Managerial Skills enrich Overall Personality

Managerial Skills enrich Overall Personality

Courtesy: Pyramid College.

It's rightly said, "Planning our life, time, resources is very important. The Perfect Formula For Success is to Plan ahead; Execute; Adjust the plan; Execute; Adjust the plan; Execute; And be successful. There is no magic in being successful, just measured effort over time to really be happy in life." The managerial skills and time management work together to achieve the goals.

Managerial Skills:

It is well known that when the labour forces gets older, their skills gap widens. In order to improve the skills, it is required to impart proper training. Singapore diagnosed the performance of various sectors of its economy and decided to encourage the employees, traders, businessmen of the sectors where productivity is falling; to encourage for adopting new technical skills as per the requirements of the emerging digital world. 
It is felt that a number of the leadership training programs falls short in the development of interpersonal and human relations skills (soft skills) along with problem solving, decision making, judgment and other critical thinking competencies (conceptual skills). Hard skills as well as soft and conceptual skills are defined and their components are illustrated with examples. The wrong assumption has been made by many in the outdoor profession that just hard skills’ training makes one a leader. The acquisition of hard skills is only one part of the leadership development process. The development of soft skills is the second part and the acquisition of conceptual skills is the third part of the leadership development process. We should learn from other professions dealing in soft and conceptual skills such as professionals of education, psychology, philosophy, counseling, sociology, speech communication, military science and business management.

It is well known 'If you want to improve your creativity, just start thinking after reading & write down your thoughts on plain paper. Edit again & again, then publish'. What works here? Definitely skill.

In order to explore the often overlooked components of leadership it is important to gain a clear understanding of what is meant by the terms "hard skills", "soft skills", and "conceptual skills".

(i) Hard Skills :-

Hard skills are most visible, the most exciting and therefore the most marketable skills in our routine framework. Hard skills are the methods, processes, procedures, techniques and the use of outdoor equipment to gain competencies in the physiological, environmental, safety, technical and administrative components of outdoor recreation/education. The hard skills are tangible, relatively easy to teach, capable of being measured and therefore evaluated. The hard skills may be broken into five components: physiological, environmental, safety, technical and administrative (Rogers, 1979, p.4).

Physiological Skills: 

The physiological component includes those skills encompassing the maintenance of a sound physiological body and the physical restoration/treatment of an injured participant or leader. The physiological component includes, but is not limited to, maintaining physical fitness, promoting health, and treating blisters and common back-country ailments. Other examples of the physiological component of hard skills may include administering first or second aid, or bringing a hypothermia victim back to normal body temperature.

Environmental:  

The environmental component includes those skills relating to the interpretation and protection of the natural surroundings. Training in the environmental component may include such competencies as interpreting weather systems and understanding and promoting an environmental ethic (not only in yourself but in others). Understanding ecological principles and knowing the natural history of an area are also a few examples of the environmental component.

Safety:  

The safety component includes the skills necessary to render a safe activity, free from injury and secure from danger or loss. Some examples may include practicing the fundamentals of accident prevention and group security, taking necessary precaution, implementing risk management techniques and developing a critical eye for safety.

Technical: 

Technical hard skills are the most common cornerstones for leadership training programs. This component incorporates the competencies required to teach the group knowledge, skills and attitudes related to the activity, environment and safety (Priest, 1987, p. 5; Swiderski, 1981, p.108.). The technical component may also include special knowledge in mechanical repairs and maintaining the condition of outdoor equipment.

Administration: 

The administrative component of hard skills incorporates the "behind the scenes" actions in managing, directing, operating, supervising and evaluating an outdoor program. This component refers to the ability to program plan, to evaluate, understand legal liability and being competent to organize and conduct functional meetings. The administrative component may also include the capability of setting program goals and developing objectives. Knowledge of policies and procedures along with supervision skills, effective hiring and firing techniques are additional examples.

