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Offline TechShristi

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Re: CMA 2013 Placement Prepration
« Reply #10 on: February 11, 2014, 09:27:10 PM »
Following are the key important term or definition, may be useful for the interview.

Chapter 1: INTRODUCTION TO COST ACCOUNTING


Cost It represents the resources that have been or must be sacrificed to attain a particular objective.
Costing It involves in classification, recording, allocation, appropriation of expenses incurred to facilitate the determination of the cost of the product or service.
Cost Accounting It deals with collection and analysis of relevant cost data for interpretation and presentation for managerial decision making.
Cost Accountancy It is the application of accounting and costing principles, methods and techniques in the ascertainment of costs and the analysis of savings and/or excess as compared with previous experience or standards.
Cost Unit It is a unit of product or unit of service to which costs are ascertained by means of allocation, apportionment and absorption.
Cost Object It is any activity for which a separate measurement of costs is desired.
Management Accounting It utilizes the principles and practices of Financial Accounting and Cost Accounting in addition to other modern Management Accounting Techniques for efficient operation of a company and aims towards determining policy and formulating plans to achieve desired objective of management.
Financial Accounting It aims to present ‘true and fair view’ of the overall results of the transactions and events for the enterprise as a whole. It is more attached with reporting the results and position of business to persons and authorities other than management like government, creditors, investors, owners etc.
Cost Accounting System It is a set of procedures used in refining raw data into usable information for management decision making, for ascertainment of cost of products and services and its profitability.
Cost Centre It is a location, person or item of equipment for which cost may be ascertained and used for the purpose of cost control.
Personal Cost Centre It is a cost centre which consists of a person or group of persons.
Impersonal Cost Centre It consists of a location or item of equipment, production department, a machine or a group of machines.
Production Cost Centre It is engaged in production activity by conversion of raw material into finished production.
Service Cost Centre It is ancillary to and render service to other production and service cost centres. For e.g. maintenance department.
Process Cost Centre In this, a specific process or a continuous sequence of operations is carried out.
Profit Centre It is a subunit of an organization to which both revenues and costs are assigned, so that the responsibility of a subunit may be measured.
Specific Order Costing It is a basic costing method which involve in make/assemble/construct jobs or products to individual customers’ specific orders. For e.g. Job costing, Batch costing, Contract costing.
Continuous Operation Costing It is applicable where the process involves in production of identical units of output and total costs are divided by number of units to give the average cost per unit. For e.g. Process costing, Unit costing, Operation costing, Service costing.
Chapter 2: COST CLASSIFICATION

