How to Improve Working Capital Management

"Cash is the lifeblood of business" is an oft-repeated maxim amongst financial managers. Working capital management refers to the management of current or short-term assets and short-term liabilities. Components of short-term assets include inventories, loans and advances, debtors, investments and cash and bank balances. Short-term liabilities include creditors, trade advances, borrowings and provisions. The major emphasis is, however, on short-term assets, since short-term liabilities arise in the context of short-term assets. It is important that companies minimize risk by prudent working capital management.

What Affects Working Capital Management:

o Organizations are generally focused on cash, accounts payable and supply chain issues. On the hand, external issues like the legal and business environment, or internal mechanisms like organization structure, information systems, can significantly impact working capital.

How to Improve Working Capital Management

o Owing to market pressures, companies are led to paying a lot of attention to producing good quarterly results quarter after quarter. Undue focus on this may sometimes produce a flattering but inaccurate snapshot of working capital performance. This also happens in companies that have a marked seasonality of operations with working capital requirements varying widely from quarter to quarter.

Measures to Improve Working Capital Management:

o The essence of effective working capital management is proper cash flow forecasting. This should take into account the impact of unforeseen events, market cycles, loss of a prime customer and actions by competitors. The effect of unforeseen demands of working capital should be factored in.

o It pays to have contingency plans to tide over unexpected events. While market-leaders can manage uncertainty better, even other companies must have risk-management procedures. These must be based on objective and realistic view of the role of working capital.

o Addressing the issue of working capital on a corporate-wide basis has certain advantages. Cash generated at one location can well be utilized at another. For this to happen, information access, efficient banking channels, good linkages between production and billing, internal systems to move cash and good treasury practices should be in place.

o An innovative approach, combining operational and financial skills and an all-encompassing view of the company's operations will help in identifying and implementing strategies that generate short-term cash. This can be achieved by having the right set of executives who are responsible for setting targets and performance levels. They are then held accountable for delivering, encouraged to be enterprising and to act as change agents.

o Effective dispute management procedures in relation to customers will go along way in freeing up cash otherwise locked in due to disputes. It will also improve customer service and free up time for legitimate activities like sales, order entry and cash collection. Overall, efficiency will increase due to reduced operating costs.

o Collaborating with your customers instead of being focused only on own operations will also yield good results. If feasible, helping them to plan their inventory requirements efficiently to match your production with their consumption will help reduce inventory levels. This can be done with suppliers also.

Working capital management is an important yardstick to measure a company operational and financial efficiency. This aspect must form part of the company's strategic and operational thinking. Efforts should constantly be made to improve the working capital position. This will yield greater efficiencies and improve customer satisfaction.

How to Improve Working Capital Management
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How to Start a Property Management Business

Property management is a business that is regulated and requires a real estate license in many states. This first step requirement means that the potential buyer of an existing business would need to be qualified to run the business. They would also need to meet the same requirements to start one from the ground up.

One way to get experience in the business is go to work for a large management company and learn the ropes. At the same time you could be completing any educational requirements and prepare for taking the license required to professionally manage properties. Starting a company of your own will take some strong detective work to find a property that is looking for management or looking to replace the current management firm. This will entail a great deal of cold calling and phone work to come up with possible clients.

At the same time you could get a web site built so you will have something to point people to when you are speaking with them on the phone. You would also mention the website in all communications or advertisements. All of this would come after you have decided on a company name and have a phone number and address for your business.

How to Start a Property Management Business

Knowledge and preparation are requirements for success. Whether you buy an existing business or start one up, you will need to gain experience and first hand knowledge of the business from some source. The best way to gain real experience is to work in the business for a year or so for a management company. The requirements in your state should be checked also to see what licenses are needed. There could also be educational requirements that you would have to obtain. A smart person would make sure they have all of these ducks out of the way while working for someone else. The real estate department of your state will be able to give you the information you need to know. There also could be an association of property managers in your area. Both of these sources are a place to start to find the information you need.

Finding property management companies that are for sale The Internet will quickly give you and idea of what is for sale and where they are located. Business brokers are another solid place to find listings of businesses that are currently on the market. You can also get questions answered about the way to buy one of these businesses. One important facet of the businesses for sale is the asking prices. This may be eye opening for you. You might also check out local newspapers and the local real estate association. Lawyers that specialize in real estate transactions may also know of management companies that are looking for a partner or are for sale. Once you have an idea of the capital needed to pursue a purchase you can begin to figure if you can make a deal. If you are going to need help with the money you will have to resolve that common problem also. The business brokers will have a good idea if the listed business is cash only or the current owner would consider terms. This type of information will speed up the process of finding a deal that you may be able to pull off.