Since hard skills are the most visual of leadership skills and the skills most easily taught and evaluated, they are often overemphasized within leadership training programs. Consider the brochures of the more popular outdoor training agencies. In these class schedules we see students actively participating in the acquisition of hard skills. These hard skills (technical) activities are marketing tools used to see and feel excitement. In most cases we do an excellent job of teaching hard skills. But it is felt that a number of our leadership training programs and our outdoor profession as a whole falls short in the development and teaching of interpersonal and human relations skills (soft skills) along with problem solving, decision making, judgement, and other critical thinking competencies (conceptual skills).

(ii) Soft Skills:-

Soft skills or people skills are defined as interpersonal and human relations skills. Soft skills, like hard skills, may also be divided into components. The three components of soft skills include: social, psychological and communication.

Social: 

The social component of soft skills incorporates the group interaction and welfare of the participants or trainees. The social component may include the understanding of group dynamics, the ability to resolve group conflict, develop and provide a supportive climate (reassurance and encouragement), being sensitive to the needs of others and establishing effective group relations. When we learn to bend, humility comes to us.  When we express kindness then we become very powerful. It is said that soft behavior can be adopted with everyone and everything can be bought with it. However, it is not easy for everyone. Whenever we try to stay soft with others, our egoistic, jealous, spiteful and angry nature interrupts.  It is must to conquer these weaknesses with humility, decency, gentleness, courtesy and sweetness. Make your behavior pleasant and peaceful. Be yourself decent and try to make others decent too. Remember, both cheating and laughing cannot happen simultaneously. In other words, laughing and anger are not possible together. A man who will be happy all the time, will smile and laugh, he will keep himself away from these distortions. Further, try to maintain a schedule in routine life. Drink more and more water everyday, Sleep at the right time and wake up at the right time, Experience the peace spread in nature. The nature is our mother, be calm like her and do all your work on time like mother. Never postpone today's work on tomorrow. Do not try to get entangled in the world, do not increase bitterness by speaking bitter to someone, do not be distracted by listening to two bitter words of someone.

Psychological:  

The psychological component combines the skills necessary in relating to the participant's presence of mind and behavior. Some examples of the psychological component include building a climate of trust within a group, understanding what motivation is, and how to stimulate it. Other examples may include promoting values, understanding attitudes of others, team building, developing ethics and responding to a person's risks in a trustworthy manner.

Communication:  

The communication component combines written, verbal, and non-verbal transmission and exchange of information. 

Examples of this component range from being able to "think on your feet" and speak clearly in front of a group, to interpreting non-verbal expressions (hunching of the shoulders, furrowed brow, pursed lips). Other examples may include expressing directions in written format or listening attentively.

Soft skills are difficult to teach and difficult to measure since many components of soft skills are intangible. Hence, few leadership-training programs include these components in their training. Yet these soft skills competencies are vital to become an effective leader at the workplace.

Research in the past few years has indicated to our profession the importance of outdoor leadership competencies, which include both hard and soft skill acquisition (Green, 1981; Buell, 1981; Swiderski, 1981). The research findings have also indicated the importance of judgement, decision-making, problem solving and other conceptual skills (Priest, 1987; Phipps, 1986; Swiderski, 1981).

In words of Dr. Lalit Kumar, "शब्द औऱ सोच दूरियां बढ़ा देती है। वक्त ने हमको टीचर बना दिया, वरना कभी हम समझ नही पाते औऱ कभी समझा नही पाते "

(iii) Conceptual Skills:-

Conceptual skills are the general analytic skills of a leader; the reasoning power and logical cogitative processes. There are two components within conceptual skills: judgement and creativity.

