Abstract This paper discusses the organizational roles of chief financial officers (CFO), comptrollers, treasurers, reimbursement directors and internal auditors within a health care setting. It discusses whether or not all of these positions are necessary in today's health care setting and why it is necessary to have multiple positions in a health care organization.
From the Paper "Kirkegaard (1997) proposes that the concept of liquidity is extremely familiar in the theory of accounting and financing. It is defined as having a direct relationship with the action of "paying." Enterprises or individuals are said to be liquid at a moment or within a period when they are able to pay their due debts now or within the period concerned. Payment can be made either in cash or by using references to cash. The daily language of accounting contains expressions such as "liquid capital" or simply "liquidity," terms that simply refer to means of payment that are easily accessible. In practice, "liquid capital" and "liquidity" can have three and only three forms. The ability to pay can be demonstrated by the presence of means of payment in the form of: cash holdings, deposits in bank accounts of various kinds, and prearranged rights to draw on credits of various kinds."
Abstract This paper will discuss how New York City voted for limitations on how long a public official may spend in his or her office. By understanding this recent event in New York City history, we can see how this has an effect on the present Mayor Rudy Guliani and how this will create change all across the board for New York politicians. This year, a new law goes into effect that limits the terms of New York City elected officials, forcing the mass retirement of most incumbents in the city - including the mayor, the comptroller, the public advocate, four of the five borough presidents and 36 of the 51 members of the City Council.
Abstract The paper broadly discusses the two main questions of what constitutes liquidity and what steps can the controller take to improve her/his company's liquidity. The analysis of these questions is taken into consideration, along with the observation of the factors that can help the controller to increase liquidity in order to meet problems and crises situations within the organization. The paper also presents conclusions based on all the details and facts regarding liquidity and the measures that can be adopted to increase the liquidity within the organization.
From the Paper "The comfortability and easiness through which a company's asset can be converted into cash as and when wanted is known as liquidity. There are many advantages of liquidity and hence, the organizations and companies should make use of the tools, strategies and methodologies which can be adopted to increase the liquidity with in the organization. The degree of easiness and certainty of value with which the security can be converted into cash is known as liquidity. It is the ability of the company to meet with its current and short-term financial obligations as and when they occur. It has been noted that a company should increase its liquidity because those companies, which have increased their liquidity, are more successful in dealing with the businesses, while on the other hand those companies who have not yet adopted measures to increase liquidity are lacking behind."
Abstract The purpose of this work is to show whether or not Continental Illinois rescue and restructuring efforts were successful and if so, why. The paper also attempts to discover if the decision to restructure was justified and explains why or why not. Furthermore, this work attempts to discover to what extent did the OCC contribute to the management failing of Chairman and CEO, Mr. Roger E. Anderson and the management team of Continental Illinois and what short and long-term benefits were expected from appointing David Taylor as the new CEO and Edward Bottum as President in the run-up to the restructuring of Continental Illinois. Finally, the current status of Continental Illinois is is examined as well the main sectors of banking and how these sectors have changed since the collapse of Continental Illinois National Bank and Trust Company.
Introduction
Background and Overview of Continental
Results of the Method used by FDIC in the Rescue
Critics Opinion of the Open Bank Assistance
Summary and Conclusion
From the Paper "Continental employed over 12,000 and held the approximate amount of $40 billion in assets. In May of 1984, at the time of near collapse the company had office in 14 states as well as 29 foreign countries with offices numbering 57. During the years 1976 and 1981 CCI experienced a jump in lending from $5 billion to over $14 billion with the company's total assets increasing from $21.5 billion to $45 billion with the loans-to-assets ration increasing from 57.9 percent to 68.8 percent between 1977 and 1981. The organizations return on assets stayed at 0.5 percent during the same time span and the return on equity was approximately 14.4 percent during those same years. (FDIC, 1997) The problems came under notice during 1982 when the Penn Square Bank, N.A. in Okalahoma City closed. The loans were underwritten poorly and it was clear that Continental had not used due diligence on the purchasing of the loans as well as Continental's loan portfolio beginning to experience problems specifically in the energy sector. It was reported by Continental in the second quarter of 1982 an amount of $1.3 billion in loans and assets that were 'nonperforming.'"
Looks at the New York State (NYS) Public Authority Accountability Act, which was created to counter corruption and mismanagement in public organizations.
Abstract This paper examines the New York State (NYS) Public Authority Accountability Act, the S-OX Rule 404, a related report by the NYS Comptroller and a report by the Attorney General and the State Isnpector General, requested by NYS Governor, which addressed the sale of certain land rights bordering the Erie Canal. The author explores the factors contributing to the passage of the NYS Public Authority Accountability Act, its intent , the ways this act addresses legislative concerns and its potential to succeed. The paper includes a synthesis of the NYS Public Authority Accountability Act's particular provisions. Figures are included with the paper.
Table of Contents:
Revealing Operations behind Closed Doors
The "Act" Itself
Specific Provisions of the Public Authority Reform Act
SOX Rule 404
Rule 404 of the SEC
Opening Closed Doors of "Internal Control"
Discussion of Amendments Implementing Section 404
Acts in the Interest of the People of NYS
Senate Passes Legislation to Reform Public Authorities
The Value of Values
From the Paper "Internal control encompasses more than a company's accounting functions. A number of definitions of the term "internal control" primarily focus on "clarifying the portion of a company's internal control that an auditor should consider when planning and performing an audit of a company's financial statements." This, albeit, did not improve the level of understanding of "internal control", nor satisfactorily provide the guidance that auditors sought. In time, successive definitions followed and increased understanding."
Tags: components governance, erie canal, ethics, internal control