Another aspect of property management is the properties handled. Are you going to only deal with large apartment complexes or single-family residences? The type of properties you wish to handle could determine the price of a management company.

Money makes the deal

Money talks when buying a business. The seller is usually anxious to sell and if a real money offer is made, they may bite even if it requires terms to complete. The point here is make an offer and see what the seller responds with. You never know what kind of help you may get from a motivated seller. Other ways to make up a short fall is a loan from the bank, a business lender found on the Internet, a partner and family or friends. Some deals take a great deal of creative financing to pull off. If the existing business has long-term contracts with their clients it may be easier to get a loan from a disinterested third party. The most common way to handle the short fall is to get the seller to take back paper to be paid in full by a set date in the future. Maybe they would remain a silent partner for a short length of time. The answer to this problem is how much you can put down and how long you would need to pay off the balance.

The only way you will ever know if a deal is possible is to make an offer and see what the counter offer looks like. The business broker in a deal can help in the negotiations and in many cases make it happen through their deal making skills.

If you come to a point in any deal that the final terms are too difficult for you to live with, then it is time to take a walk. Knowing when to walk a way in also part of good deal making. The wrong terms could make the deal a failure from the beginning. The last thing any buyer wants is to put a large down payment into a business and then watch it fail. The loss of this money could be the end of any possibility to own your own business. The thought process should go like this, this deal is not possible and there will be another chance down the road. Some times in the heat of negotiation the making the sale happen becomes the end in itself. This should never be the reason to make a bad purchase. This is a serious situation that needs to be well thought out.

Conclusions

Once you have the experience, education and licenses, the ownership of a property management company is possible. You can either start one up or buy an existing firm. The expense of buying one will be much higher than starting one from the ground up. Finding one you can buy will take effort and the willingness to commit a sizeable amount of money. The obvious way to start is through a business broker, as they will have a current list of business for sale. They should have a very good idea of what you will need to pay to buy a property management company Coming up with the money may be a problem for some buyers as the price of an existing successful firm will be higher than a startup. An existing management company's current customers will be a large asset, as they will supply immediate cash flow to the company. So the higher price is offset by the constant cash flow from contracted customers.

If you start a company from scratch, you will need to plan on a significant amount of cold calling, phoning and face-to-face meetings to find customers that need your help. This is a slow start but can be a reasonable way to get into the business

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Pain Management - Hiatal Hernia or Acid Reflux? - How to Cure Both

Acid Reflux - Hiatal Hernia

The Hiatal Hernia - Acid Reflux has been called the "great mimic", because it mimics many disorders. A person with this condition can get such severe pains in their chest that they think they are having a heart attack. They may think they have an over acid stomach because they will regurgitate stomach acid after they eat, or their stomach may hurt so badly they will think they have an ulcer. This is just a sampling of the symptoms that may occur from this disorder.

We always recommend that you see a medical professional to make sure there is nothing seriously wrong.

Pain Management - Hiatal Hernia or Acid Reflux? - How to Cure Both

What is a Hiatal Hernia?

When you swallow, your food passes down a long tube known as the esophagus into the stomach. This tube must pass through a muscle known as the diaphragm, which is located near the bottom of your rib cage.

This opening in the diaphragm, which permits the esophagus to pass through, is regulated by a sphincter muscle (or "valve"), which relaxes and opens, when we swallow, to permit the food to pass through the diaphragm and into the stomach. This sphincter or valve closes to prevent stomach acid from coming back up into the throat.

A hiatal hernia-acid reflux occurs when the top of the stomach rolls or slides up into this opening and becomes stuck there.

Naturally, when part of the stomach is forced up into the
diaphragm the sphincter muscle cannot close properly.

Thus, stomach acid may travel back up into the esophagus causing burning sensations (heartburn), esophageal spasms, inflammations and ulcers. (known as the Acid Reflux)

Your diaphragm is a muscle. The diaphragm has three large openings for passage of the aorta, esophagus, and vena cana. When you don't use your diaphragm to breathe, it weakens, and becomes flaccid.

