Documente Academic
Documente Profesional
Documente Cultură
Proces de Produse
Resurse Intrari Iesiri Clienti
Furnizori transformare Servicii
Feedback
Influences on the manager of a firm
herringbone diagrams, cause-and-effect
diagrams or Fishikawa
causal diagrams created by Kaoru Ishikawa
(1968) that show the causes of a specific event
causes are usually grouped into major
categories to identify these sources of
variation
http://www.youtube.com/watch?v=LovSknc3o
XM
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the
process operates
Create a horizontal line in the center of your
page or whiteboard with a circle at one end
Write down the problem, the known effect, at
the head
Consider how many categories of causes add
to that effect (use the 4Ps, 6Ms or another set
of categories)
Create as many ribs as you have categories,
drawing them at 60-degree angles to the
spine
Write the category at the end of the rib
List all the aspects under the categories
Machines
Methods
Materials
Measurements
Mother Nature (Environment)
Manpower (People)
1. Mindpower (Also people/mainly brain
work)
2. Management (separate from
Manpower/People)
3. Money
4. Miscellaneous
5. (the) Moon (so far unknown cause)
http://systems.open.ac.uk/materials/T552/pages
/multiple/multiple.html
Forte pro
Echilibru
Role Culture
Task Culture
Person/Atomistic Culture
Johnson's
cultural web
Surface symbols: Inner symbols:
Augmented product
(supplementary benefits)
describes covert operations that are designed
to deceive in such a way that the operations
appear as though they are being carried out by
entities, groups, or nations other than those
who actually planned and executed them
has its origins in naval warfare where the use
of a flag other than the belligerent's true battle
flag before (but not while) engaging the enemy
has long been accepted as a permissible ruse
de guerre (military deception)
by contrast, flying a false flag while engaging
the enemy constitutes perfidy
was a false flag project planned by Germany to
create the appearance of Polish aggression
against Germany, which was subsequently
used by Nazi propaganda to justify the
invasion of Poland
On the night of 31st of August 1939 a small
group of German operatives, dressed in Polish
uniforms, seized the Gleiwitz station and
broadcast a short anti-German message in
Polish
Several prisoners and a local Polish-Silesian
activist (arrested a day before) were left dead
on the scene in Polish uniforms
The German radio and newspapers were
flooded with images of a dead Polish soldier
who was killed during the attack against the
German radio station
Considered to be the start of WW2
Pactul semnat de Joachim von Ribbentrop şi
Viaceslav Molotov, la Moscova, pe 23 august
1939
După ce Germania a atacat Polonia pe 1
septembrie 1939, generalul Heinz Guderian a
ajuns pe 17 septembrie la Brest Litovsk,
dincolo de linia de demarcaţie de pe râul Bug
Guderian a aşteptat aici sosirea sovieticilor,
care au ajuns la Brest pe 22 septembrie sub
comanda generalului Semion Moiseevici
Krivoşein
Pe 22 septembrie 1939 la Brest-Litovsk
trupele Germaniei naziste mărşăluiau alături
de cele ale Uniunii Sovietice
Părintele trupelor de tancuri naziste,
generalul Heinz Guderian se saluta şi primea
această ciudată paradă alături de unul dintre
cei mai valoroşi comandanţi de blindate ai
sovieticilor, generalul Semion Moiseevici
Krivoşei
a screen name for hundreds of false flag
terror attacks and bombings carried out by
NATO and the western secret services in Italy,
Western Europe, Middle East, Latin America
and Asia
it had targeted innocent civilians and then
blame the leftist and the communists for
those attacks
school buses had been also targeted -
images of dead children will revolt people
and will prepare them to give up their
freedoms.
