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din engleză în chineză - Tarif standard: 0.05 USD pe cuvânt / 15 USD pe oră din chineză în engleză - Tarif standard: 0.05 USD pe caracter / 15 USD pe oră
Translation Volum: 4500 chars Completat: Oct 2007 Languages: din engleză în chineză
7 page translation of an edit service website
Afaceri/Comerţ (general)
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Translation Volum: 8000 chars Completat: Aug 2007 Languages: din engleză în chineză
A website about SuperDerivatives
Finanţe (general)
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Mostre de traducere prezentate: 4
din engleză în chineză: CEO, Outsiders Lead Financial Statement Fraud
Text sursă - engleză Study: CEO, Outsiders Lead Financial Statement Fraud
March 8, 2007 (SmartPros) -- The overrides of internal controls leading to financial statement fraud is typically caused by a fraud network led by the CEO and aided by outsiders, according to a new study of financial statement fraud.
The study by the nonprofit Institute for Fraud Prevention (IFP), a consortium of universities dedicated to researching the causes of fraud and how to reduce it, found that these fraud networks cause extremely large losses that are far greater when the outside audit firm is alleged to have aided the fraud.
Robert Tillman and Michael Indergaard of St. John’s University in New York, working under an IFP grant, undertook a review of 834 firms that filed financial restatements between 1997 and 2002. By examining these companies, along with any class action lawsuits and SEC proceedings taken against them, they were able to extrapolate several trends in financial statement fraud.
Several of the study's conclusions corroborate those from other research, including that investor losses from financial statement fraud are of devastating proportions and that the most expensive frauds are almost invariably led by controlling persons, typically the CEO. (Criminologists refer to them as "control frauds.")
The CEO normally includes the CFO in the fraud network. Restatements are more common in so-called New Economy industries, such as information technology, energy trading, and telecommunications. However, the data also revealed some previously under-explored facets of financial statement fraud.
Paramount to the findings was evidence that these schemes are rarely solitary endeavors. The average number of parties connected with the alleged fraud cases studied was 7.2. Additionally, in over half of the schemes examined, a company other than the restating organization -- usually an investment bank, auditing firm, or colluding business partner -- was implicated as a participant.
One of the striking findings was that average shareholder losses were more than twice as large in cases in which it was alleged that the outside audit firm aided the control fraud.
The authors of the study recommended continued oversight of the financial reporting process and the maintenance of policies that require accountability on the part of senior managers, board members and auditors. The researchers opposes measures designed to limit the liability of auditing firms.
The full study is available for free download at: www.theifp.org
din engleză în chineză: What is Personal Time Management?
Text sursă - engleză Personal Time Management is about controlling the use of your most valuable (and undervalued) resource. Consider these two questions: what would happen if you spent company money with as few safeguards as you spend company time, when was the last time you scheduled a review of your time allocation?
The absence of Personal Time Management is characterized by last minute rushes to meet dead-lines, meetings which are either double booked or achieve nothing, days which seem somehow to slip unproductively by, crises which loom unexpected from nowhere. This sort of environment leads to inordinate stress and degradation of performance: it must be stopped.
Poor time management is often a symptom of over confidence: techniques which used to work with small projects and workloads are simply reused with large ones. But inefficiencies which were insignificant in the small role are ludicrous in the large. You can not drive a motor bike like a bicycle, nor can you manage a supermarket-chain like a market stall. The demands, the problems and the payoffs for increased efficiency are all larger as your responsibility grows; you must learn to apply proper techniques or be bettered by those who do. Possibly, the reason Time Management is poorly practised is that it so seldom forms a measured part of appraisal and performance review; what many fail to foresee, however, is how intimately it is connected to aspects which do.
Personal Time Management has many facets. Most managers recognize a few, but few recognize them all. There is the simple concept of keeping a well ordered diary and the related idea of planned activity. But beyond these, it is a tool for the systematic ordering of your influence on events, it underpins many other managerial skills such as Effective Delegation and Project Planning.
Personal Time Management is a set of tools which allow you to:
· eliminate wastage
· be prepared for meetings
· refuse excessive workloads
· monitor project progress
· allocate resource (time) appropriate to a task's importance
· ensure that long term projects are not neglected
· plan each day efficiently
· plan each week effectively
and to do so simply with a little self-discipline.
