...Zai Malaixiya Beifang Daxue SCENE 1:Sebelum peperiksaan Mila : Mingtian, women you Huayu kaoshi. Nimen zhunbei hao le ma? Shaz : Wo meiyou zhunbei yinwei wo hai you bu dong de. Farah : Mei guanxi, women keyi bang ni xuexi Huayu. Izzah : Dui, nimen yao yiqi xuexi haishi women yao jian laoshi? Mary : Women yiqi xuexi, ruguo hai you bu dong women xuyao jian laoshi. All : Hao de. SCENE 2:Selepas peperiksaan Mary : Fala he Izzah, jintian de Huayu kaoshi zenmeyang? Izzah : Huayu kaoshi ti, feichang duo danshi wo keyi huida. Farah : Wa! Ni feichang congming. Wo gaoxing yinwei women keyi huida. Shaz : , Huayu kaoshi hou, nimen xiang qu nali? Mila : Wo xiang women yiqi qu mai dongxi, hao ma? Izzah : Hao wa. Mary : Duibuqi, wo bu keyi yinwei wo you shiqing. Shaz : Mei guanxi, xia ci women yiqi qu mai dongxi. SCENE 3: Zai gouwu zhongxin Fuwuyuan : Huanying guanglin! Qingwen nimen yao chi he he shenme? Fara : Duibuqi, wo bu zhidao zheli you shenme tese cai? Fuwuyuan : Women zheli you tangcu yu, dongyan tang he jitang? Fala : Hao de, wo yao yi wan dongyan tang he yi bei liang cha. Fuwuyuan : Hao de, nimen yao shishi women de baobing? Mila : Wo xihuan baobing. Wo yao yi pan baobing he yi hu kafei. Fuwuyuan : Hao de. Ni yao leng de kafei haishi re de kafei. Mila : Re de. Shaz he Izzah, qing nimen zai dian liang ge cai ba. Shaz : Fuwuyuan, wo yao yi tiao tangcu cai. Izzah, ni ne? Izzah : Wo yao yi pan shadie he yi pan chaomifan. Fuwuyuan : Hao de, hen kuai...
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...------------------------------------------------- Course OutlineDepartment of Accounting and FinanceSchool of Business and Economics | ACCT 4250-01 Advanced Management Accounting (3,0,0) MWF 1:30-2:20 PM A&E 208 Instructor: Dr. Laura Jean Kreissl Office: IB 2060 Office Hours: please check office door Email: lkreissl@tru.ca Email is strongly recommended over voicemail as it is checked more frequently Phone/Voice Mail: 250-852-7675 Last Updated: November30, 2015 Calendar Description Building on ACCT 3250: Intermediate Management Accounting, students explore the integrative and interdisciplinary role of management accounting and its contribution to the strategic management process and the provision of quantitative and non-quantitative information for planning, control, and decision making. Topics include management control systems; results controls, action, personnel and cultural controls; control system tightness; control system cost; designing and evaluating management control systems; financial responsibility centers including transfer pricing; planning, and budgeting; incentive systems; financial performance measures; the myopia problem; uncontrollable factors; corporate governance; and ethical issues. | Educational Objectives/Outcomes Upon completing this course, students will be able to: 1. Locate the role of Management Control Systems (MCS) in both strategy and operations. 2. Describe results control and its applications. ...
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...Homework Assignment for 4D1165 Behavioural Management Control Year 2007 Part I: The Homework Questions This, the first section, of my homework assignment contains the twenty homework questions that have been handed out to us students throughout the course, along with the answers I’ve composed in order of answering these. 1. One of the causes of management control problems is lack of direction. Why does this problem exist? Lack of direction, a fundamental element in many dysfunctional organizations, constitutes one of the primary needs for management control. Employees are likely to perform in an unsatisfactory manner unless expectations and functions are clarified. Flaws in encouragement and surveillance may loosen the strings between employee and employees, resulting in confusion. Confusion, in this context, involves having people do the wrong things; consequentially leading to decreased productivity. Leo’s Four-Plex Theatre, the first case discussed in class, illustrates the severe effects that a lack of direction may cause. As the personnel of the theatre were unaware of procedures, uninformed about regulations and seemingly, not well instructed on how to perform simple tasks, mistakes occurred. Two lines from the case text make this obvious: (1) The cash counts revealed, almost invariably, less cash than the amounts that should have been collected.[1] (2) Tickets of the wrong color or with the wrong dates in the stub boxes. Bill Reilly, the manager of Leo’s Four-Plex...