Gladio was confirmed and admitted by the
Italian government in 1990, after a judge,
Felice Casson, discovered the network in the
course of his investigations into right-wing
terrorism
Italian prime minister Giulio Andreotti
admitted Gladio’s existence but tried to
minimize its significance
The August 2, 1980 bombing of the Bologna
train station which killed 85 people and injured
200 people, is widely recognized as a Gladio
operation
While it was initially blamed on the communist
“Red Brigades,” eventually, right-wing and
fascists elements were discovered to be the
culprits
Two Italian secret service agents and Licio Gelli,
the head of the infamous P2 Masonic lodge, were
convicted in connection to the bombing
Similar Gladio-like operations have been
discovered across Europe, including France,
Belgium, Denmark, The Netherlands, Norway,
Germany, Switzerland
In 1990, the European Parliament passed a
resolution condemning Gladio
The resolution requested full investigations
and a total dismantlement of the paramilitary
structures involved—neither of which have
come to pass
the CIA overthrew Dr. Muhammad Mossadeq’s
democratic government in 1953 and reinstalled
the Shah to the throne of Iran
Mossadeq – educated in the West, pro-
American, cast out communist forces from the
north; shortly after his election in 1951 he
nationalized oil fields and declined BP monopoly
terrorist attacks (detonating bombs in the home
of a religious leader, attacking mosques and
people in the street) organised by the CIA and
MI6 agents blaming Mossadeq for those attacks
the new government only meant trouble for the US
In 1953, there was a boycott of Iranian oil, their
oil revenues decreased, and the economy declined
the CIA staged a coup d’etat in Iran to return the
Shah to power through CIA engineered protests
and bribery of Iranian officers
1st phase was unsuccessful and the Shah fled
Tehran
2nd phase was more successful, and enabled the
Shah to victoriously return to Iran where he then
had a 25-year dictatorship supported by the US
August 2, 1964 - U.S. destroyer Maddox
reported shots with North Vietnamese torpedo
boats in the Gulf of Tonkin
Two days later, Maddox and another destroyer
reported once again coming under fire
Those attacks never actually occurred, but it
served as the pretext for an immediate ramp-
up of the Vietnam War
By the end of the day, President Lyndon B.
Johnson had ordered retaliatory air strikes, and
by late 1965 some 180,000 American troops
were on the ground, with more on the way
During the Six Day War between Israel and
Arab nations, the USS Liberty was sent to
collect data in the eastern Mediterranean
The American ship was well signaled 14
miles from the Israeli coast in international
waters
On June 8th, 1967, at 14:00 hrs., the ship
was attacked by three Mirage 3 bombers,
then three torpedo under Israeli flag
During the entire attack, the ship continually
called the Sixth Fleet which was nearby,
begging for air support or rescue
Two aircraft carriers from the Mediterranean
responded by launching fighter jets, but -
amazingly! - they were called back by The
White House
Three hours after the start of the attack, the
Israelis withdrew due to the emergence of a
Russian spy ships (witness) and thus the USS
Liberty could escape
Irakul acuza Kuwaitul de furt de petrol
Nayirah depune mărturie în faţa Congresului
american - militarii irakieni au ucis cel puţin
300 de bebelusi intr-un spital din Kuwait
Marturia a stat la baza interventiei din Golf
Nayirah - fiica ambasadorului Kuwait în SUA,
iar marturia falsa a fost gândita de Hill &
Knowlton – o mare companie de PR
Minciună mediatică: R. Finn şi B. Kouchner dezvăluie
existența „lagărelor morții” în Serbia
Ce am aflat ulterior: Lagărele respective cuprindeau
prizonieri de război, ținuți acolo în vederea unor
schimburilor ulterioare, dupa cum a recunoscut si
preşedintele bosniac Izedbegovic
Scop: Distrugerea Yugoslaviei, ultima rămasă pe listă,
și a sistemului ei de siguranță socială, pentru a
instaura, în schimb, controlul regiunii de către
companiile multinaţionale, care să poată folosi liber
rutele comerciale strategice, precum fluviul Dunărea
și zona Balcanilor
Consecinţe: 4 ani de măcel înfiorător pentru toate
naţionalităţile (bosniaci, sârbi şi croaţi)
