What is Administration?

Administration is a process of systematically arranging and co-ordinating

the human and material resources available to any organization for the

main purpose of achieving stipulated goals of that organization.

When applied to the school system, the process is referred to as

Educational Administration or School Administration. Administration is a

term used to refer more to Government business. Administration occurs in

every organization. The basic aim of administration is the need to get

things done for defined objectives to be accomplished.

Educational Administration is the process of bringing men and materials

together for effective and functional teaching and learning in the school.

The focus of educational administration is the enhancement of teaching

and learning. We can define educational administration as a process

through which the school administrators arrange and co-ordinate the

resources available to education, for the purpose of achieving the goals of

the educational system

What Is Purchasing

Abstract Purchasing is the function in a firm responsible for

the professional man-
agement of a firm’s interface with the supply market, to ensure
its supply with the
necessary goods and services provided by other organisations,
i.e. suppliers. Indus-
trial firms spend more than half of their turnover on supplies,
which is why the
purchasing function has become a central success factor for
modern firms. Purchas-
ing can be distinguished into strategic sourcing (supply
planning, supplier selection
and contracting) and operative procurement (material ordering,
expediting and pay-
ing). The activities of a purchasing department can be
organised in a purchasing year
cycle, which repeats on an annual basis. Next to ensuring a
safe and timely supply,
purchasing has the target to achieve good costs as well as to
contribute to innova-
tion and improve the strategic position of a firm. For that
several tools have been
developed, such as the Kraljiˆc-Matrix (which helps to develop
sourcing tactics), the
lever analysis (used to systematically achieve cost savings) or
the preferred customer
approach (used to achieve competitive advantages through
smart purchasing).
Abstract Purchasing is the function in a firm responsible for
the professional man-
agement of a firm’s interface with the supply market, to ensure
its supply with the
necessary goods and services provided by other organisations,
i.e. suppliers. Indus-
trial firms spend more than half of their turnover on supplies,
which is why the
purchasing function has become a central success factor for
modern firms. Purchas-
ing can be distinguished into strategic sourcing (supply
planning, supplier selection
and contracting) and operative procurement (material ordering,
expediting and pay-
ing). The activities of a purchasing department can be
organised in a purchasing year
cycle, which repeats on an annual basis. Next to ensuring a
safe and timely supply,
purchasing has the target to achieve good costs as well as to
contribute to innova-
tion and improve the strategic position of a firm. For that
several tools have been
developed, such as the Kraljiˆc-Matrix (which helps to develop
sourcing tactics), the
lever analysis (used to systematically achieve cost savings) or
the preferred customer
approach (used to achieve competitive advantages through
smart purchasing).
Abstract Purchasing is the function in a firm responsible for
the professional man-
agement of a firm’s interface with the supply market, to ensure
its supply with the
necessary goods and services provided by other organisations,
i.e. suppliers. Indus-
trial firms spend more than half of their turnover on supplies,
which is why the
purchasing function has become a central success factor for
modern firms. Purchas-
ing can be distinguished into strategic sourcing (supply
planning, supplier selection
and contracting) and operative procurement (material ordering,
expediting and pay-
ing). The activities of a purchasing department can be
organised in a purchasing year
cycle, which repeats on an annual basis. Next to ensuring a
safe and timely supply,
purchasing has the target to achieve good costs as well as to
contribute to innova-
tion and improve the strategic position of a firm. For that
several tools have been
developed, such as the Kraljiˆc-Matrix (which helps to develop
sourcing tactics), the
lever analysis (used to systematically achieve cost savings) or
the preferred customer
approach (used to achieve competitive advantages through
smart purchasing).
Abstract Purchasing is the function in a firm responsible for
the professional man-
agement of a firm’s interface with the supply market, to ensure
its supply with the
necessary goods and services provided by other organisations,
i.e. suppliers. Indus-
trial firms spend more than half of their turnover on supplies,
which is why the
purchasing function has become a central success factor for
modern firms. Purchas-
ing can be distinguished into strategic sourcing (supply
planning, supplier selection
and contracting) and operative procurement (material ordering,
expediting and pay-
ing). The activities of a purchasing department can be
organised in a purchasing year
cycle, which repeats on an annual basis. Next to ensuring a
safe and timely supply,
purchasing has the target to achieve good costs as well as to
contribute to innova-
tion and improve the strategic position of a firm. For that
several tools have been
developed, such as the Kraljiˆc-Matrix (which helps to develop
sourcing tactics), the
lever analysis (used to systematically achieve cost savings) or
the preferred customer
approach (used to achieve competitive advantages through
smart purchasing).
Abstract Purchasing is the function in a firm responsible for
the professional man-
agement of a firm’s interface with the supply market, to ensure
its supply with the
necessary goods and services provided by other organisations,
i.e. suppliers. Indus-
trial firms spend more than half of their turnover on supplies,
which is why the
purchasing function has become a central success factor for
modern firms. Purchas-
ing can be distinguished into strategic sourcing (supply
planning, supplier selection
and contracting) and operative procurement (material ordering,
expediting and pay-
ing). The activities of a purchasing department can be
organised in a purchasing year
cycle, which repeats on an annual basis. Next to ensuring a
safe and timely supply,
purchasing has the target to achieve good costs as well as to
contribute to innova-
tion and improve the strategic position of a firm. For that
several tools have been
developed, such as the Kraljiˆc-Matrix (which helps to develop
sourcing tactics), the
lever analysis (used to systematically achieve cost savings) or
the preferred customer
approach (used to achieve competitive advantages through
smart purchasing).