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...KTH Homework assignment ME2028 Behavioral Management Control Andreas Torbiörnsson 09 How could each of the control problems at Leo´s Four-Plex Theater be solved with the use of Cultural control? Cultural control is a type of control that encourages mutual monitoring1 and it builds a lot upon group pressure. The main idea of cultural control is to get the employees to watch over each other and to create a culture that has certain things that you specifically do or don’t do. It aims to set up shared beliefs and norms in that company, rules of behaving that everyone abides by. The case of Leo’s Four-Plex Theater has a number of control problems that I can identify. They are as follows: Discrepancies in the cash counts of the ticket booths. Most likely caused by a lack of motivation that leads to employee theft and neglecting of duties. The employees working in the refreshment stand sometimes do not collect cash from customers or doesn’t register the sale on the cash register. This is also most likely caused by a lack of motivation, it can’t be lack of direction since they know what they should do and neither could it be a personal limitation since they know how to operate the machine and how to collect payment. The problem seems to be that they don’t know why they should collect the cash. Test counts reveal that the number of tickets sold or put into the stub box isn’t equal to the amount of customers entering and leaving the theater. This seemed to be caused by three...
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...Management control systems rk assignment ME2028 Behavioral Management Control Andreas Torbiörnsson 09 How could each of the control problems at Leo´s Four-Plex Theater be solved with the use of Cultural control? Cultural control is a type of control that encourages mutual monitoring1 and it builds a lot upon group pressure. The main idea of cultural control is to get the employees to watch over each other and to create a culture that has certain things that you specifically do or don’t do. It aims to set up shared beliefs and norms in that company, rules of behaving that everyone abides by. The case of Leo’s Four-Plex Theater has a number of control problems that I can identify. They are as follows: Discrepancies in the cash counts of the ticket booths. Most likely caused by a lack of motivation that leads to employee theft and neglecting of duties. The employees working in the refreshment stand sometimes do not collect cash from customers or doesn’t register the sale on the cash register. This is also most likely caused by a lack of motivation, it can’t be lack of direction since they know what they should do and neither could it be a personal limitation since they know how to operate the machine and how to collect payment. The problem seems to be that they don’t know why they should collect the cash. Test counts reveal that the number of tickets sold or put into the stub box isn’t equal to the amount of customers entering and leaving the theater. This seemed...
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...Deng Xiaoping and the Transformation of China Ezra F. Vogel REFERENCES American Rural Small-Scale Industry Delegation. Rural Small-Scale Industry in the People’s Republic of China. Berkeley: University of California Press, 1977. Atkinson, Richard C. “Recollection of Events Leading to the First Exchange of Students, Scholars, and Scientists between the United States and the People’s Republic of China,” 4 pp. Bachman, David. “Differing Visions of China’s Post-Mao Economy: The Ideas of Chen Yun, Deng Xiaoping, and Zhao Ziyang,” Asian Survey, 26, no. 3 (March 1986), 293-321. Bachman, David. “The Fourteenth Congress of the Chinese Communist Party.” New York: Asia Society, 1992. Bachman, David. “Implementing Chinese Tax Policy.” In Lampton, ed., Policy Implementation in Post-Mao China, pp. 119-153. Backhouse, E. and J.O.P. Bland. Annals & Memoirs of the Court of Peking. Boston: Houghton Mifflin, 1914. Bainian chao (百年潮) (Hundred Year Tide). Monthly. Beijing: Zhongguo zhonggong dangshi xuehui, 1997 -- . Barfield, Thomas J. Perilous Frontier: Nomadic Empires and China. Cambridge: Basil Blackwell, 1989. Barman, Geneviève Barman and Nicole Dulioust. “Les années Françaises de Deng Xiaoping,” Vingtième Siècle: Revue d’histoire, no. 20 (October-December 1988), 17-34. Barman, Geneviève and Nicole Dulioust. “The Communists in the Work and Study Movement in France,” Republican China, 13, no. 2 (April 1988), 24-39. Barnett, A. Doak, with a contribution...