Cost Classification
Costs may be classified into variety of ways, according to the decision needs of the management.
Material Cost It is the cost of material of any nature used for the purpose of production of a product or service.
Labour Cost It includes salaries and wages paid to permanent employees, temporary employees and also to employees of the contractor.
Expenses These are costs other than material cost and labour cost which are incurred in any activity.
Direct Costs These costs can be identified easily and indisputably with a unit of operation or costing unit or cost centre.
Direct Material It can be identified easily and indisputably with a unit of operation or costing unit or cost centre.
Direct Labour It is incurred on the employees who are engaged directly in making the product, their work can be identified clearly in the process of converting raw materials into finished product.
Direct Expenses It refers to expenses that are specifically incurred and charged for specific job, process, service, cost unit or cost centre.
Historical Cost It is the actual cost, determined after the event or price originally paid.
Predetermined Cost It is computed in advance of production, on the basis of a specification of all the factors affecting cost and cost data.
Standard Cost It is a predetermined and planned cost for a unit of product or service based on calculation of how much costs  should be under specified working conditions and correlates with technical specifications.
Estimated Cost It is a predetermined cost based on past performance adjusted to anticipated changes.
Marginal Cost It is the amount at any given volume of output by which aggregate costs are changed if the volume of output is increased or decreased by one unit.
Differential Cost It is the difference in total cost that will arise from the selection of one alternative to the other. It is also known as ‘incremental cost’.
Opportunity Cost It is the value of a benefit sacrificed or income foregone by rejecting best alternative use.
Replacement Cost It is a cost at which material/asset identical to that can be replaced.
Relevant Cost It is a future cost which differs between alternatives and it is affected by the decision at hand. It is not a historic or sunk cost which has already been incurred.
Imputed Cost It does not involve any actual cash outlay, which are used only for decision making e.g. interest and capital. It is also called as ‘notional cost’.
Sunk Cost It is the cost for which the expenditure has taken place in the past and is unaffected by a particular decision under consideration.
Normal Cost It is normally incurred at a given level of output in the conditions in which that level of output is achieved.
Abnormal Cost It is an unusual or unexpected cost arise due to some abnormal situation of production.
Avoidable Cost It will not be incurred if an activity is not undertaken or discontinued. It is also known as ‘escapable cost’.
Unavoidable Cost It is essentially to be incurred, within the limits or norms provided for. It is also known as ‘inescapable cost’.
Product Cost It is an aggregate of costs that are associated with a unit of product, which may or may not include overheads, depending on type of costing system.
Period Cost It is a cost that tends to be unaffected by changes in the level of activity during the period of time.
Traceable Cost It can be identified easily and indisputably with a unit of operation or costing unit or cost centre.
Common Cost It cannot be allocated, but which can be apportioned to cost centres or cost units.
Controllable Cost It is a cost chargeable to a budget or cost centre which can be influenced or regulated during a given time span by the actions of a particular individual within an organization.
Short-run Cost It vary with output when fixed plant and capital equipment remain same.
Long-run Cost It vary with output when all input factors including plant and equipment vary.
Past Cost It is the actual cost incurred in the past and generally contained in the financial accounts.
Future Cost It is expected to be incurred at a later date and it does matter for managerial decision making.
Out of Pocket Cost It will necessitate a cash outflow.
Book Costs It will not require any cash outlay. E.g. depreciation, notional rent etc.
Shutdown Cost It is incurred in relation to temporary closing down of a department/division/enterprise and it includes costs of reopening.
Abandonment Cost It is the cost incurred for retiring altogether a plant from service or closing down of the department/division.
Urgent Cost It must be incurred to continue operations of the firm.
Postponable Cost It can be shifted to the future with little or no effect on the efficiency of current operations.

Chapter 3: COST BEHAVIOUR

Specific Fixed Cost
It can be easily identified with a department, process, product or territory.
Committed Fixed Cost It is primarily associated with maintaining the organization’s legal and physical existence over which management has little discretion.
Discretionary Fixed Cost It refers to the cost which is influenced by managerial decisions.
Engineered Cost It relates to the inputs like material, labour and expenses which are directly connected with the finished product.
Managed Cost It does not have direct relationship with the product but which stems from current operations and its level is determined by the management. It is difficult to find exact relationship between amount of managed cost and its output.
Capacity Cost It is normally fixed in nature and a definite relationship between capacity costs and the output of a product emerge only in the long-run.
Programmed Cost It is subject to both management discretion and management control but which has little immediate relevance to current operations, but generally incurred for long-term survival. e.g. research and development, advertisement.
Variable Cost It tends to vary in accordance with level of activity within relevant range. There is a linear relationship between volume and variable costs and variable cost per unit is constant.
Fixed Cost It tends to be unaffected by changes in the level of activity during a given period of time. There is an inverse relationship between volume and fixed cost per unit.
Semi-variable Cost It is neither perfectly variable nor perfectly fixed in relation to changes in volume. They change in same direction but not in direct proportion thereto.
Regression Analysis It is the measure of the average relationship between two or more variables in terms of original units of data.
Method of Least Squares In regression analysis one variable is taken as dependent while the other as independent, thus making it possible to study the cause and effect relationship.
High and Low method In this, the highest and lowest volumes of output and the relevant cost figures are taken into consideration. The incremental cost is divided by the incremental volume to ascertain the variable cost per unit. The total variable cost for any level of output can be determined easily.
Multiple Regression Analysis Where there are two or more independent variables exists, the problem is solved through multiple regression analysis.
Codification It is a system of assigning code numbers to each head, subhead and category of expense to facilitate recording, collection and analysis.

