Managing Responsibilities In Departments

All organizations, including businesses, have managers. They may not be called managers because there are some other titles which can be used such as, leader, director and so on. No matter what is the title, the task is the same or much of similar and no matter what is the organization. If you are a student in a school or if you are in full employment, the managers of your organization will have to fulfill a few tasks. These tasks are to plan, organize, co-ordinate, command and control In other words, people also say that managers “POCCC.”Most businesses have departments organized on “functional lines.” This explains a functional structure of the business.

These departments are Human Resource department, Marketing Department, Accounting and Finance Department and Production Department. Every department plays its role in running a stupendous business.
• HUMAN RESOURCE DEPARTMENT:

Managers in this department are responsible for, recruiting staff, preparing job descriptions, planning and implementing staff training programs, keeping staff records, disciplining and warning staff if necessary, negotiating with workers, interviewing and selecting staff and predicting number of employees needed for the business. This department is very vital for the business in many ways. With the increasing cost of recruiting staff, it is necessary for the HR Department to manage people firmly.

• MAKRETING DEPARTMENT:

The managers in this department will be responsible fore, market research into existing or new markets in order to identify new market opportunities, planning new products, working closely with Research and Development Department and Production Department, deciding on the best marketing mix product and also make sure that this is put into effect and also keeping records of the sales of the each product. Without effective marketing, it is not possible for a business to survive. The marketing managers play a key role in keeping in contact with the consumer to those products will meet their need.

• ACCOUTNING AND FINANCE DEPARTMENT:

The main responsibilities of the managers include, recording all financial transactions with other firms, collecting all of this data together and presenting it in the form of regular accounts, preparing budgets for whole of the business, keeping control of the cash flow, deciding on the most appropriate methods of finance and analyzing the profitability of new investment projects.

• PRODUCTION DEPARTMENT OR OPERATIONS MANAGEMENT:

The managers in this department will have to fulfill the responsibilities as, ordering stick of material and other resources to allow production to take place, locating buildings in the most cost-effective areas, developing and designing new products to allow production to take place and deciding on production methods and machinery.

Learn How Your Finance Department Can Inspire Growth

Almost all departments within all companies have an untapped ‘cognitive surplus’. A ‘cognitive surplus’ is the difference between the specific tasks an employee is assigned to do and what they actually are capable of doing – the actual versus the potential work.

It seems obvious, but to tap into it the ‘Cognitive Surplus’ can make a huge difference.

Companies such as 3M, Dell and Google have all implemented what is called ‘20% time’ or ‘innovation time’ – one day of their working week, dedicated to whatever projects they like… provided it benefits the company in some way.

Does it pay off?

One might wonder: Does it pay off? Well, at Google this has resulted in successful projects such as Gmail, Google News and AdSense, and according to ex-employee, Marissa Mayer, as many as half of Google innovations are a result of ‘20% time’.

But, while this approach might be considered something market leaders can utilise, many finance departments perceive they barely have the time to complete all the necessary work at present, never mind crafting new and innovative ideas, supporting procedures that aid business growth.

Yet finance departments really do need this ‘innovation time’.

In this slow and sometimes contracting economy, the next two years will be critical for businesses. It will fall largely on finance departments to walk the thin line between productive spending and managing a dwindling pool of resources. Additionally, with a host of new financial regulations coming into place in this two-year period, financial departments will be instrumental in helping businesses to remain compliant without losing their current standing.

This extra pressure and workload will make it difficult for finance to inspire new talent whilst holding on to the employees they already have. Finance professionals require stimulating challenges without being overloaded with extra work – they need ‘20% time’ to effectively tap-in to their expertise, and not have their time consumed by lengthy, repetitive tasks – that can be automated.

How to make time for tapping into ‘Cognitive Surplus’ in the finance department

One way in which businesses can help free up some of their finance department’s time to complete tasks, is by automating the tedious and time-consuming tasks that turn prospective talent off finance work. Reconciliation is one such set of tasks that finance professionals find particularly tiresome and time consuming. Fortunately it is now possible to automate account reconciliation, processing hundreds of thousands of transactions in just minutes rather than hours or potentially days.

While significantly reducing reconciliation errors, automation also frees up large chunks of time that could be dedicated to maintaining compliance, providing strategic insight in this tough economy.