Judgement: 

Judgement has been shown to be the number one outdoor leadership competency deemed necessary by outdoor leaders (Swiderski, 1981). Judgement is the process of forming an opinion by discerning and comparing using one or more of the following: cognitive instinct, logical deduction, foresight, perception and assessment. Judgement is the ability to understand, compare and decide between alternative forces (Rogers, 1979, p.3). Some examples of the judgement component may include distinguishing between perceived risk and actual risk, recognizing potential problems in such areas as natural hazards, environmental impact, or group problems (dissension, low group morale). Judgement may also include the ability to perceive potential danger, to analyze alternatives clearly, to anticipate the unexpected and to solve the problems. The acquisition of judgement allows one to lead a group while mentally being one or two steps ahead of the present situation. Being able to anticipate potential problems and solving them before they occur is not easy to incorporate into a leadership-training program. 

Negotiation Skills:

It's must to look at a problem from multiple perspectives to find out the solution and convince others to accept the right solution. 

नजरिया अपना-अपना :
मास्टर जी क्लास में पढ़ा रहे थे, तभी पीछे से दो बच्चों के आपस में झगड़ा करने की आवाज़ आने लगी। “क्या हुआ तुम लोग इस तरह झगड़ क्यों रहे  हो ?” मास्टर जी ने पूछा। राहुल : सर, अमित अपनी बात को लेकर अड़ा है और मेरी सुनने को तैयार ही नहीं है। अमित : नहीं सर, राहुल जो कह रहा है वह बिलकुल गलत है इसलिए उसकी बात सुनने से कोई फायदा नही। और ऐसा कह कर वे फिर तू-तू मैं-मैं करने लगे। मास्टर जी ने पास आने का इशारा कहा,”तुम दोनों यहाँ मेरे पास आओ।” 
अगले ही पल दोनो परस्पर व्यंगात्मक भाव लिए मास्टर जी की टेबल पर पँहुच गए। मास्टर जी ने दोनों छात्रों को अपनी टेबल के दाएं बाएं बैठने को कहा। अब शेष छात्रों को सम्बोधित करते हुए बोले, ”Fingure On The Lips. सभी छात्र पूर्ण शान्ति से बैठे रहें।” कक्षा में पूर्ण सन्नाटा छा गया सभी छात्रों की कौतुक नजरें मास्टर जी की तरफ। “जब तक ये दोनों छात्र यँहा मेरे पास हैं तब तक आप में से कोई छात्र कुछ नहीं बोलेगा।”मास्टर जी ने एक बार पुनः अपना आदेश दोहराया।
अब मास्टर जी ने कवर्ड से एक बड़ी सी गेंद निकाली और अपनी टेबल  के बीचो-बीच रख दी। मास्टर जी ने अपनी दायीं ओर बैठे राहुल से पूछा, “बताओ,यह गेंद किस रंग की है। राहुल ने मुस्कुराते हुए जवाब दिया,” जी यह सफ़ेद रंग की है।” मास्टर जी ने वही प्रश्न बाएं ओर के अमित से भी पूछा,”तुम बताओ यह गेंद किस रंग की है? अमित पूर्ण विश्वास के साथ बोला,”जी काली है।” दोनों छात्र  अपने जवाब को लेकर पूरी तरह कॉंफिडेंट थे। अब फिर दोनों ने गेंद के रंग को लेकर  बहस शुरू कर दी। 
मास्टर जी ने उन्हें शांत कराते हुए कहा,”अब तुम दोनों अपना अपना स्थान बदल लो और फिर बताओ की गेंद किस रंग की है ?” कक्षा के शेष छात्र कौतुक दृष्टि से तमाशा देख रहे थे। अमित अब दायीं ओर जबकि राहुल बाईं ओर आ गया था। इस बार उनके जवाब भी बदल चुके थे।राहुल ने गेंद का रंग काला तो अमित ने सफ़ेद बताया। मास्टर जी ने दोनों को अपनी अपनी सीट पर भेज कर गंभीर स्वर में कहा ,” बच्चों! यह गेंद दो रंगो से बनी है और जिस तरह यह एक जगह से देखने पर काली और दूसरी जगह से देखने पर सफ़ेद दिखाई देती है।
उसी प्रकार हमारे जीवन में भी हर एक चीज को अलग अलग दृष्टिकोण से देखा जा सकता है। ज़रूरी नहीं कि  जिस तरह से आप किसी चीज को देखते हैं उसी तरह दूसरा भी उसे देखे..इसलिए यदि कभी हमारे बीच विचारों को लेकर मतभेद हो तो यह ना सोचें कि सामने वाला बिलकुल गलत है बल्कि चीजों को उसके नज़रिये से देखने और उसे अपना नजरिया समझाने का प्रयास करें। तभी आप एक अर्थपूर्ण संवाद कर सकते हैं।” सभी छात्रों ने करतल ध्वनि से मास्टर जी की बात का समर्थन किया।
शिक्षा :-  आईये उक्त कथा से सीख लेते हुए हम भी एक दूसरे के नज़रिए को समझ कर अपने बीच उपजी संवादहीनता को दूर करने का प्रयास करें क्योंकि संवाद ही एकमात्र वह प्रक्रिया है जो हमारी गलतवहमी को दूर कर आपसी रिश्तों को मजबूत बनाती है।