This allows your stomach to be pushed through your diaphragm by gas pressure in your digestive tract in what is known as a hiatal hernia. The resulting pain is often confused for the onset of a heart attack.

A flaccid diaphragm most often results from chest breathing or shallow breathing.

The digestive tract has a series of one way valves to keep food material moving in the correct direction: the esophageal valve in the esophagus, a sphincter muscle valve between the esophagus and the stomach. The pyloric valve between the stomach and the small intestine, the ileocecal valve between the small intestine and the large intestine, and the Houston valve in the descending colon.

When one or more of these valves malfunctions, pressure from gas in the intestines may force food material to back up, pushing stomach acid into the esophagus.

The interesting discovery that we made with our studies in kinesiology was the relationship between these valves and the diaphragm muscle.

The valves generally do not malfunction as long as the diaphragm muscle remains strong and in balance. Once the diaphragm muscle weakens one or more of these valves may malfunction leading to a hiatal hernia and/or acid reflux.

Once the causes of mock heart attack (hiatal hernia) and acid reflux are properly identified, the preferred treatment becomes apparent. Both conditions can be corrected by doing diaphragmatic breathing exercises that both strengthen the diaphragm muscle and force the stomach down and out of the diaphragm.

Technique in Practicing Using The Diaphragm

1. Place your hand on your stomach
When you take an in-breath your stomach goes out.
2. When you release your breath your stomach goes in.

This may be difficult to do at the beginning.
To practice, you can lie on your back and put a book on your stomach. Concentrate with your in-breath pushing the book up and letting it fall when you release your breath.

This exercise can be done on the spot in whatever position you happen to be, standing, sitting, or lying down.

What I have discovered is that when I went to bed at night and did not feel very well, I would put my hand on my stomach and concentrate when taking an in breath to push my stomach out and feel it relax when I let my breath out. I would do this slowly.

The ultimate answer is learning to breathe with your diaphragm all the time. This involves regular practice of diaphragmatic breathing, and a continuing consciousness of how you are breathing.

As you continue this over a period of time, diaphragmatic breathing will become automatic.

A further benefit of diaphragmatic breathing is improved airflow into the lower parts of the lungs and better oxygenation

Once again we have found that helping your body to heal itself through muscle and energy balancing often provides satisfactory results in the long run.

Proper diaphragmatic breathing is important for our overall well-being. Proper diaphragmatic breathing assists us to properly oxygenate our body, particularly during physical exercise, reducing chronic fatigue due to shallow breathing.

It also helps us to maintain proper muscle tone in our diaphragm. This in turn helps us to hold our abdominal organs in the proper position and to reduce abdominal and chest pains. This is often helpful after eating to reduce gastronomic distress.

Another important feature of the Barhydt basic balances is that they always drive the body-mind toward equilibrium (or balance).

A person cannot harm himself or herself by doing these balancing exercises. Just do the exercise if you feel it may be helpful; it generally takes just a few seconds in any case. This makes basic balancing exercises appropriate for self-help.

Another benefit I have discovered when I learned to breathe using my diaphragm is that I can eat most anything like tomato-based foods (ketchup, spaghetti sauce), citrus fruits, mint, and even chocolate within moderation.

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7 Steps To Developing A Risk Management Plan

Risk is real for any company or organization. Don't kid yourself. Things happen when you least expect them to happen. Are YOU ready for the unimaginable, the unexpected, the unwanted? As an executive, have you put your head in the sand around risk? Do you pretend that all is well, and nothing will change? If so, it's time to face reality: data gets lost, buildings burn, people resign. When any of these occur, your organization is at risk for malfunction, inefficiency, chronic struggle, revenue loss, and even total failure. Is this the path you want to go down?

Beginning now, you can initiate the process of developing your organization's risk management plan. Take charge. Form a committee representing Board members and staff, and ask them to partner with you to create this critical document. Make sure everyone understands the importance of the work, and explain to them how they can benefit from contributing to the finished product. Risk managements plans are not optional; they are essential for every company, large or small. There are no valid exceptions.

Implement the following seven steps, and give yourself and others a huge slice of peace of mind:

7 Steps To Developing A Risk Management Plan

1.  Define what risk looks like for your organization.
What constitutes risk in your shop? Threats to normal operations? Threats or compromises to people's safety? Loss of physical and electronic property? Loss of revenue? Decreased public/community support? Unethical behaviors?   Create a comprehensive definition of risk that means something to YOU and YOUR organization.