This additional time could even become the rarely considered ‘innovation time’ your business needs to inspire growth and stay competitive.

Why Finance Recruiters Are an Important Part of Your Hiring Strategy

When you need to fill positions within the finance department, it is important that you create a hiring strategy. Finance recruiters will be able to help you fulfill the strategy entirely so that you can focus on other areas of the business. If you are responsible for all aspects of hiring, you will find that the process is going to take considerably longer – and this may not be something that you can afford.

Your hiring strategy needs to consist of such things as:

a sufficient job description
a large pool of candidates to choose from
a list of desirable skills
knowledge of the industry
various ways of listing the job opening
a timeline
Executing the hiring strategy is going to take knowledge of the hiring process, as well as multiple people to help you. You cannot be responsible for creating the job description, creating job opening listings around the area, compiling all of the resumes, and conducting interviews. It simply cannot be done because you have other responsibilities within your organization.

Finance recruiters will be able to streamline the process because it is their business. They are responsible for recruiting finance individuals all the time and therefore they already have a lot of the work done for you. They have a timeline that can be customized for you, they have job descriptions that can be tweaked for your organization, and they most likely have a large pool of candidates that they can already begin pulling from.

By working with professional finance recruiters, you can make short work of hiring a qualified individual for your organization. Regardless of the actual job position that you need to hire for, a recruiter will be able to find you someone quickly so that you can get them started right away.

The longer you leave a job position open, the more strenuous it is going to be for the others within the department. For example, if you need someone in the Accounts Receivable department, everyone else is going to work longer hours and have more on their desks because you are short one person. If you begin to stress all of your employees out for too long, you may be looking for more than just one person because others will get tired of picking up the slack and leave the organization as well.

Finance recruiters will simplify the process, expedite the hiring process, and find you qualified candidates. They are familiar with the skills needed within the finance industry and can tell the difference between someone who has skills and someone who has a polished resume. This will work to your advantage. So that you can feel confident in the person that you ultimately offer the job position two.

You can be as involved in the process as you want to be – and finance recruiters will pick up the slack when needed so that you can meet all of your deadlines and have someone on staff quickly.

Best in Class Finance Functions For Police Forces

Background

Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.

The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.

Challenge

Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.

In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.

Developing a Best in Class Finance Function

Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.

1) Aligning to Force Strategy

As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.

Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.

The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.

Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.

2) Supporting Force Decisions

Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.

3) Value to the Force

The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:

Centralization

By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.

With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.

The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:

o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support

However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:

o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force

A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.

To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.

Process Efficiencies

Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.

Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.

Culture

Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.

Organizational Improvements

Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.

Technology Enabled Improvements

There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Call logging, tracking and workflow tool

Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.

o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.

The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.

C) Database solution

Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.

Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.

D) Customize reports

In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.

In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.

These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.

Conclusion

It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.

While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.

How to Get Hired Quickly for Finance Jobs

It’s a zoo out there in the real world and you feel that you’ve done all you can to stand out from the rest of the pack but somehow, you’re still sitting at home and waiting by the phone for those call backs to come. So in addition to sending out about a hundred glowing resumes to all the top companies in the land, what else do you need to do to score your first job?

Your friends, family and the internet can offer you tons of sound and experienced advice but you’ll probably still find yourself in the waiting list due to the sheer volume of applicants cramming the reception areas of every company in the city. This is the time you need to sit back and consider your options and prospects and maybe realize that you are probably not getting enough help.

It is particularly true that not all job industries suffer the same fate because not everyone has the same career goals. However, as one of the most competitive industries, the world of finance and accounting is one that boasts of having the highest number of applicants, primarily because the rewards are worth it.

It is also no surprise that many first-time job seekers want to launch careers in the finance business because for one, it is a challenging business to run and there’s nothing they like better than being challenged. Another reason would be because salaries in this realm are among the highest and most competitive despite the downs it sometimes experiences.

Of course, the main reason why finance jobs are in demand is because of the fact that business are kept going by the men and women in the finance department – since nearly all business work on the basis of profit and loss, it is up to them to make sure that the business are kept in check so that all other departments may be allotted their proper budgets.

While finance jobs may be easy to find, launching and maintaining a thriving career in this niche can be difficult. You not only have to possess strong character traits and excellent work ethics, you will also need to not mind not having a life, most of the time. However, as far as financial stability is concerned, there is nothing to worry about on that score.