Creativity: 

Creative abilities are like the oil wells of our mind. We know there is a lot down inside our brain but getting it to the surface and transforming it into something useful is the problem (LeBoeuf, 1980, p. 10). In our training, we are often blindfolded by tradition, unable to see beyond the present training methods. To exercise creativity within outdoor leadership incorporates generating new ideas such as original teaching methods/techniques or inventing instructional teaching aids. Also being able to perceive trends or to direct the imagination to open the door for new outdoor positions are examples of the creative component within the conceptual skill development. "Newer and better ways can always be found. Rigid, inflexible thinking is a great killer of creative ability" (LeBoeuf, 1980, p.22)

It is very difficult process to develop managerial skills in a person and require understanding of many ways to improve the managerial activities after being familiar with the unsolved managerial problems. A manager’s success is measured not by his output but by the output and productivity of the people he supervises. Working with others and getting them to give their best is quite a difficult task. Two major issues in this regard is why to develop and how to develop managerial skills.

Why to develop managerial skills?

Developing managerial skills is must for improving the efficiency and effectiveness of the organizational performance. To know the requirement of developing the managerial skills, many points can be discussed, known as reasons to develop managerial skills:

(i) Management is everywhere in our life:

Solid managerial skills are becoming increasingly important with the changing time. While Information Technology makes the tasks very easy, but it also poses a challenge in the life of old-aged persons who are not competent to understand the terminology of computers. This complexity scares many people away from developing their managerial skills.

(ii) Enjoy significantly higher paying work:

Whether a person is employed or self-employed, strong managerial skills allow him to leverage workings to the hilt, and that leverage pays.  The better you understand the management you use, the more value you can efficiently extract from it. People gladly open their wallets to pay those with in-demand managerial skills.

(iii) Save money:

A manager can save money every time by solving a managerial problem on his own instead of having to hire someone at a high hourly rate. This can add up to substantial savings over time. A manager can also save money by taking advantage of low-cost, high-tech solutions for managerial problems. 

(iv) Save time:

A manager can save time by solving managerial problems quickly instead of scratching his head in confusion.  There are many managerial problems that baffle novices but which require only a quick fix from someone with adequate managerial skills.

(v) Prevent problems:

Prevent problems before they occur is possible only through the SWOT analysis. Even a simple skill like keeping schedules of workings up-to-date can prevent compatibility problems in the management activities.

(vi) Reduce frustration:

A lack of understanding is frustrating. If something breaks, and you know how and why it broke, then it’s just a fact to be dealt with rather than an act of divine cruelty. To reduce frustration in dealing with managerial problems, management skills are essential to learn.

(vii) Make intelligent decisions:

Decision-making is the result of finding out most effective alternative. To explore maximum alternatives, it is required to have the power of creativity. Managerial skills are greatly required to deal with new challenges posed by competitive business world.