Minciună mediatică: Sârbii au comis genocid împotriva
albanezilor kosovari
Ce am aflat ulterior: Minciuna NATO recunoscuta de
Jamie Shea. (Vezi aici documentarul „Înșelătoria
lagărelor morții din Iugoslavia”:
http://vimeo.com/51240361#)
Scop: Instalarea unei baze militare în Kosovo; punerea
Balcanilor sub controlul NATO și transformarea acestei
organizații într-o poliție cu puteri discreționare, la
nivel global
Consecinţe: 2.000 de victime ale bombardamentelor
NATO. Purificare etnică în Kosovo, pusă în practică de
către UCK (Armata de eliberare din Kosovo) și
legitimată de NATO
SUA - 1 spital la 62 de lăcașuri de cult (5.586
la 350.000) și la 56.000 de locuitori
Suedia - 1 spital la 41 lăcașuri de cult (92 de
spitale la 4.000) și la 106.000 de locuitori
România - 1 spital la 40 lăcașuri de cult (453
la 18 436) și la 43.000 de locuitori
Bugetul Ministerului Sănătății peste 2015 este
6,8 MILIARDE de lei, iar bugetul tuturor
cultelor, în aceeași perioadă este 320 de
milioane de lei
0737-13.98.13
Renaldo.Nita@yahoo.com
Renaldo Niţă
Senior Trainer & Consultant
6. In premiera: Strict secret – Aurul Romaniei - (21
Nov)
http://inpremiera.antena3.ro/reportaje/strict-
secret-aurul-romaniei-1.html
7. The Light Bulb Conspiracy - (28 Nov)
https://www.youtube.com/watch?v=-1j0XDGIsUg
8. How The Economic Machine Works - (5 Dec)
https://www.youtube.com/watch?v=PHe0bXAIuk0
9. Ce sunt banii și cum funcționează băncile - (12
Dec)
https://www.youtube.com/watch?v=ATDxwSraUlk
10. Wag the Dog (1997) – movie, thriller 9 Ian. 2018
1. Initiation (Introduction, The entry phase)
2. Diagnosis
3. Planning activities
4. Implementation
5. Closing the mission
Milan Kubr, Management Consulting
1. Leadership, Team, Motivation,
Culture
2. Marketing
3. Strategy
4. Change Management
Your boss Your team
Shareholders Lenders
Government Interest groups
Senior executives
Customers
Analysts
Alliance partners
The public
Trades associations Prospective customers
Co-workers Future recruits
Suppliers The community
The press Your family
S W
O Strategiile S – O Strategiile W – O
T Strategiile S – T Strategiile W –T
People who founded the firm are busy creating
products and opening up markets
There aren't many staff, so informal
communication works fine, and rewards for long
hours are probably through profit share or stock
options
As more staff join, production expands and capital
is injected, there's a need for more formal
communication
Ends with a Leadership Crisis where professional
management is needed
founders may change their style and take on this
role, but often someone new will be brought in
Growth continues - more formal communications +
budgets
Focus on separate activities like marketing and
production
Incentive schemes replace stock as a financial reward
There comes a point when the products and processes
become so numerous that there are not enough hours in
the day for one person to manage them all, and he or she
can't possibly know as much about all these products or
services as those lower down the hierarchy
Ends with an Autonomy Crisis - new structures based on
delegation are called for
With mid-level managers freed up to react fast to
opportunities for new products or in new markets, the
organization continues to grow, with top management
just monitoring and dealing with the big issues (perhaps
starting to look at merger or acquisition opportunities)
Many businesses flounder at this stage, as the manager
whose directive approach solved the problems at the
end of Phase 1 finds it hard to let go, yet the mid-level
managers struggle with their new roles as leaders
This phase ends with a Control Crisis: A much more
sophisticated head office function is required, and the
separate parts of the business need to work together
Growth continues with the previously isolated
business units re-organized into product groups
or service practices
Investment finance is allocated centrally and
managed according to Return on Investment (ROI)
and not just profits
Incentives are shared through company-wide
profit share schemes aligned to corporate goals
Work becomes submerged under increasing
amounts of bureaucracy, and growth may become
stifled
Ends on a Red-Tape Crisis - a new culture and
structure must be introduced
