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موسسه حسابداری و حسابرسی دیاکو

موسسه حسابداری و حسابرسی دیاکو

ما اعضای شرکت آسیا با تکیه بر مبانی ارزشی برای رسیدن به یک سازمان پویا و قابل اعتماد تلاش می کنیم و معتقدیم دستیابی به این هدف از طریق پایبندی به اصول زیر میسر می باشد. -رعایت حقوق انسانی و معیارهای اخلاقی در روابط کاری بر مبنای اصول و چارچوب های قانونی - تقویت فرهنگ کار گروهی با تکیه بر احترام ، صداقت و اعتماد متقابل و تعلق کاری در جهت بهبود عملکرد سازمانی . - اتکا بر شایسته سالاری - مسئولیت پذیری و وفاداری و تعهد نسبت به سازمان - تلاش برای تحقق آرمان ها و اهداف سازمان - احترام به قوانین و مقررات ملی و دفاع از حریم شرکت در جامعه - همکاری با شرکتهای دیگر بر مبنای تفکر برد

 

 

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موسسه حسابداری حسابرسی دیاکو

تلفن تماس 86025934       09127947596 عامری

 

موسسه حسابداری و حسابرسی دیاکو  با توجه به سابقه و تجربه فعالیتی خود در این مدت ، شرکتهای متعددی را در حوضه های صنعتی مختلف ، تحلییل ، مدیریت و حسابرسی کرده است . در زیر به برخی از صنایع که موسسه دیاکو  تجربه کافی فعالیت را در آن انجام داده است ، نمایش داده شده است . 

 

 

موسسه حسابداری حسابرسی دیاکو

09127947596

86025934

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There hasn’t been too much change since last year among the top accounting firms in the country. The elite have, by and large, retained their positions.

This according to the latest analysis from Vault.com, a multi-industry intel, search and ranking firm based in New York City. This week the company released its annual ranking of the best and brightest accounting firms in the United States – The Accounting 50 – based on factors such as prestige, company culture, compensation and work/life balance, among others. (For a closer look at the top 10, see our gallery below.)

Just as in last year’s rankings, PriceWaterhouseCoopers (PwC), Deloitte and Ernst & Young made up the top three spots on Vault’s list this year, in that order. The only alteration is that last year’s rankings saw Ernst& Young ahead of Deloitte, in second place.

PwC topped the charts this year – as it has the previous three – by grabbing the number one spot in Vault’s prestige ranking and it’s scored list of Best Accounting Firms for Diversity.

When Vault surveyed PwC’s employees, respondents spoke of “challenging and rewarding work with high profile clients,” and their “talented,” “helpful,” “highly intelligent” coworkers “who care about one another.” PwC staff also touted the company’s “great training, learning, and promotion opportunities,” “six weeks of paid paternity leave,” “great healthcare and retirement benefits,” “significant salary increases each year,” “ability to work from home,” and “amount of vacation and holidays.”

When asked what aspects of working at PwC were not so great, company employees spoke of long hours and tough client demands, stress, and below-market compensation.

“They have been looked at as the most prestige firm for many years,” says Derek Loosvelt, senior editor at Vault. “They keep getting the top students that are looking to get into accounting.” Perhaps for that reason, PwC can be highly selective—securing a job with the firm can be difficult for the many accountants looking to work there, Loosvelt says. Along with Ernst & Young and Deloitte, PwC handles the accounts of successful large corporations, which adds to its prestige.

In second place, Deloitte scored better than all other firms in its formal training of employees and placed second in the prestige category. Employees there spoke of a culture based on teaching and teamwork, where workers interact with intelligent and motivated people. The downside, employees said, were the demanding and unpredictable hours, low pay relative to hours worked and bureaucracy.

To compile its Accounting 50 list, Vault staffers identified the 100 top accounting firms in the United States, based on revenue and employees and invited them to take part in its survey. They then sifted through input from over 9,000 accountants working for 23 of the top firms. Those 23, it should be noted, make up the top of the Accounting 50, making those, arguably, the most relevant positions on the list. Vault’s Top 50 is a summation of the scoring of prestige (40%), culture (20%), work/life balance (10%), compensation (10%), job satisfaction (10%), business outlook (10%) and formal training (10). In rating prestige, employees surveyed were not allowed to rank their own firms.