Chapter 4: MATERIAL PROCRUEMENT PROCEDURES


Raw Materials It is the goods purchased for incorporation into products for sale.
Bill of Materials It is a comprehensive list of materials, with specifications, codes, quantity of each material, prepared by engineering or planning department for submission of quotation and after receipt of work order.
Purchase Requisition It is an internal instruction to purchase department to purchase goods or services of specified quantity and description.
Purchase Order The purchase department place an order with the supplier for supply materials of specified quantity and description.
Material Inspection Note It is prepared after the materials received, the Inspection Department thoroughly inspects the quality of material and quantity whether it is meeting the specifications as contained in purchase order.
Goods Received Note It is prepared by the Stores Department after the goods received at stores, a copy of it will be sent to the Accounts Department and Production Department.
Material Requisition Note The Production Department through proper authorization requires material from the stores by raising this requisition note. It is also called as ‘Stores Requisition Note’.
Material Transfer Note The interdepartmental transfers of material take place within the organization is supported with this note.
Material Return Note When the material is not of a suitable quality or surplus material, will be returned to supplier by preparing this note.
Bin Card It indicates the level of each stock at any point of time, by making stock movement entries in it. The bin card is attached to the concerned rack or bin where that particular item of stock is kept.
Stores Ledger It is maintained by the Stores Department, by keeping a separate folio for each item of stock. It indicates the movement of quantity, as well as its value.
FIFO Method In this, materials are issued out of stock in order in which they were first received into stock. The inventory is valued at the most recent market prices.
LIFO Method In this, the most recent receipts of stock are issued first.
Weighted Average Method In this, both quantity and price are considered every time after each receipt, for calculation of the weighted average price.
Standard Cost Method In this, material issues are priced at a predetermined standard issue price and the variances are disposed of periodically.
Replacement Cost Method In this, issues are priced at a cost at which material identical to that can be replaced by purchasing it from the market.
Base Stock Method In this, a specified quantity of material is always held in stock and is priced at its original cost as buffer or base stock and any issue of materials above the base stock quantity is priced in any other method like FIFO, LIFO, Weighted average etc.
Perpetual Inventory System In this system, there is a continuous record of receipt and issue of materials and indicates the balance of each item of material in the stores at any point of time.
Periodic Stock Taking It is a process whereby all stock items are physically counted and then valued on periodical basis.
Continuous Stock Taking The physical stock is verified on a continuous basis instead of at the end of the accounting period.
Two Bin System Under this system, each item of material is stored in two bins and material is continuously issued from one bin until the stock of material is emptied in that bin.

Source: Taxmann's Cost Management Accounting 2008 on CD

Quote
Log in to download the whole list.Attached html and word file consist of all key important term starting from chapter one to last chapters.It include all the key terms of costing.
« Last Edit: February 11, 2014, 09:31:22 PM by TechShristi »

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Re: CMA 2013 Placement Prepration
« Reply #10 on: February 11, 2014, 09:27:10 PM »

Offline pramodicwai

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Re: CMA 2013 Placement Prepration
« Reply #11 on: February 12, 2014, 03:29:07 PM »

Hi, guys!
Here are some interview tips from aa4.in.
These are not mine.  Hope you find them useful.


Please remember that the interviewers are looking for 'employable', 'job-ready', 'smart', and 'bright' candidates that will match the 'generic' profile of their officers / managers.  Functional interview would be peripheral and NOT PROBING.  Employers believe that the Institutes were 'supposed to' take care of 'functional proficiency' FILTER.  So, please do not waste your time revisiting CMA-books.  If you manage to 'pass' ICWAI-Final, I am sure you will sail through the 'technical part' of the interview fairly easily.  There is so much more to catch up..... and orient yourself to 'employability' before the interview.  Wake up NOW!

Read up newspapers.... particularly Financial ones.  Form your own 1-2 minute snippets on all important and current 'happenings' in the global / national economy.  Glance through entire balance-sheets of 10-20 big corporates (not just their statements of accounts).  Try-n-understand various sectors of the Industry.... and how each of them were faring.  Make a list of the business-performance-measures industry-wise (lingo used by the business analysts).  Make a list of all companies that visited for campus placements and then read through their web-sites.  Listen to CNBC for an hour every day.  Track some shares yourself.  Contact your seniors from the Industry and check out what all different job profiles were available in the industry.