The formal controls of phases 2-4 are
replaced by professional good sense as staff
group and re-group flexibly in teams to
deliver projects in a matrix structure
supported by sophisticated information
systems and team-based financial rewards
This phase ends with a crisis of Internal
Growth – further growth can only come by
developing partnerships with complementary
organizations
Recently added phase suggests that growth
may continue through merger, outsourcing,
networks and other solutions involving other
companies
Growth rates will vary between and even
within phases
The duration of each phase depends almost
totally on the rate of growth of the market in
which the organization operates
The longer a phase lasts, though, the harder it
will be to implement a transition
Think about where the organization is now
Think about whether the organization is
reaching the end of a stable period of growth,
and nearing a 'crisis' or transition
Ask what the transition will mean for you
personally and your team. Will you have to:
◦ Delegate more?
◦ Take on more responsibilities?
◦ Specialize more in a specific product or market?
◦ Change the way you communicate with others?
◦ Incentivize and reward you team differently?
Plan and take preparatory actions that will
make the transition as smooth as possible for
you and your team
Revisit the model again every 6-12 months,
and think about how the current stage of
growth affects you and others around you
People feel that managers and company
procedures are getting in the way of them
doing their jobs
People feel that they are not fairly rewarded
for the effort they put in
People seem unhappy, and there is a higher
staff turnover than usual
The Change Curve
Lewin's Change Management Model
Force Field Analysis
1. Unfreeze
2. Change
3. Refreeze
the most difficult and stressful part of change
preparing the organization to accept change
break down the existing status quo before
you can build up a new way of operating
developing a compelling message showing
why the existing way of doing things cannot
continue
forcing the organization to re-examine its
core, you effectively create a (controlled)
crisis, which in turn can build a strong
motivation to seek out a new equilibrium
People take time to embrace the new direction
and participate proactively in the change
People need to understand how the changes will
benefit them
Time and communication - the 2 keys to success
Some people will be harmed by change (those
who benefit strongly from the status quo), others
may take a long time to recognize the benefits
that change brings - you need to foresee and
manage these situations
Signs of the refreeze: a stable organization
chart, consistent job descriptions etc.
Make sure that the changes are used all the
time + that they are incorporated into
everyday business
With a new sense of stability, employees feel
confident and comfortable with the new ways
of working
Celebrate the success of the change!
1. Determine what needs to change
◦ Survey the organization to understand the current
state.
◦ Understand why change has to take place
2. Ensure there is strong support from upper
management
◦ Use Stakeholder Analysis to identify and win the
support of key people within the organization
◦ Frame the issue as one of organization-wide
importance
4. Create a compelling message as to why
change has to occur
◦ Use your vision and strategy as supporting
evidence
◦ Communicate the vision in terms of the change
required.
◦ Emphasize the "why"
5. Manage and understand the doubts and
concerns
◦ Remain open to employee concerns and address
in terms of the need to change
1. Communicate often
◦ Do so throughout the planning and
implementation of the changes
◦ Describe the benefits
◦ Explain exactly the how the changes will effect
everyone
◦ Prepare everyone for what is coming
2. Dispel rumors
◦ Answer questions openly and honestly
◦ Deal with problems immediately
◦ Relate the need for change back to operational
necessities
3. Empower action
◦ Provide lots of opportunity for employee
involvement
◦ Have line managers provide day-to-day direction
4. Involve people in the process
◦ Generate short-term wins to reinforce the change
◦ Negotiate with external stakeholders as
necessary (such as employee organizations)