Abstract Purchasing is the

function in a firm
responsible for the
professional man-
agement of a firm’s
interface with the supply
market, to ensure its
supply with the
necessary goods and
services provided by other
organisations, i.e.
suppliers. Indus-
trial firms spend more than
half of their turnover on
supplies, which is why the
purchasing function has
become a central success
factor for modern firms.
Purchas-
ing can be distinguished
into strategic sourcing
(supply planning, supplier
selection
and contracting) and
operative procurement
(material ordering,
expediting and pay-
ing). The activities of a
purchasing department can
be organised in a
purchasing year
cycle, which repeats on an
annual basis. Next to
ensuring a safe and timely
supply,
purchasing has the target
to achieve good costs as
well as to contribute to
innova-
tion and improve the
strategic position of a firm.
For that several tools have
been
developed, such as the
Kraljiˆc-Matrix (which
helps to develop sourcing
tactics), the
lever analysis (used to
systematically achieve
cost savings) or the
preferred customer
approach (used to achieve
competitive advantages
through smart purchasing).
Abstract Purchasing is the
function in a firm
responsible for the
professional man-
agement of a firm’s
interface with the supply
market, to ensure its
supply with the
necessary goods and
services provided by other
organisations, i.e.
suppliers. Indus-
trial firms spend more than
half of their turnover on
supplies, which is why the
purchasing function has
become a central success
factor for modern firms.
Purchas-
ing can be distinguished
into strategic sourcing
(supply planning, supplier
selection
and contracting) and
operative procurement
(material ordering,
expediting and pay-
ing). The activities of a
purchasing department can
be organised in a
purchasing year
cycle, which repeats on an
annual basis. Next to
ensuring a safe and timely
supply,
purchasing has the target
to achieve good costs as
well as to contribute to
innova-
tion and improve the
strategic position of a firm.
For that several tools have
been
developed, such as the
Kraljiˆc-Matrix (which
helps to develop sourcing
tactics), the
lever analysis (used to
systematically achieve
cost savings) or the
preferred customer
approach (used to achieve
competitive advantages
through smart purchasing).
Purchasing is the function
in a firm responsible for
the professional man-
agement of a firm’s
interface with the supply
market, to ensure its
supply with the
necessary goods and
services provided by other
organisations, i.e.
suppliers. Indus-
trial firms spend more than
half of their turnover on
supplies, which is why the
purchasing function has
become a central success
factor for modern firms.
Purchas-
ing can be distinguished
into strategic sourcing
(supply planning, supplier
selection
and contracting) and
operative procurement
(material ordering,
expediting and pay-
ing). The activities of a
purchasing department can
be organised in a
purchasing year
cycle, which repeats on an
annual basis. Next to
ensuring a safe and timely
supply,
purchasing has the target
to achieve good costs as
well as to contribute to
innova-
tion and improve the
strategic position of a firm.
For that several tools have
been
developed, such as the
Kraljiˆc-Matrix (which
helps to develop sourcing
tactics), the
lever analysis (used to
systematically achieve
cost savings) or the
preferred customer
approach (used to achieve
competitive advantages
through smart purchasing).
Purchasing is the function in a firm responsible for the professional management of
a firm’s interface with the supply market, to ensure its supply with the necessary
goods and services provided by other organisations, i.e. suppliers. Industrial firms
spend more than half of their turnover on supplies, which is why the purchasing
function has become a central success factor for modern firms. Purchasing can be
distinguished into strategic sourcing (supply planning, supplier selection and
contracting) and operative procurement (material ordering, expediting and paying).
The activities of a purchasing department can be organised in a purchasing year
cycle, which repeats on an annual basis. Next to ensuring a safe and timely supply,
purchasing has the target to achieve good costs as well as to contribute to
innovation and improve the strategic position of a firm. For that several tools have
been developed, such as the Kraljiˆc-Matrix (which helps to develop sourcing
tactics), the lever analysis (used to systematically achieve cost savings) or the
preferred customer approach (used to achieve competitive advantages through
smart purchasing).
Accounting is a system meant for measuring business activities, processing of
information into reports and making the findings available to decision-makers. The
documents, which communicate these findings about the performance of an
organisation in monetary terms, are called financial statements.