Guys, doing the same thing that you did for last 2-4 years (to pass CMA exams) is NOT GOING to make you a HOT candidate. Our qualification is just the 'gate-pass' that allows us up-to-the 'interview'.  You will need a different gate-pass to get ONTO the Companies rolls.  So, please treat this as a wake-up call.

Besides this, if you take my suggestion on ERP training seriously, I am sure that you will find reasons to thank me..... once the recruitment drive concludes.  That will definitely make a difference between WINNERS and LOSERS.  The strike-rate of campus placement is just about 10-15%.  Just wishful thinking is not enough.


Here are some interview tips from aa4.in.
These are not mine. 
Hope you find them useful.


Interview Tips for Freshers - Job Interview Tips

When attending an interview as a fresher the prime focus is to be on how to impress the interviewer than just answering the questions. You are now from the playground of learning where you compete with others and emerge out as a winner. This is possible if you do have a through knowledge of your stream. But in interviews you intend for job, knowledge of the company, history, products etc and your performance ss second side of the same coin. According to a survey conducted the marks allotted are in a peculiar strategy including body language- 50%, the para-language, means the pause and sighs given at the time of answering- 38%, and the verbal substance- 7%. From this it is evident that more than the verbal content other matters value more in an interview.

1. Be professional:
Develop a professional attitude throughout the time you are in the venue. Dress like a professional, speak like a professional and look like a professional. Start the interview with a firm handshake which illustrates your self confidence. Conduct yourself with grace.  If you don't know any answer, please say so with humbleness and without guilt.  Don't guess or mumble some likely answer.

2. Core preparation:
You need to make the preparation revolving around the company. The interviewer needs to feel that you have good knowledge about all aspect of the company. Move from your track and collect as many data as possible both inside and outside of it. This is the way to show your worth to the interviewer.  It also means that you were seriously interested in their company.

3. Display your current skills through stories:
Explaining roughly it will be more interesting for the interviewer if you explain your current skills through any past experiences or happenings. This applies more to your 'extra-curriculars' or any questions on team-work or leadership or soft-skills. Make sure that your explanation never diverts and it is to the point and interesting.

4. Be serious and enthusiastic:
Approach the interview seriously and not casually. You should treat each interview as your only chance to sell your potential. As the positive mental attitude last longer, through out the interview maintain a positive attitude. At the time of the interview it was the enthusiasm in you that is transmitted to the interviewer. This will bring in an affirmative effect on the potential employer.

5. Back your potential with solid proof:
The interviewer is well aware that well skilled employees are available in the market in bulk. Such employees will go to any extent to prove their skills and to get the job. So your skills are to be displayed with solid proof in support. Do not make any claims that you can not substantiate. It is the easiest way to lose credibility, and also the potential job.

6. Target your abilities and skills:
Never give any opportunity to the interviewer to talk about your weak points. Instead, through tactical ways make him focus on your potential. Understand, each one will have some shortcomings and no one is perfect. So don't underestimate yourself but concentrate on your abilities which will be relevant to flourish the jobs in front of you.

7. Give importance to the nonverbal communication:
Always maintain the eye contact, smile and nod at needed points, sit in a forward leaning posture which will make the interviewer feel that you are interested, be attentive and don't interrupt, should have great self control and be seated serenely, and keep your arms resting on a chair or on your lap. Listen to the question attentively. Take a pause and organise your answer first.  Speak only when ready. Be to the point.  Employers like candidates that take their 'interview' seriously.

8. Keep restrictions:
At the time of the interview what you don’t speak is more significant than what you do. Never utter a bad word about any thing though you had some bad experiences in the past. Mention about your part time job etc., only if it is relevant. Don't talk about your family, financial background or the Institute, unless specifically probed.  Don't throw weight around by mentioning your family, contacts, professors or mentors.

