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.