(viii) Empower yourself:

A manager can use the managerial skills in different spheres of his personal life, including his activities in relation to financial matters, economical events and social workings.  Knowing how to use management can add tremendous richness to the personal life.  But if he lacks the managerial skills, he’ll probably find it way too complicated to extract this value in a reasonable amount of time.

(ix) Earn money online:

This is one of the coolest benefits of managerial know-how. With the right managerial skills, one can build his own income-generating tasks along with his covering all employment responsibilities. One can manage multiple tasks, which provide not only income but also make a person popular.

(x) Feel more confident and comfortable with management tricks:

Competence builds confidence.  As a person develop his managerial skills, he’ll feel more comfortable with all forms of innovated products, challenges and use of technology. This will encourage him to branch out and leverage managerial effectiveness even more.  He can deal with the problems, sponsoring new projects for the organization, making the organization popular, performing all tasks in a well managed manner and also take maximum assistance from the other parties in solving problems and getting success in all spheres of the life.

The more managerial experience you gain, the faster you’ll adapt to new challenges posed by the other organizations. You may fall behind the curve at some point, but you’ll quickly catch up with a few days’ research.

How to develop Managerial Skills?

Strong managerial skills can help the manager to save the time and to increase the income. It can make him able to extract the most qualities from himself as well as from employees’ work patterns. There are 12 considerable points, which throw a light on improving the managerial skills, regardless of current skill level. These all are the major tips that can help a manager to manage and guide the people more effectively:

(i) The Human Touch:

The most valuable qualities a manager can develop within himself are patience, kindness, and consideration for other people. Although machines and chemicals don't care whether he scream and curse at their staff, people do. His subordinates are not just engineers, scientists, administrators, clerks, and programmers but they're people, first and foremost. People with families and friends, likes and dislikes and also with feelings. Respect them, as people and a manager will get their respect and loyalty in return. But treat them coldly and impersonally and they will lose motivation to perform for the manager.

(ii) Don’t Be Overly Critical:

It's part of manager’s job to keep his people on the right track. And it involves pointing out errors and telling them where they've gone wrong. But some managers are overly critical. They're not happy unless they are criticizing. They rarely accomplish much or take on anything new themselves, but they are only too happy to tell others where they went wrong, why they're doing it incorrectly, and why they could do the job better.

Don't be this type of person. A manager has more knowledge and experience in his field than a good many of the people he supervises. That's why the company made him the boss! His job is to guide and teach these people not to yell or nit-pick or show them how dumb they are compared to him. Mary Kay Ash, founder and director of Mary Kay Cosmetics, says that successful managers encourage their people instead of criticizing them. " Forget their mistakes," she advises, "and zero in on one small thing they do right. Praise them and they'll do more things right and discover talents and abilities they never realized they had."

(iii) Let Them Fail:

Of course, to follow through on Mary Kay's advice, you've got to let the people make some mistakes. Most workers expect to be punished for every mistake. Most managers think it's a "black eye" on their record when an employee goofs. But successful managers know that the best way for their people to learn and grow is through experience and that means taking chances and making errors.

Give the people the chance to try new skills or tasks without a supervisor looking over their shoulders but only on smaller, less crucial projects. That way, mistakes won't hurt the company and can quickly and easily be corrected. On major projects, where performance is critical, a manager will want to give as much supervision as is needed to ensure successful completion of the task.

(iv) Be Available:

Few things dampen employee motivation more than management inattention. A manager has a million things to worry about besides the report sitting in his mailbox, waiting for his approval. But to the person who wrote that report, each day's delay causes frustration, anger, worry, and insecurity. So, although a manager has got a lot to do, give first attention to approving, reviewing, and okaying projects in progress. It is necessary to provide time to subordinates. In the case, a manager is very busy, he should not stop his employees to ask a question or discuss a project, but should invite them to sit down for a few minutes or set up an appointment for later that day, and keep it. This will let the people know top manager is genuinely interested in them. And that's something they'll really appreciate.