So how does one find the best finance jobs and get hired for them? First things first, get to know the industry well and to do this, get an internship. Most banks and other financial institutions prefer to hire someone from their internal staff, one who already knows the job and already knows what to expect. If you want to be transferred to the finance department, you will also need to take up the necessary training and internships to help you transition smoothly.

You on the other hand, should never stop upgrading your skills and updating your knowledge on the current business trends because if anything, you need to prove you can quickly be functional and be an asset to the department or company you are working for. If you are new to the financial industry, talk to people you know who have been in it for a while to get real insights. Broadening your network of contacts will sooner lead you to the opportunities you want to snag.

Most first-time job seekers these days know that it can be impossible to score the best jobs on your own, which is why they seek the help of the best finance job recruiters who know the industry like the back of their hand. These recruiters will be able to match you with the best employers based on your skill and experience so you never have to worry about feeling that you’re not in the right field.

They will teach you everything you need to know, from writing the perfect resume to how to get the best job offers, going as far as helping you finalize your decision and going over the terms of your employment contract. You will be represented with the utmost commitment, confidence and credibility so much so that employers will have no choice but to hire you.

And last but not the least, you will also need to show that you are compelled and committed to doing a great job and willing to go through all hardships necessary to build your career. More than anything employers look for employees they can rely on and ones that will do their jobs really well.

Coronavirus Driving People From The Stock Market

The coronavirus’ stock market impact is immense. It is spooking stock markets. The Dow Jones Industrial Average (DJIA) shed 12% or over 3000 points over five days, February 24-28, the largest 5-day drop since the Great Recession. The DJIA recorded the biggest single day drop (1191) during that week on February 27.

China is a key player in companies’ supply chain. That’s why analysts fear firms in China won’t deliver parts to companies like Apple and Walmart, which will cause these firms’ results to suffer. The fear of the unknown is causing panic. Stock markets hate uncertainty, and this virus comes with an abundance of uncertainty: When will there be a vaccine? How will countries contain it, and so on?

Coronavirus’ Stock Market Impact Could Linger

Nobody knows how long the coronavirus’ stock market impact will last. But history shows us that stock markets over-react and then continue their upward momentum. Today, the rapid proliferation of the virus increases fear, so people are over-reacting. We need to pause and not rush to the exit.

Markets recovered quickly from past viral outbreaks. Will the coronavirus’ stock market impact lead to a realized capital loss to you? The market change, per se, does nothing. You lose funds only when you sell below market price. Some firms’ results will suffer in the short-to-medium term because of insufficient inventory. Other companies will gain. Although we do not know the virus’ severity, judging from past market responses, caution is the key response.

Are you a value investor with targeted companies in your portfolio? Examine your goals and stay the course unless you see changes in the firm’s intrinsic value. Have you been speculating, looking to make a quick buck with a margin account? If so, you will have a challenge because banks will call your margin. That’s the inherent risk when you use a margin account to speculate.

If you are not a speculator but a value investor, now could be the perfect time to identify value stocks and select those at bargain prices. There will be several. Whoever you are, be cautious, reject the herd mentality, and reflect on these matters:

Stay The Course

Review or develop an investment goal and plan before you adjust your portfolio. Why have you been or do you wish to invest? Your reason will decide your investment strategy. My preferred strategy is to buy blue chip equities with a long history of increasing dividends. I hold these shares, review their fundamentals from time to time, and act when there is a permanent change.
You will find value stocks today. Market fluctuations provide a great opportunity to buy solid companies with good track records. Remember, you lose, or gain on sale only, not when markets fluctuate.
When your investments’ intrinsic value change, confirm your strategy, and sell your holdings, even at a loss; don’t time the market recovery. The market could be down for several years like the Tokyo Stock Market, which has been below its bubble heights for over two decades.
Don’t let generic asset mixes influence your asset allotment between stocks, bonds, cash, commodities. You are unique, and your mix should fit you at your life stage. Think before rushing to so-called safe-haven commodity assets such as gold that has no intrinsic value.
If you are in the retirement red zone, five to seven years to retirement, your goal must be capital preservation, so avoid the stock market.
Don’t panic: focus on your goals, plan, long-term strategy. Update these and ensure they fit your needs and your risk profile.
This, too, will pass, but God alone knows the timing.