...from the branches located outside Metro Manila are sent to the Manila Head Office through passenger buses every other day while reports from Metro Manila branches are received daily. 2. Difficulty of ascertaining the true level of branch revenues: During monthly meetings, Ms. Pimentel provides top management with past sales and expenses data for the last five years together with forecasted conditions for the coming year. Some branches exceed the sales budget while some are always below the forecast. Ms. Pimentel, the chief accountant, attributes negative sales variances partly to unrecorded sales and tampering of official receipts. Unrecorded sales or receipts may be done in several ways, examples: a. To provide repair service without the issuance of official receipts. b. To use spare parts of a “good” frame when servicing an order for repair instead of taking the part form the spare parts inventory. The frame from which the part is taken is later on declared as defective. c. The branch staff services orders from customers using the company’s own suppliers. 3. Connivance: Ms. Pimentel believes that this practice implies that personnel at the branches connive with each other in not reportin some revenues for the branch. Statement of the problem: In view of these cases, Ms. Pimentel is proposing to top management that a review of the company’s internal control system be made. Mr. Francisco, the VP for Finance, however, thinks that there is nothing...
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...Case 10: Steele Enterprises Main Problem: Constant fighting between Richard Leeman, Chief of Chemical Branch Public Relations and Donna Olson, Chief of Mechanical Branch Public Relations. Facts of the Case: 1. Olson and her team were tasked to take charge of the PR Dinner and she was claiming that Leeman suddenly took over the arrangements, without any directive from their boss, for the dinner which infuriated Olson. 2. Leeman was claiming that if it was not for him, the company would have to pay $4,000 on top of the $12,000 budget. He took action when he saw the cost sheet of the catering manager amounting to $16,500. 3. With the constant fighting, it has been brought to the attention of the Regional Manager, Alfred Gamble and kidded that the type of competition should be fierce in the PR business. 4. Documented cases, seven to be in particular, between Leeman and Olson. Alternative Solutions: 1. Getting rid of either Leeman or Olson. PROS: * This MIGHT reduce the constant bickering between the two branches. CONS: * Losing one of the most talented employees would be a great adjustment for the company. It might also take time before they can replace a skilled employee. * This might also create more conflict between the two groups but the main problem would be ‘Who should the company dismiss? And for what grounds?’ It might be unfair for the other party. 2. Trading either Leeman or Olson for Bob Lyons at the Central Region Office at St. Louis. ...
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...Branch Design: JYSKE bank spent huge amount of money to redesign their bank branches. The purpose was not only to decorate it to look attractive. There were some other reasons to make their branches customer friendly. So that customers can take their services with a great ease and comfort. Some of the beneficial effects of the redesigning branches are - Interactional attractiveness - JYSKE bank were creating interactional attractiveness among valuable customers through architectural and design changes. They are delighting their waiting customers with coffee, fresh juice and with a play center for children. Signifying Quality - Employees layouts in the branches signifies quality of the service. Because, 3 or 4 employees were sitting at a single large round table to provide quick services to customers. Reinforcing Openness – IT system of all branches were designed to structure interaction between team members and customers. Because employees computer screen were placed like that customers can see them and ensured openness to customers. If conversation goes long there were meeting rooms those were ready to give services with feeling of home. Details: JYSKE bank tried to show that their employees are working with genuine interest to serve customers properly. For that they hired professional photographer who worked with employees and captured the...
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...Interview Project My person of choice to interview for this project was my mother. She has personally in business for well over 15 years. She is talented and knows what she is doing through and through, and has helped lead her team to the top many times. My mother Jill works as an area manager for SunTrust in the Charlotte area. I decided to pick her, not only to have someone to interview, but also to get to know her on a more personal level and to see personally how she truly feels about what she does. I set up the interview via email. It becomes difficult trying to get together and be able to sit down and personally conduct the interview when she is out and about working. I attempt to visit as often as I can, but there are some nights that she doesn’t get home until really late. She was welcome and willing to do it, and her answers gave me more of an insight of what she really does. Here are the following questions, as well as answers. 1.) a. How do you measure success? In many ways… as a leader I measure success by how well my team achieves various key measures. My personal success is when my team is considered successful by others. b. Where does that measurement stand now? Currently we are exceeding key metrics and a majority of the 18 branches I lead are at or above target for the 4th quarter. c. What actions are you taking to change the measurement(s) (in the right direction)? My goal is to have all branches achieve their goals so for those that are not at...
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...Following are some of the departments which are included in the completion of their new project, as they have to search a service provider that has to satisfy their specifications. 1. Network Support Department (NSD) This department includes the professional network Engineers which are monitoring the network of all the branches with Head Office. Link of each branch is monitored via NMS (Network Management System) ORION. Department contains a Head of Department, Manager Networks, an Assistant Manager Networks and Network engineers. So this team has to be familiar with the new data services provided by a provider and their devices which will be placed in each branch. 2. System Support Department (SSD) System engineers in this department are responsible for overall maintenance of the internal network of each branch i.e LAN side. They are divided among regions and require travelling also in order to diagnose and resolve the issues related to their internal connectivity and devices like switches, computers, printers etc. This team also works in coordination with NSD team as WAN and LAN side has to merge at every branch. As the devices will be provided by a service provider, so training and basic understanding of the internal network with the WAN side is...