(v) Improve the Workplace:

People are most productive when they have the right tools and work in pleasant, comfortable surroundings. According to a study by the Buffalo Organization, a comfortable office environment creates an extra $1600 of productivity annually for professionals and managers.

Having the right equipment is equally important. Mobiles and laptops in the workspace can improve the effectiveness and efficiency of the employees. In my experience, a word processor can easily double the productivity of a writer. In the same sense, mobiles in the hands of the employees can improve the communicational activities and can help to build a improved workspace.

If managerial officials complain about work conditions, listen. These complaints are usually not made for self-gain, but stem from each worker's desire to do the best job possible. And by providing the right equipment or workspace, you can achieve enormous increases in output . . . open with a minimal investment.

(vi) A Personal Interest in People:

A manager should take interest in the personal life of his employees. Just as a salesperson wants to know his customer and can be benefited in making a sale easily. A manager by showing a little personal interest in his people, their problems, family life, health, and hobbies; can motivate them to perform their tasks in an effective manner.

A manager can maintain a habit of taking a few minutes every week (or every day) to say "hello" and chat with his employees for a minute or two. If an employee has a personal problem affecting his mood or performance, try to find out what it is and how it can be solved by the managerial efforts. Send a card or small gift on important occasions and holidays, such as a 10th anniversary with the firm or a birthday. Often, it is the little things managers do for people (such as letting workers with long commutes leave early on a snowy day, or springing for dinner when overtime is required) that determine their loyally to the manager.

(vii) Be Open to Ideas:

The sign of a good manager is to have a department where everybody is busy at work on their assigned tasks. But if the people are merely "doing their jobs," they're only working at about half their potential. A truly productive department is one in which every employee is actively thinking of better, more efficient methods of working ways in which to produce a higher quality product, in less time and at lower cost.

To get this kind of innovation from the organizational people, A manager has to be receptive to new ideas; what's more, he has to encourage his people to produce new ideas. Incentives are one way he can offer a cash bonus, time off, a gift. But a more potent form of motivation is simply the employee's knowing that management does listen and does put employee suggestions and ideas to work. Quality Circles, used by Westinghouse and other major firms, are one way of putting this into action, the suggestion box. Sometimes managers are not good listeners. Don't shoot down a suggestion before hearing it in full. Many managers are too quick, too eager, to show off their own experience and knowledge and say that something won't work because “we've tried it before” or “we don't do it that way.”  Well, maybe he did try it before, but that doesn't mean it won't work now. A good manager is open-minded and receptive to new ideas.

(viii) Give Your People a Place to Go:

If a worker doesn't have a place to go a position to aspire to, a promotion to work toward then his job is a dead end. And dead-end workers are usually bored, unhappy, and unproductive. Organize your department so that everyone has opportunity for advancement, so that there is a logical progression up the ladder in terms of title, responsibility, status, and pay. If this isn't possible because the department is too small, perhaps that progression must inevitably lead to jobs outside the department. If so, don't hold people back; instead, encourage them to aim for these goals so that they will put forth their best efforts during all the years they are with the department.

(ix) Maintain library to read managerial books:

One of the best ways to improve the managerial skills is reading books. Best books provide best ideas and can help a manager to think beyond his current capacity and also make him able to work for more time without feeling bore. Books also provide freshness and remove the stress of persons. Although keeping management books can be expensive, but they can improve the effectiveness of overall performance in the organization.

(x) Facility to go online:

One of the advantage to be online is to read online tutorials over books is that they’re accessible, timely, and of course free.  The disadvantage is that they usually aren’t professionally edited, which can leave them lacking in completeness and/or clarity.  However, they often sport other features like abundant interlinking, user comments, and interactive demos.  Sometimes the comments are better than the original information, since they can contain lots of additional tips and suggestions. One way of finding online tutorials is to use Google search engine.