1. Anchor the changes into the culture
◦ Identity what supports the change
◦ Identify barriers to sustaining change
2. Develop ways to sustain the change
◦ Ensure leadership support
◦ Create a reward system
◦ Establish feedback systems
◦ Adapt the organizational structure as necessary
3. Provide support and training
◦ Keep everyone informed and supported
4. Celebrate success!
Impact Analysis
The Burke-Litwin Change Model
Leavitt's Diamond
SIPOC Diagrams
A. Organizational Approach:
◦ Impact on different departments, processes,
groups, people
B. McKinsey 7Ss Approach
◦ Impact on Strategy, Structure, Systems, Shared
Values, Skills, Styles, Staff
C. Tools-Based Approach
◦ Risk Analysis/Management
◦ Risk Impact/Probability Chart
◦ Stakeholder Analysis
What is our strategy?
How do we intend to achieve our objectives?
How do we deal with competitive pressure?
How are changes in customer demands dealt
with?
How is strategy adjusted for environmental
issues?
How is the company/team divided?
What is the hierarchy?
How do the various departments coordinate
activities?
How do the team members organize and align
themselves?
Is decision making and controlling centralized
or decentralized? Is this as it should be, given
what we're doing?
Where are the lines of communication?
Explicit and implicit?
What are the main systems that run the
organization? Consider financial and HR
systems as well as communications and
document storage.
Where are the controls and how are they
monitored and evaluated?
What internal rules and processes does the
team use to keep on track?
What are the core values?
What is the corporate/team culture?
How strong are the values?
What are the fundamental values that the
company/team was built on?
How participative is the management/
leadership style?
How effective is that leadership?
Do employees/team members tend to be
competitive or cooperative?
Are there real teams functioning within the
organization or are they just nominal groups?
What positions or specializations are
represented within the team?
What positions need to be filled?
Are there gaps in required competencies?
What are the strongest skills represented
within the company/team?
Are there any skills gaps?
What is the company/team known for doing
well?
Do the current employees/team members
have the ability to do the job?
How are skills monitored and assessed?
Kotter's 8-Step Change Model
Nadler-Tushman congruence model
Lewin's Change Management Model
The Four Frame Model
Directive strategies – managements’ right to
manage change
Expert strategies – management of change as
problem solving
Negotiation strategies – bargaining about
change
Educative/normative strategies – winning
hearts and minds
Participative strategies – we’re all involved
85
hard soft
clear solution no one clear solution
structured unstructured
clear cut messy
1. Implementation took more time than was
originally allocated
2. Major problems surfaced during
implementation that had not been identified
beforehand
3. The co-ordination of the various
implementation activities was not creative or
imaginative enough
4. Competing activities and crises distracted
attention from implementing the decision
5. Employees did not have the necessary skills
6. The training and instruction given to the lower-
level employees was inadequate
7. Uncontrollable factors in the environment had
an adverse impact on implementation
8. The leadership and direction provided by
departmental managers was of poor quality
9. Certain key implementation tasks and activities
were not defined in enough detail
10. The information systems used to monitor
implementation were inadequate
Two-way communication with all employees
Start with a good concept or idea
Obtain employee commitment and
involvement – ideally involve everyone in the
formulation of change strategy from the
beginning
Provide sufficient resources – money, human
resources, technical skills, time and attention
from top management
An implementation plan or strategy, so that
problems are addressed
0737-13.98.13
Renaldo.Nita@yahoo.com
Renaldo Niţă
Senior Trainer & Consultant
6. In premiera: Strict secret – Aurul Romaniei - (21
Nov)
http://inpremiera.antena3.ro/reportaje/strict-
secret-aurul-romaniei-1.html
7. The Light Bulb Conspiracy - (28 Nov)
https://www.youtube.com/watch?v=-1j0XDGIsUg
8. How The Economic Machine Works - (5 Dec)
https://www.youtube.com/watch?v=PHe0bXAIuk0
9. Ce sunt banii și cum funcționează băncile - (12
Dec)
https://www.youtube.com/watch?v=ATDxwSraUlk
10. Wag the Dog (1997) – movie, thriller 9 Ian. 2018
To achieve the goals of company:
Businesses
Expansion Take over bid
need money
for…
Financial Requirements
GAAP Assumptions
business entity
Business entity The accounting assumption that
a business exists independently
of its owner’s personal holdings.