Eagle Hill To Deliver Management Support Services To General Services Administration Under Five-Year Blanket Purchase Agreement Eagle Hill Consulting will work with a team of expert companies to deliver leading-edge management support services to the U.S. General Services Administration (GSA). Eagle Hill serves as a small-business partner to a team led by E3 Federal Solutions (E3). The E3 team was awarded a five-year Blanket Purchase Agreement (BPA) for Category Management Support Services (CMSS) by GSA Federal EAGLE HILL TO DELIVER MANAGEMENT SUPPORT SERVICES TO GENERAL SERVICES ADMINISTRATION UNDER FIVE-YEAR BLANKET PURCHASE AGREEMENT

E3 Federal Solutions to Lead Expert Team of Consultants

Arlington, VA., JUNE 20, 2016 – Eagle Hill Consulting will work with a team of expert companies to deliver leading-edge management support services to the U.S. General Services Administration (GSA). Eagle Hill serves as a small-business partner to a team led by E3 Federal Solutions (E3). The E3 team was awarded a five-year Blanket Purchase Agreement (BPA) for Category Management Support Services (CMSS) by GSA Federal Acquisition Service (FAS).

Along with Team E3, Eagle Hill will support the government-wide implementation and adoption of category management. Eagle Hill currently works with GSA to lead all change management for category management efforts as well as the FAS Workforce Transformation.

Melissa Jezior, Eagle Hill president and chief executive officer said, “Eagle Hill’s professionals are ready to hit the ground running to help GSA successfully transform government acquisitions through the implementation of category management. Eagle Hill’s years of experience has given us a deep understanding of the unique needs and challenges for large government agencies like GSA. Coupled with Team E3, we know we can make an immediate impact to strengthen and streamline GSA’s acquisitions process.”

The purpose of this BPA is to assist the GSA with support, knowledge, and expertise to increase its maturity in Category Management and to support the implementation of category management across the federal government. Team E3 will have the opportunity to support GSA on this BPA through a variety of service areas, including market analysis, category strategy development, content development/management, data management and analytical support, strategic direction and vision, and with category management experts.

To meet the critical challenges of CMSS, E3 assembled a team to offer GSA a total category management solution, bringing deep federal and commercial category management expertise. Team E3 is led by E3, with trusted small business partners Eagle Hill Consulting, Jump Associates, and Amyx. Also included are large business partners Grant Thornton, A.T. Kearney, The North Highland Company, and the Corporate Executive Board. This powerful combination brings proven expertise with an emphasis on innovation and actionable thought leadership.

This BPA award signifies Eagle Hill’s continued prominence in government sectors. Eagle Hill has delivered management consulting services under contracts with agencies such as the Department of Homeland Security and Department of the Treasury.

Eagle Hill Consulting LLC is a woman-owned business that provides management consulting services in the areas of business strategy, organizational transformation, human capital transformation, process improvement, program management and change management. Eagle Hill works with a range of public, private, and non-profit organizations in the Washington, D.C. metropolitan area and across the nation. Forbes named the company one of America’s Best Management Consulting Firms of 2016. And, the company was named a 2016 Best Place to Work in Greater Washington by The Washington Business Journal, and earned top workplace awards from The Washington Post and Washingtonian along with multiple top rankings in the Vault 50 Consulting Ranking. More information is available at www.eaglehillconsulting.com.

Acquisition Service (FAS).

INDUSTRY VETERAN JOHN MCCOSKEY TO LEAD EAGLE HILL CONSULTING’S COMMUNICATIONS, MEDIA AND TECHNOLOGY PRACTICE

Arlington, Va., January 21, 2016 – John McCoskey has been named Industry Lead Executive with Eagle Hill Consulting. In this new position, he will direct the company’s management consulting services for the communications, media and technology industries.

McCoskey has more than thirty years of industry experience. Most recently, he served as executive vice president and chief technology officer with the Motion Picture Association of America (MPAA) where he led global technology strategy and policy that enabled members to navigate complex technology issues to their advantage.

Melissa Jezior, president and chief executive officer of Eagle Hill said, “John is known for his ability to help communications and media companies transform their traditional businesses into efficient, adaptive, technology-driven enterprises during periods of disruptive change. Eagle Hill already has a significant footprint and record of success in these industries, and the addition of John will benefit our current clients while fueling our expansion in these sectors,” Jezior explained.

Eagle Hill recently was named one of the fastest growing companies in North America with revenue growth topping 458 percent between 2011 and 2014. The company also earned multiple top workplace awards in 2015, including honors from The Washington Post and Washingtonian.