2.  Identify specific risks.
Ask the committee to brainstorm as many different risks as they can possibly imagine. Record them on a white board or flip chart. Examples of various risks include: firing of the chief executive, dwindling interest in one of your major products, departmental silos, Board infighting, inability to fundraise, economic downturn, layoffs, building fire, computer crashes, philosophical differences between key employees, extended leaves for managers, interruption in receiving necessary supplies. All of these are potential risks, and there are many others. Continue brainstorming until the group believes they have come up with an exhaustive list.

 3.  Categorize each risk.
Determine category names for the identified risks. Examples may be: Chief Executive, Board of Directors, Physical Property, Technology, Data, Employees, Products or Services, Customers/Clients, Stakeholders,. Place each risk under one of the selected categories. Create as many category names as you need.

4.  Rank each risk according to severity or significance.
Choose headings such as "most severe", "moderately severe", "of minimal concern". You don't have to use these same words for your headings, but be sure that your phrases adequately differentiate between the degrees of seriousness. Perhaps you would like to color code each risk according to its significance heading: red for "most severe"; black for "moderately severe", and green for "of minimal concern". Set it up the way it best works for you and your organization.

5.  Develop strategies for reducing or eliminating each risk.
Begin with the risks under your "most severe" heading. It's critical that you don't delay in thinking through possible solutions for those major issues. Ideally, determine multiple strategies for each risk. Be sure to consider who within the organization is going to be responsible for implementing the various strategies, and the resources needed to implement them. Omitting this information from the plan only causes big problems later.   

6.  Write your plan.
Using all of the above input, shape a readable document. Practicality is paramount here. The plan is worthless if nobody can follow it, interpret it, or actually rely on it as a guide during crisis. After it is compiled, seek feedback from the committee as well as other employees and Board members. Incorporate changes where indicated. Check for evidence of common sense throughout the document. Hold yourself accountable to a high standard around common sense. A pie-in-the-sky risk management plan doesn't serve anyone.

7.  Test some of those strategies in your plan for viability.
Do they work? Can they work? Why or why not? Where are the pitfalls? What steps are missing? Would you benefit from having certain outside experts review your strategies? If so, which types of experts? 

Revisions to the plan may occur annually, as situations arise and your organization lives one or two of the strategies firsthand. Hindsight is often wiser. Don't be afraid to toss some plan content when you know for a fact that this is what you must do. Remember: the plan needs to be current. On a day you least expect it, someone has to grab that document, refer to a particular section in it, and act upon it--fast.

7 Steps To Developing A Risk Management Plan
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Sylvia Hepler, Owner and President of Launching Lives, is an executive coach/advisor based in South Central PA. Her ideal clients are corporate executives, nonprofit executive directors, and business owners who demonstrate commitment to getting unstuck and creating a NEW story for their lives. Ms. Hepler's background includes: teaching, public speaking, retail sales, freelance writing, and executive leadership of a 14 county nonprofit organization. She has a working knowledge of staff supervision, Board development, Quality Management, SWOTT Analysis, the hiring and firing of employees, mission/vision development, networking, and organizational collaboration. Her no nonsense approach coupled with heart yields swift results with most clients.
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Leadership Skills Versus Management Skills

Paul Hersey and Ken Blanchard gave an excellent definition regarding management and leadership in their book, "Management of Organizational Behavior", which help us better understand the qualifications of leadership skills:

· Management is working with and through people and groups to accomplish organizational goals.

· Leadership is influencing human behavior, regardless of the goal.

Leadership Skills Versus Management Skills

John P. Kotter, in his article "What Leaders Really Do" (Harvard Business Review), gave equally interesting definition which shed a different insight on leadership skills:

· Management is about coping with complexity; it brings order and predictability to a situation. But that is no longer enough: to succeed, companies must be able to adapt to change.

· Leadership is about learning how to cope with rapid change.

The difference between managers and leaders

Kotter spells out three basic differences between leaders and managers:

1. Managers plan and budget. Leaders set direction.
2. Managers organize and staff. Leaders align people by communicating their vision at all levels.
3. Managers provide control and solve problems. Leaders provide motivation and inspiration.