Since Personal Time Management is a management process just like any other, it must be planned, monitored and regularly reviewed. In the following sections, we will examine the basic methods and functions of Personal Time Management. Since true understanding depends upons experience, you will be asked to take part by looking at aspects of your own work. If you do not have time to this right now - ask yourself: why not?
Many of our customers use Projected Financials to model future cash flow, to evaluate prospective acquisitions, to analyze the impact of strategic decisions, to evaluate mergers and acquisitions and to justify capital expenditures. They also use it to plan for new product development or new business ventures, to keep pace with growth and raise capital.
Cash flow forecasts
The impact of business events on cash flow and profitability usually occurs at a point in time, not gradually over time. To keep your model realistic, Projected Financials creates projections based on discrete events. That gives you valuable insight that's usually invisible if you use trend-based financial planning and modeling applications. Our cash flow forecasts will accurately predict a cash shortfall in a specific month. Making changes to the timing of an event, such as hiring, equipment purchases or cash inflow from a loan or an equity injection, is as simple as changing the date.
Real-time collaboration
One of the most useful features in Projected Financials is its ability to convey and share information interactively in real time. It will help you communicate your business vision more clearly. And it enables you to collaborate with investors, bankers and associates to improve the reliability of your cash flow forecast.
Multiple industry applications
Projected Financials is used by operating companies and those that lend to them, invest in them and consult with them. From startups to billion-dollar corporations, companies of all sizes find the combination of model integrity, customizability and in-depth analysis ideally suited to Cash Flow Planning. (Show me your customer industry list)
See for yourself. Click on Cash Flow for a guest account and to view free examples of our innovative financial planning software. Or call us at 800-525-6878 or 978-745-0863. We'll take you on a guided tour to show you how you can build more effective and realistic financial models faster.
Text sursă - engleză Sakkara is an immense field of tombs, the final resting place of kings, noblemen, lesser Egyptians and mummified animals. In the course of the entire pharaonic period, but particularly the Old Kingdom and the Late Period, the desert sands of Sakkara witnessed continuous activity of tomb building, funerary processions and cult ceremonies for the dead.
After almost 2000 years of tranquillity, disturbed only by occasional tomb looting, Sakkara has come to life once again as teams of archaeologists go about their ever productive excavations, and multitudes of tourists follow eagerly in their footsteps.
Probably named after Sokkar, the mummified falcon-god of the dead, Sakkara served as the official necropolis of Egypt's main capital city, Memphis. Its most prominent landmark is the famous Step Pyramid which stands at the center of a vast quadrangular precinct dedicated to the afterlife of King Djoser of the Third Dynasty. This architectural wonder was accomplished by Imhotep, a high official and architect under Djoser. The Third Dynasty was a period of hesitant experimentation in monumental stone building. The elegance of white limestone was exploited for the first time in the formation of impractical but very gracious architectural features such as imbedded columns, false doors, imitations of tree-log ceilings, false arches, rounded corners, and the like. On the other hand, the massiveness of stone architecture, emphasized by the use of oversize blocks as can be found in the Giza complex (4th Dynasty), is absent from Djoser's monument. The Step Pyramid is the earliest example of an Egyptian pyramid. A close look at its construction shows that it was originally conceived as a mastaba building that was later developed into a step pyramid through several stages. The granite burial chamber of the king is situated underneath the enormous mass. It was accessible through a descending passage that could be entered from the court at the pyramid's northern side. Many subterranean galleries were discovered underneath the pyramid, as well as several rooms paneled with blue "faience" tiles. Thousands of stone vessels bearing the name of Djoser were found in these galleries.
On the southwest of Djoser's complex, his successor, Sekhemhet, built a very similar enclosure but was unable to complete it. Some theories regarding pyramid-building techniques could be confirmed by the discovery of this unfinished pyramid.
Later kings, particularly of the 5th Dynasty (Userkaf and Unas) and 6th Dynasty (Teti, Pepi 1, Merenre, Pepi II), also built their pyramids at Sakkara. The pyramid of King Unas (or Wenis) has lost much of its original shape. Its intended granite revetment was never completed. The burial chamber, which can be entered through a sloping passage from the north, is of exceptional interest on account of the decoration of its walls in .
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