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...CHAPTER 9 LABOUR PRACTICES AND WORKING CONDITIONS IN TNCS: THE CASE OF TOYOTA KIRLOSKAR IN INDIA KRISHNA SHEKHAR LAL DAS & SOBIN GEORGE 1. INTRODUCTION The study on the working conditions and labour practices in Toyota Kirloskar in India is part of the network research on Transnational Corporation Monitoring in Asia. Since 2002 the Asian Transnational Corporation (ATNC) Monitoring Network has been operational to build up a regional network through which labour organisations in different Asian countries can pursue concrete solidarity actions to improve working conditions of workers employed in transnational corporations (TNC). Against this backdrop, it is aimed to have a closer look at the labour management and forms of employment in automobile and electronics sectors invested by Asian TNCs in Asia. As part of this endeavour, the Centre for Education and Communication (CEC), New Delhi collaborated with the network research coordinated by Asia Monitor Resource Centre (AMRC), Hong Kong to observe the labour practices of Asian TNCs invested in India. In the first phase the network research focused on the movement of capital and its impact on labour by engaging desk research on foreign direct investment (FDI) flows and related aspects. In the current phase, emphasis is on specific cases of labour practices and labour conditions in selected ATNCs. 1.1 Methodology The present study is situated in the wider context of the dichotomy between labour and capital. The changes of production...
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...WACHSTUM. BILDUNG. ZUSAMMENHALT. Koalitionsvertrag zwischen CDU, CSU und FDP 17. Legislaturperiode – Entwurf – PRÄAMBEL I. WOHLSTAND FÜR ALLE Durch nachhaltiges Wirtschaften 1. 1.1 1.2 1.3 2. 3. 3.1 3.2 3.3 4. 4.1 4.2 4.3 4.4 Wachstum und Aufschwung Motivation und Entlastung Der Weg aus der Krise Investitionsbremsen lösen Generationengerechte Finanzen Arbeitschancen für alle Arbeitsmarkt Verantwortung für das Unternehmen, Partnerschaft im Betrieb Ältere Arbeitnehmer Nachhaltiges Wirtschaften und Klimaschutz Mittelstand Klimaschutz, Energie und Umwelt Neue Technologien, Industrieland Deutschland Moderne Infrastruktur 4.4.1 Mobilität 4.4.2 Bauen und Wohnen 4.5 4.6 4.7 5. 6. Ernährung und Verbraucherschutz Landwirtschaft und ländlicher Raum Dienstleistungen Faire Regeln für die Weltwirtschaft Deutsche Einheit II. BILDUNGSREPUBLIK DEUTSCHLAND Durch gute Bildung und starke Forschung 1. 1.1. 1.2. Bildung Bildungsbündnisse vor Ort Sprache als Schlüssel für den Bildungsaufstieg 1.3. 1.4. 1.5. 1.6. 1.7. 1.8. 1.9. 2. Bildungsfinanzierung Qualität für Bildung und Erziehung Qualität für Studium und Hochschule Modernes Berufsbildungssystem Duales System Ausbildung für alle Lebensbegleitendes Lernen Wissenschaft und Forschung III. SOZIALER FORTSCHRITT Durch Zusammenhalt und Solidarität 1. 2. 3. 4. 5. 6. 7. 7.1 7.2 7.3 7.4 8. 9. 9.1 9.2. 10. Ehe, Familie und Kinder Jugendliche Senioren Gleichstellung Integration und Zuwanderung Ehrenamt Soziale Hilfe und Sozialversicherungen...
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