9. Think from company's perspective:
The company is always looking for people who are committed to what they do. They try and think that if you were appointed to a specific post then how it will benefit the company. If you are planning to leave the company after 3 or 6 months, the company won't get effective return on investment (ROI). Hence when the interviewer asks you 'how long will you be here' or 'do you have any plan to pursue higher studies', answer wisely. Always answer questions in such a way it sounds beneficial to the company. You should make the interviewer feels that not selecting you will be a huge loss to the company. Be smart, as the company won't disqualify everyone beacause they need a good number of smart people to manage their business.

As a fresher you will not have much skill with solid proof. Still you will have some unique qualities /skills that you can offer the organization matching the job. Display it. At last thank the people for his or her time by interviewing you; thank all those who had assisted you in that firm in any matter.  Leave the hall with a smile!

« Last Edit: February 12, 2014, 04:32:53 PM by pramodicwai »

Offline Mr. Patel

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Re: CMA 2013 Placement Prepration
« Reply #12 on: February 24, 2014, 08:56:14 AM »
If you are interested in participating in Campus Placement Programme of the Institute, Click here to upload your resume (Last Date for uploading resume is March 02, 2014)

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Re: CMA 2013 Placement Prepration
« Reply #12 on: February 24, 2014, 08:56:14 AM »

Offline Mr. Patel

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Re: CMA 2013 Placement Prepration
« Reply #13 on: February 24, 2014, 09:39:18 AM »
Institute have made some changes in the Placement policy.Please find the "Term and Condition" page of the CMA placement for December 2013 passout:


 Terms & Conditions of Campus Placement Programme

 Greetings from the Placement Directorate of the Institute!!!

 Having qualified in the December 2013 final Examinations, now you are ready to step into your professional career. As a first step towards this, you are now moving to file your application on-line to take part in the Campus Placement programme of the Institute. 

 Before you start filling the form, please understand the following few points:

 
  • Fill your Online form very carefully and provide the correct information, especially your date of birth, percentage of marks etc. Also mention your number of attempts in each group of CMA exam correctly. The companies will short-list your candidature based upon the information provided by you. Wrong information may make your candidature not being short listed.
  • Also provide correct email id and mobile number, as all the communication from the Institute about the campus placement   will be sent through email/SMS only.
  • Also visit the web site of the Institute- www.icmai.in as frequently as possible, as the placement information will be notified through the web site.
  • This time Campus Placement will be organised at New Delhi, Mumbai, Kolkata, Chennai, Jaipur, Ahmedabad, Bhubaneswar, Nagpur, Vijayawada and Kochi. Also, you are strongly advised to   attend the Orientation Programme to be organised by the Institute in these locations prior to the campus placement. The detailed schedule will be announced in the web site shortly.
  • Also note that, employers normally announces the selection of candidates on the same day of the Interview and once the list is given to the Institute, the candidates so selected will not be offered to other companies by the Institute. Candidates can attend a maximum of four interviews.  Once selected by any company, candidates will not be allowed to continue in the process of campus placement.
  • By now, you might have started preparing for the campus interviews. If not, it is the right time to start. Please do not forget to read papers like Economic Times/Business Standard and other similar news papers.
  • The profiles of the companies visiting the campus could be categorised as a) Manufacturing (The candidates are likely to be posted in remote areas where the plants are located. If the candidates are not willing to relocation and remote postings do not opt for this), b) IT Sector (The candidates are likely to be posted across the country and may be expected to work in different  shifts.  If the candidates are not willing to relocation and work in shifts do not opt for this), c) Banking/ Insturance & Other Sectors: (The candidates are likely to be posted any locations within India or outside India. If the candidates are not willing to relocation  do not opt for this). Depending upon the options exercised by the candidates, they would be offered to the respective catagories of companies. After exercising their options the candidates are  expected to attend the interview if called for and join the company on selection. Failing to do so, will make the candidate ineligible for any other campus placement assistance from the Institute.
Wishing you all the best......

 
  • I understand that the Institute is extending placement assistance to the December 2013 qualified CMA students and in no way gurantees any placement by my participating in the placement programme of the Institute.
  • I certify that all the information furnished herein is factually correct to the best of my knowledge and belief and I accept that it is subject to verification at any point of time.
  • I accept that an employment opportunity given to me on the basis of the information furnished by me here can be revoked at any time in future if any information is proved false, misstated/ or not supported by documentary proof.
« Last Edit: February 24, 2014, 09:43:23 AM by CMA Kaustubh Patel »

Offline pramodicwai

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Re: CMA 2013 Placement Prepration
« Reply #14 on: March 02, 2014, 08:12:12 PM »



Just a reminder of the Campus placement data of yester-years.
(Campus placement figures; Ref: my RTI query).