(xi) Hang out with geeks:

If a manager spends enough time with managerial people, he can improve his knowledge. Knowledge provides a sense to learn and implement new ideas in one’s life. A great way to accelerate the development of managerial skills is to join a membership of any organization and participate in their managerial decisions. An organization can maintain a lot of fresher courses to make interactions with the great personalities.

(xii) Group learning:

Group learning can also improve the managerial skills; a manager usually takes work from people and to work from others, is an art, which can be attained only by remaining in-group. Taking classes in the training institutes provides a pleasure to administrative people and also make them familiar with the newly innovated products and advancements in their field. In attending classes, a key advantage of classroom learning is the opportunity to interact with an experienced educator.  Teachers with decades of experience know plenty of educational distinctions.

All the above points are very helpful in developing managerial skills. But their practical implementation in routine life of the managers is very difficult. When others do mistakes, we easily judge and suggest them not to do. But when we do mistakes, most of the times we don't realize and if criticizers are available, they made us realize. It is rightly said, "What is the 'Most Easy'' & ''Most Difficult'' thing in Life? - ''Mistakes".

Functions of Director (Finance and Accounts)

The Director Accounting Operations heads the  Financial Accounting  department  managing the Accounting functions. He is responsible for overseeing the General Accounting and Financial Reporting functions including Payroll, Revenue accounting, Audit, and General Ledger Management. He is also responsible for all statutory compliances like sales tax/GST/Payroll taxes etc.

He/She implements and maintains a system of internal controls with all financial reporting,  compliance with all financial policies.

Functions, Duties and Responsibilities

·         Oversees the general accounting function, which includes Payroll, Billing/Credit/A/R, A/P, Bank accounting and operations, Book close, Audit, General Ledger Management, inter-company accounting, financial reporting and balance sheet management.

·         Develops, implements, and maintains internal control procedures to provide reasonable assurance that the company assets are protected.

·         Coordinates and oversees the activities relative to internal controls documentation, testing and segregation of duties.

·         Provides technical accounting GAAP guidance and support to all company entities.

·         Responsible for proper timing and application of revenue recognition rules. This currently entails review of each Statement of Work and its terms for determination of proper timing of revenue recognition. Involves significant interaction with Sales and Delivery.

·         Ensures that company financial records, under responsibility, are maintained in compliance with company policies and local country GAAP. Responsible for reviewing monthly/quarterly account reconciliations and other documents to ensure this compliance.

·         Ensures that company financial reports are prepared in compliance with policies and directives and GAAP requirements.

·         Supervises the completion of Federal and State tax reporting requirements (including income, sales and use, payroll and other local taxes) and insurance reports.  Also, assists Corporate Tax, Treasury and Risk departments with dealing with tax related issues and meeting reporting requirements.

·         Ensure compliance of applicable taxes, viz., income tax, withholding taxes, VAT, Service Tax, RBI, FEMA, SEZ etc. and all regulatory reporting is completed timely and accurately and the accounting and reporting in line with the applicable accounting standards and completion of statutory required reporting.

·         Coordinates external & internal reporting. Assumes principal responsibility for improving and standardizing financial consolidation and reporting processes across the company.

·         Coordinates work relating to both internal and external audits in the periodic review of the company financial records. Is further responsible for the implementation of agreed upon recommendations, related to areas of responsibility, resulting from the audit findings

·         Ensures that the computer system continues to operate as required. Involved in validating/designing suggested changes to ensure accounting requirements continue to be met.

·         Ensures that the accounting department is staffed with qualified financial personnel capable of meeting the objectives and responsibilities, noted above. Responsible for continued development of these associates.

·         Will have direct management responsibility of the following: General Accountants, Billing Manager, Accounts Payable and Payroll Manager.

·       Assist company consultants in preparation of work papers supporting various tax filings

Works closely with cross teams to ensure decision-making is based on the most relevant and timely information available. Provides assistance as required to support budget and forecast assumptions.

Copyright © 2018 Dr. Lalit Kumar. All rights reserved. 

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