“Disruptive change is embedded in the communications, media and technology industries, and it can either confound or catapult an organization.” McCoskey said. “Leaders are the companies that strategically harness and leverage change. I intend to tap my deep experience to give an advantage to Eagle Hill’s client base so they can maximize the benefits of change. As Eagle Hill continues on it rapid growth trajectory, I will play a key role in expanding the company’s reach into these industries.”

In addition to MPAA, McCoskey also has held senior management positions at other non-profit, large for-profit corporate and startup organizations including Public Broadcasting Service (PBS), COMCAST and Discovery Communications. He holds two Master of Science degrees from Johns Hopkins University and earned his Bachelor of Science degree from Bucknell University.

Eagle Hill Consulting LLC is a woman-owned business that provides management consulting services in the areas of business strategy, organizational transformation, human capital transformation, process improvement, program management, and change management. Eagle Hill works with a range of public, private, and non-profit organizations in the Washington, D.C. metropolitan area and across the nation. More information is available at www.eaglehillconsulting.com.

LOW PERFORMING EMPLOYEES HARM WORKPLACE CULTURE, CAN DRIVE OUT HIGH PERFORMERS

Webinar on March 8th at 1 PM ET to Review Findings, Respond to Questions Arlington, Va., February 10, 2016 – New research finds that low performing employees not only damage an organization’s culture and morale, they can cause even more harm by contributing to attrition of high performers. The research also indicates that low performing employees increase the work burden on high performers, and organizations are falling short when it comes to retaining employees that are self-motivated and hard working.

These findings are detailed in Eagle Hill Consulting’s new research report, Are Low Performers Destroying Your Culture And Driving Away Your Best Employees?, available here. These findings are based on Eagle Hill’s survey of more than 1700 professionals from across the federal, private and non-profit sectors.  The survey was conducted to examine the factors that contribute to employee attrition.

Register here for a webinar scheduled for Tuesday, March 8, 2016, at 1:00 PM ET.

In terms of the impact of low performers, the research finds that:

Low performers hurt morale in the workplace and increase the workload for others. When asked to pick the three greatest problems created by low performers, the top concern was that low performers lower overall workplace morale (68 percent). Forty-four percent of respondents say that low performers increase the work burden on high performers.

Low performers stifle innovation and contribute to a standard of mediocrity. Some 54 percent said that low performers contribute to a lack of initiative and motivation, resulting in a work culture where mediocrity is accepted. Survey respondents said that the value of replacing low-performers is most commonly seen as the the new ideas and approaches that new hires can bring to the workplace (39 percent).

“These findings are troubling. The most successful organizations are those that drive out the weak links and nurture their top performers. Yet, our findings indicate that in some cases, low performers are destroying an organization’s culture and causing attrition of the talented staff employers should retain,” said Melissa Jezior, Eagle Hill president and chief executive officer.

“There are, however, ways an organization can reverse course,” Jezior explained.

She says the first step is to use a competency based approach to hiring.  This method helps weed out the low performers so they don’t become employees in the first place. Eagle Hill employs a competency-based hiring approach called TopGrading, which digs deep into a candidate’s career and educational history to really understand his or her motivations and key influencers. “We find this is the best way to hire an A team,” Jezior said.

Also, companies can implement a quality of hire survey three months after a new employee is on-boarded. The hiring manager or immediate supervisor completes a survey and rates the new hire on his/her job performance thus far. Companies can assess the results and make any needed adjustments to their hiring process.

“Finally, it’s critically important to really understand just who your high performers are, then design ways to keep them – added incentives and opportunities, for example. Employee surveys can help, along with ‘stay interviews’ to solicit feedback from your top performers,” Jezior explained.

The research also finds that:

Attrition is a common problem for many employers. One-third of respondents reported that their organizations experience high turnover, meaning that employees stay with an employer for less than five years.

Less than half of respondents (45%) agreed that their organization does a good job of hiring and recruiting high performers, and less than half of respondents (49%) felt that their organizations do a good job of retaining high performers.

Only 60% of respondents said that they would rehire most or all of their current coworkers.

Eagle Hill Consulting LLC is a woman-owned business that provides management consulting services in the areas of business strategy, organizational transformation, human capital transformation, process improvement, program management, and change management. Eagle Hill works with a range of public, private, and non-profit organizations in the Washington, D.C. metropolitan area and across the nation. Eagle Hill was named a top workplace by The Washington Post and earned multiple top rankings in the Vault 50 Consulting Ranking. More information is available.

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