# Students placed / enrolled for placement   
Jun10(87/1224);  Dec10(104/1119);  Jun11(139/584);  Dec11(113/1659);  Jun12(71/1584);  Dec12(167/1077);  Jun13(NA/1106)

# Single largest employer  Jun10(Coal Ind-38);  Dec10(BHEL-32);  Jun11(Coal Ind-110);  Dec11(Coal Ind-68);  Jun12(Wipro-35);  Dec12(Wipro-41);  Jun13(NA)

I am told that EIL, CIL, GAIL, MMTC, NHB, IDBI, IREDA, IRCTC, ONGC, STC, SEBI, NLC, PGI, BEL, Allahabad bank, Exim Bank are the PSUs, and most generally recruit in bulk.  There are Corporates as well, many names, but they typically recruit in single digits.  Wipro had a special drive in 2012, but I am told it was a spike (and not a fresh trend).It would be safe to average out the enrollment to 1000-1500, of which only 8-15% seem to be securing placement.  Of these about 80%+ are recruited by the PSUs, and 10-25% by the Private Sector.  TCS does feature on campus since Dec '11 but not as a bulk recruiter.  Obviously, my observations are based on whatever the Institute chose to share under the RTI (to my specific questions).  I do not have raw data.

PSUs, as you know... have to conform to quota system (reservations) even in recruitment.
Pvt Sector, typically will use 'number of attempts' filter to shortlist candidates for the interview.
Anyway, the campus placement record is (reportedly) 8-15%.... and Institute entertains ONLY the fresh pass-outs (i.e., of current year).  Which means if you do not get any placement on campus, this attempt..... then you are on your own, thereafter.

So, guys, please put your best foot forward.  Prepare well (look up my earlier posts).  Decide whether you are PSU-guy or a Pvt Sector guy.  Then short-list the Companies you would like to be groomed in.  If you are planning for a 'successful' future or 'practicing'... remember that your first jab should be for 2(min) to 3(max) years.  Don't look for job security.... or your home location... in the first few jobs.  Be ready to stretch out of your comfort zone.  Take risks.  Maintain variety in the jobs, Industries that you do.  Don't continue with any job beyond 3 years till you are 32-35.  Negotiate 'bigger roles' and '25-40% bigger packages' every time you jump the job.  That way you can be a VP by 40yrs age in a mid-sized Company.  Remember, in your first job.... you not looking ONLY for a JOB.  It's a career.  You ought to plan-it-out first.  The first job should be a stepping stone to the career you have in mind.

Think long-term.
Don't jump at any opportunity that shows up.  First make sure, that it fits your long-term plan.
But, as I said.... you also have WORK ON YOURSELF between today and the interview date.... to make sure that the 'potential' recruiters find you employable, worthy of their employee-ship and subsequent HR investment.

Time is STILL on your side.
Best wishes!

Pramod Icwai
« Last Edit: March 04, 2014, 11:21:09 AM by pramodicwai »

Nishant Sharma

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Re: CMA 2013 Placement Prepration
« Reply #15 on: March 02, 2014, 11:26:15 PM »
Its really great to see such vital information from placement point of view being shared.
I have cleared final in this attempt but very useful info indeed.
Will follow this link.
Thanks!!!



Offline Mr. Patel

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Re: CMA 2013 Placement Prepration
« Reply #16 on: March 03, 2014, 08:20:51 AM »
Hello Friends

I am MBA and CMA Fresher..!!!


My Parents insists me to search for the Job instead of waiting for the campus. Where as i m planning to prepare well for the CMA placement and appear for the job.

MY Logic: Since only one month is left let prepare for the campus, even searching for job will take one month
Parents Logic: As usual Government job.

So if there is any Job vacancy for CMA and MBA then please let me know.