Usually, accounting is understood as the Language of Business. However, a

business may have a lot of aspects which may not be of financial nature. As such, a
better way to understand accounting could be to call it The Language of Financial
Decisions. The better the understanding of the language, the better is the
management of financial aspects of living. Many aspects of our lives are based on
accounting, personal financial planning, investments, income-tax, loans, etc. We
have different roles to perform in life-the role of a student, of a family head, of a
manager, of an investor, etc. The knowledge of accounting is an added advantage
in performing different roles. However, we shall limit our scope of discussion to a
business organisation and the various financial aspects of such an organisation.

When we focus our thoughts on a business organisation, many questions (is our
business profitable, should a new product line be introduced, are the sales
sufficient, etc.) strike our mind. To answer questions of such nature, we need to
have information generated through the accounting process. The people who take
policy decisions and frame business plans use such information.

Definition of Sales

Sales Revenue is the gross inflow of economic benefits during the period arising in
the course of the ordinary activities of an entity when those inflows result in
increase in equity, other than increases relating to contributions from equity
participants (IAS 18).

Explanation Sale Revenue is the gross inflow of economic benefits. It must not be
netted off against expenses. Sale is generated through the ordinary activities of the
business. Incomes generated through activities that are not part of the core business
operations of the business are not classified as sale revenue but are classified
instead as gains. For instance, sale revenue of a business whose main aim is to sell
biscuits is income generated from selling biscuits. If the business sells one of its
factory machines, income from the transaction would be classified as a gain rather
than sale revenue

REFERENCES

Adesina, S. (1990). Education Management. Enugu: Fourth Dimension

Publishers.

Adesina, S. (1981). Introduction to Educational Planning. Ile-Ife. University

of Ife Press Ltd.

Aina, S. (1992). Personnel Management in Nigeria. Ikeja: F.

Communication.

Ajayi, I. A. & Ayodele, J. B. (2001). Introduction to Educational Planning,

Administration and Supervision. Lagos: YPPS.

Amadi – Eric, C. (2005). Planning an English Education. Port Harcourt:

Firstborn Link Services.

Fayol, H. (1949). General and Industrial Management. London: Pitman

Press.

Griffiths, D. E. (1964). The Nature and Meaning of Theory. Chicago:

University Press.

Gullick, L. & Lyndall, U. (1959). Science of Administration. New York:

Random House Inc.

Herzberg, F. (1959). The Motivation of Work. New York: John Wikeny and

sons Inc. 2nd ed.