The accounting records and
Accounting period reports are maintained
separately and contain financial
information related only to the
Going concern business.
Accounting: The Universal
Language of Business
GAAP Assumptions
Accounting period
going concern
The accounting assumption that
a business is expected to
Going concern operate indefinitely.
Revenues and profits are not anticipated;
only realized profits with reasonable
certainty are recognized in the profit and
loss account
However, provision is made for all known
expenses and losses whether the amount is
known for certain or just an estimation
This treatment minimizes the reported
profits and the valuation of assets
Examples:
◦ Stock valuation sticks to rule of the
lower of cost and net realizable
value
◦ The provision for doubtful debts
should be made
◦ Fixed assets must be depreciated
over their useful economic lives
30
Companies should choose the most
suitable accounting methods and
treatments, and consistently apply them in
every period
Changes are permitted only when the new
method is considered better and can
reflect the true and fair view of the
financial position of the company
The change and its effect on profits
should be disclosed in the financial
statements
Examples
◦ If a company adopts straight line method
and should not be changed to adopt
reducing balance method in other period
◦ If a company adopts weight-average
method as stock valuation and should
not be changed to other method e.g.
first-in-first-out method
33
34
Revenues are recognized when they are
earned, but not when cash is received
Expenses are recognized as they are
incurred, but not when cash is paid
The net income for the period is
determined by subtracting expenses
incurred from revenues earned
35
Example
◦ Expenses incurred but not yet paid in
current period should be treated as
accrual/accrued expenses under current
liabilities
◦ Expenses incurred in the following
period but paid for in advance should be
treated as prepayment expenses under
current asset
◦ Depreciation should be charged as part
of the cost of a fixed asset consumed
during the period of use
36
Three Types of Business Operations
Manufacturing business
Merchandising
A business that buys raw
business
Service business materials, uses labor and
A business that
A business that machinery to transform
buys finished
provides a them into finished
products and
needed service products, and sells the
resells them to
for a fee. finished products to
individuals or other
individuals or other
businesses.
businesses.
Forms of Business Ownership
sole proprietorship
A business owned by one person.
partnership
A business owned by two or more persons.
corporation
A business recognized by law to have a life of its
own.
Glencoe Accounting
Exploring the World
of Business
Glencoe Accounting
Exploring the World
of Business
Glencoe Accounting
Exploring the World
of Business
Charter
Legal permission to
operate.
Glencoe Accounting
Part of the value of the fixed asset is
consumed over time
Therefore the annual consumption becomes
an expense
Depreciation calculates this annual
consumption (expense)
allocation of the cost of the asset (fulfils
matching principle) to the accounting
periods in which it is expected that the
asset will contribute to the production of
revenue
Straight line method
Accelerated depreciation method
Written down value method
Sinking fund method
Machine Hour rate method
Unit cost method
Depletion asset method
Depreciation Fund method
Sum of digits method
Valuation Methods
The decision on which method to choose depends
on the industry, company convention, and ERP system
capabilities
The following methods are covered :
Average Cost
Specific Identification
assumes that the last unit added to inventory is the
first one sold
as technology changes the composition of a
product, the older layers of inventory become
obsolete
obsolete inventory must be written down
best in periods of high inflation
companies frequently use LIFO for external financial
reporting and income tax purposes, but employ
other inventory accounting methods to manage the
business
assumes that the first unit added to inventory is the
first one sold
this approach does not necessarily mean that the
oldest item is sold, but it is an accounting technique
that matches the oldest cost with the current
revenue
assumes that inventory costs are based on the
average cost of goods sold in a specific period
two average cost methods:
◦ Weighted Average: Both the inventory and cost of
goods sold are based upon the average cost of all units
in the period
◦ Moving Average: After each change to inventory, a
new weighted average cost is calculated
best for small inventories of high-value items
inventory items must be clearly identified by some
method (stamped receipt date, serial number, RFID
tag)
the cost of each item must be tracked individually,
and when a sale occurs, that specific cost must be
subtracted from the inventory
while this is the most accurate inventory method, it
is generally not practical and therefore is rarely
used
All methods have merit in
different situations and
economic conditions.