The difference between management and leadership

The distinction between management and leadership skills can be summarized briefly as follows:

· Management is about exercising control. It is about planning, rewarding and directing people, training the employees, maintaining systems and procedures, monitoring the schedules, and nurturing coordination among the employees. Management skills focus to ensure that systems would not break down and companies operate efficiently.

· Leadership is about managing change. It is about formulating and communicating vision, inspiring and empowering people, coaching the employees, thinking about possibilities, looking for opportunities, and cultivating synergy among the employees. Leadership skills focus to ensure that companies have direction or growth.

Leadership Skills Versus Management Skills
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Role of a Manager

Managers are building blocks of the organization. A manager performs five basic functions - Planning, organizing, staffing, directing and controlling. At all the levels of management we have managers working there and performing one or more of these managerial functions. A manager's main role is to achieve effective utilization of resources in an organization. He achieves so through coordinated human efforts. A manager has a very important role to play in achieving organizational objectives. He is responsible for aligning the individual's objectives with the organizational objectives. This is very essential for achieving long-term organizational success.

A Manager is the one who communicates organizational vision to the employees of the organization. He should ensure that there is effective communication flow in an organization and that there should no misinterpretations taking place.

A manager has crucial role to play in decision making process in an organization. He has to decide how to bring and communicate organizational changes. He plays a major role in setting organizational goals. He has to be in close contact with the employees of the organization. He should understand them and motivate them. He should encourage them so that they can perform effectively. He should praise them when they show brilliant performance and on bad performance, he should give them constructive feedback rather than negative feedback. He should provide them online support and coaching.

Role of a Manager

A manager should resolve conflicts among the employees and try to reach at an acceptable solution. This would improve employees work quality as well as performance. Thus, a manager's role is very important so as to improve employees productivity as well as organization's productivity. He should understand that organizational success depends on employees. Thus the more satisfied and happy the employees are the more success the organization will show. A manager must be committed to his work so as to set an example for his subordinates.

Role of a Manager
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Managers at different levels have different roles to perform. In any organization we have mainly 3 levels of management and at all these levels we have different managers working with their respective powers and authority. Author is the writer of Levels of Management which explains in detail about the roles performed by managers at different levels.

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The Different Types of Management Jobs

What is it about management jobs that people are always aspiring towards? Is it the perks that come with the position, such as an attractive pay package, discounts (where applicable), power of authority, challenging goals to reach etc? Whatever the reasons maybe behind people desiring the role of an authoritarian-type role in any business, it is one thing to desire a role and another to actually fulfil the demands of a manager.

For people keen on taking on management jobs will need to take into consideration the varying roles management positions take on. Take for instance management in the retail industry, this role may be very customer-centred and may require plenty of customer interaction, communication amongst people and of course managing staff so that they reach target sales. However, within the retail industry there are different managerial roles for instance assistance managers, duty managers, deputy area managers, area managers and regional managers. Each role is a step up from the other and requires a lot of retail experience for people to move up in the career ladder.

Management within the healthcare industry would be different to that of the retail industry. Healthcare management is an extremely demanding job and requires extensive knowledge of everything medical related. Things like hospital management requires the manager to be on top form when managing staff, keeping on top of medical supplies, working within budgets, monitoring hospital care and patient care, dealing with patient issues, dealing with legal issues, administrating hospitals and healthcare networks, and leadership of healthcare professionals. This is just one aspect of healthcare management and could encompass much more than what is stated above.

The Different Types of Management Jobs

Other management jobs could be in a standard corporate environment, whereby the role could be to draw up plans, manage projects, reach to target goals, forecast the financial market in the future, scope competitive companies, predict the target market direction, coming up with marketing strategies and more. Depending on the management jobs you are interested in it could take you a matter of months or years to reach to that level.

The key thing to remember is for you to show tenacity, motivation, working to your own initiative, expert knowledge of the field you intend work in and plenty of experience from working within that industry. People tend not to take on a role without having prior experience in the field that they are going to work in, otherwise they will be faced with a big surprise. Some may be able to take on a completely new role and pick things up quickly without any supervision however not everybody are as gifted and talented as this.

The fact remains for a person to work in a managerial role without having worked in the company they are applying for, they will need to present a resume that exhibits many years of experience as well as in-depth knowledge of the industry. Most employers will not take the risk of hiring an inexperienced person unless they impress them so much on the day of the interview and can demonstrate a high level of intelligence!

The Different Types of Management Jobs
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