
   • Fraud, particularly fraud involving senior management or collusion.
   • The existence and completeness of related party relationships and transactions.
   • The occurrence of non-compliance with laws and regulations.
   • Future events or conditions that may cause an entity to cease to continue as a going concern.