Thanks in advance

Offline Mr. Patel

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Re: CMA 2013 Placement Prepration
« Reply #17 on: March 03, 2014, 04:19:40 PM »
@pramodicwai:

The data your provided is with reference to number of the students enrolled. This include the students cleared the exam in more than one attempt.
Whereas organization generally private company are more particular in selecting the students with first attempt.

It would be better if we get the data with reference to the shortlisted students.How many students are got placed after getting shortlisted based on attempt criteria.

For example: IN June 2010, out of 1224 if only 200 students have cleared the CMA in first attempt then in my opinion they are the students who are really eligible for the placement.

yes of course, Institute entertain the fresh out students but specially it entertain the students who did not pass the CMA in first attempt. Students cleared the exam in more than one attempt are shortlisted for one organization or even did not get shortlisted at all.

Anyway, lets check out the placement for this term.
Hope for the Best and All the Best to all.....

-- Kaustubh Patel


Offline pramodicwai

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Re: CMA 2013 Placement Prepration
« Reply #18 on: March 04, 2014, 11:56:41 AM »
@Kaustubh,


While I can visualise your anxiety to run up the 'interview' que, let me respond and close this blog (for me).  I actually wanted to reach out to a bigger audience (to help address the 'interview' issue.... if there were any other anxious souls).  I have not seen any other contributions on this blog, so I suppose.... it was just you n me.


1.  You been with the Institute for 3 years now, and know the 'transparency' they permit.  I don't think the data I have furnished (thro' RTI) is accessible to any larger audience (or even the Institute's management / council) as-on-date.  If it is, then I have not heard of it.  So, whatever I have is the best that I could offer.  I have run many RTIs with the Institute over last 2 years (plus the appeals) and have no reason to stretch it further (and have them pissed off with me).  You may seek the data that you want from the Institute (in the format that you may like) and then share with other students.  I would love to do more analysis.... if only I had access to the raw data.


2.  I personally don't think, the number of ATTEMPTS was ANY MEASURE of the TALENT of the student or his EMPLOY-ABILITY.  Nonetheless, many employers use that as ONLY a FILTER before the Interviews.  But, I don't think the fortunate ones (passing in first attempt) should actively kick out the less fortunate ones.... in the employment race.  One should act from the position of one's STRENGTH and not WEAKNESS of OTHERS.  We all know, that with the kind of pass-out percentages.... the Institute grants GRACE marks to many (who were around the borderline).  On the other hand, we all know that... there are many students with extra-ordinary marks in 2-3 out of 4 subjects, but had failed in one odd subject.


3.  In the long run, Kaustubh, all of us will emerge as WINNERS in our own sphere.  Real competition is with ourselves and not outside.  We have to continuously challenge our capabilities, limits of expertise.... and push ourselves to grow (internally).  The external growth (job, money, fame) will automatically follow.  All freshers like you are currently passing through an anxious period.... where, while you don't know what lies in the future.... you would want to HAVE the best.  With your limited Industry exposure, today you will not be able to see what each one of you was missing (but the interviewer will see it).  So, wait!  Do your best BEFORE the interview, and hope for the best.  A few months from now, a few years from now.... you will be laughing at your anxieties of today.  All WILL BE WELL!  My best wishes.  What is important is to have a long-term plan laid out first... and then make sure that the first job that you eventually take..... fits the plan.


Best wishes!
Unless, there were any other participants with any different anxieties... I will like to sign off from this blog.


Pramod
« Last Edit: March 04, 2014, 12:00:41 PM by pramodicwai »

Offline Mr. Patel

  • Behind Every Sucessful Business Decision there is always a CMA!
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Re: CMA 2013 Placement Prepration
« Reply #19 on: March 04, 2014, 12:04:42 PM »
I agree, 800 + views but not a single reply. So Sad... :(

I do not know but may be no one is intrested for the placement. Every one is busy with the Facebook.

Anyway, thanks for your all help, hope some one join us soon or we have to close this thread.



its me..lol  ;D

Have a Nice Day



Techshristi's Forum

Re: CMA 2013 Placement Prepration
« Reply #19 on: March 04, 2014, 12:04:42 PM »

 
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