Frequently, the method
depends on the capabilities of
the system the business is
using. Most newer systems
have the technical ability to
utilize any method.
where
where
money has must equal
money came
been spent
from
Short-term loans
Trade Payables (Creditors)
Bank overdrafts
Share dividend payments
Mortgages
Loans
Liabilities
Long Term Loans
+ Short Term Loans
+ Accounts Payable
= Total Shareholder’s Equity and
Liabilities
Use of Consumption
materials of services
Other costs, such as depreciation or
administrative expenses, are more
difficult to assign to a specific product,
and therefore are considered indirect
costs
Refers to all ongoing business expenses
not including or related to direct labor,
direct materials or third-party expenses
that are billed directly to customers
Costs not directly related to
Not directly identifiable
the project/product
Non-recurring costs
Transformation Outputs
Inputs
Process (results)
(resources)
Economy
Efficiency Effectivness
A ratio by itself may have no meaning
Hence, a given ratio is compared to:
◦ (a) ratios from previous years
◦ (b) ratios of other firms and/or leaders in
the same industry
Identify deficiencies in a firm’s
performance and take corrective
action
Evaluate employee performance and
determine incentive compensation
Compare the financial performance of
different divisions within the firm
Prepare financial projections at both
firm and division levels
Understand the financial performance
of the firm’s competitors
Evaluate the financial condition of a
major supplier
Financial ratios are used by:
Lenders in deciding whether or not to make
a loan to a company
Credit-rating agencies in determining a
firm’s credit worthiness
Investors (shareholders and bondholders) in
deciding whether or not to invest in a
company
Major suppliers in deciding to whether or
not to grant credit terms to a company
1. How liquid is the firm?
2. Is management generating adequate
operating profits on the firm’s assets?
3. How is the firm financing its assets?
4. Is management providing a good return
on the capital provided by the
shareholders?
5. Is the management team creating
shareholders value?
A liquid asset is one that can be
converted quickly and routinely into
cash at the current market price
Liquidity measures the firm’s ability to
pay its bills on time
It indicates the ease with which non-
cash assets can be converted to cash
to meet the financial obligations
Liquidity is measured by two
approaches:
1. Comparing the firm’s current assets and
current liabilities
2. Examining the firm’s ability to convert
accounts receivables and inventory into
cash on a timely basis
Compare a firm’s current assets with
current liabilities
1. Current Ratio
2. Acid Test or Quick Ratio
Current ratio compares a firm’s current
assets to its current liabilities
Formula:
Current ratio = Current assets/Current
liabilities
Charlie's Skate Shop sells ice-skating
equipment to local hockey teams. Charlie is
applying for loans to help fund his dream of
building an indoor skate rink. Charlie's
bank asks for his balance sheet so they can
analysis his current debt levels. According
to Charlie's balance sheet he reported
$100,000 of current liabilities and only
$25,000 of current assets.
Charlie's current ratio would be calculated like this:
CR = 25,000/100,000 = 0.25
QR = (10,000+5,000+1,000)/15,000 = 1.07
DR = 25,000/100,000 = 0.25