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...constructing a new teller system, in order to better serve their customers. When designing the new system they bring in tellers from different branches to try out the new system and see if they can pin point any changes or improvements that might need to be made. This will help the program to be more effective for the tellers to operate, when the new system is ready to go live. A second tactic that is also useful to reduce resistance to change is negotiation. By negotiating, employees can discuss and agree on who will do what after change occurs. A good example of negotiating would be the banks new teller system which we previously talked about in the last example. Each branch could pick a specific area of the new system to learn extensively, so when it comes time for the new program to go live each branch can help out their associated branches if they have a specific question related to their area of expertise. Next let’s take a look at another helpful tactic that is useful when needing to reduce resistance to change. Managerial support can be...
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...consideration: Carla Santos • Owner Manager of Venus Boutiques GloMartines • Single, 25 years old and Downtown Store manager for ten months • Joined Venus two years ago as a casual employee. • Her diligence, reliability and trustworthiness at work made Mrs. Santos gave her more responsibilities such as handling of cash and store supervision. Irma • Distantly related to Glo • The person being complained by the three salesgirls who Glo showed favoritism. • She is allowed to leave the Performance Rating System • Designed by a local consulting firm • The system called for a formal appraisal of all Venus employees and managers every six months • Considered various performance factor including sales productivity, appearance, etc. as basis for promotion to higher pay grades and employee bonuses • The system was explained to Venus employees before it was installed The three other Salesgirls of Downtown branch • Complained against Glo’s favoritism towards Irma. • Claimed they are unfairly treated by Glo Alternative Courses of Action: ACA # 1: Reprimand Glo for the acts committed and device a rotational schedules for all Salesgirls. Advantages: 1. Reprimanding Glo will call the attention of other managers not to commit the same acts of dishonesty. 2. Glo will be given a chance not to do the same again. 3. Glo will be fair enough and she will treat all salesgirls equally. 4. The Sales performance of the Downtown branch will not be compromised. Disadvantages: ...
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...The Financial District Branch James McGaran was manager of the most important of the 31 branches in the Los Angeles area. Located in Los Angeles’s financial district, James’s branch had a staff of 15 people, revenues of $6 million, and $4.3 million in profit margin. The customer base was very diverse. Individual customers ranged from people who worked in the financial district with sophisticated retail banking needs to less informed individuals banking for convenience. Business customers were sophisticated buyers who demanded high service quality and knowledgeable employees who could satisfy their financial needs. “Mom and pop” businesses, the dominant segment in other regions, were also present but to a much lesser extent. Competition was intense. Two competitors—Bank of America and Wells Fargo—had offices less than a block away from James’s branch. James joined Citibank in 1985 as assistant branch manager. He had worked in the banking industry since 1977. Within a year, in 1986, he was promoted to manager of a small branch. He progressed quickly through the ranks until 1992 when he was given the responsibility of managing the Financial District office. His performance in this office had exceeded expectations every single year. He had delivered impressive financial results for four years in a row. In 1996, when the division expanded its performance indicators to include non-financial measures, it became apparent that his branch’s customer satisfaction ratings did not follow...
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...comparing all managers or branches performance , so others can see and try to beat everyone else’s performance Assumed linkages If customer satisfaction increases it’ll increase the bank’s profit If controls increase it’ll increase the financial performance People = increases customer satisfaction- financial performance , control Standards > people Control > strategy implementation Characteristics Financial measures = objective Strategy implementation = objective Customer implementation =subjective, gets a number based on the customers the firm’s survey. Just because it’s a number it’s doesn’t mean it’s objective People = subjective = based on the area manager’s or boss thought Control: subjective based on the internal auditor’s evaluation and ratings Standards, subjective based on the managers view Rated ATMs out of control of branch managers Services not provide adequate support to the branch Person in branch not dedicated to greet customers and helping with problems that may arise Subjective = it’s biased, favouritism, Advantage = it’s a demanding branch; objective many not reflect the actual performance of all the branches as they are all different branches. Customers : 80% and above is a an above par, this branch has different customers base But uncontrolled ATM’s impacts the entire branch And also if the performance evaluation was tailored, it still be even more subjective. if each branch is measured on...
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...Desert, 1) The consultants’ approach was superior to the system Bank of Desert had been using. In the current system the profit growth target for each branch was 10% per year and the performance in the branches were measured with number of product sales and cross sale/total retail accounts ratio. At the end of the year the results from these two measures were compared with the targets set in the annual planning process. The evaluation and the targets were set by the top management of the firm and the bonuses were paid based on the branches’ percent achievement of the target. The system that the consultants proposed was based on a comparison between a branch’s performance and its market opportunity potentials. With this system each branch should be able to achieve its goals given its location, size and operating conditions. The old system with its 10% annual profit growth target on the other hand could favour some branches, for example it could be easier for some branches in growing areas to attract new customer (i.e. increase the number of sales) than branches in saturated areas (i.e. areas where the branch has already served its customers in many years and where the customers are already using the majority of the products that the branch can offer). The new system measures the potential of growth for each branch and because it is based on the markets average performance it should not be impossible to achieve these growth goals. The consultants’ proposal involved three...
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...Carlisle IT Part Number Selection Structure Phillip Reynolds PRG/211 Novermber 5, 2012 Jack Warner Carlisle IT Selection Structure in Part Selection Module In order to create a successful program the importance of the analysis and design stages of the program development cycle cannot be overstated. After an in depth look at the problem and analysis of the problem it has led to the first stages of product design. The project is on schedule and an example of the programs functions and use of control structures will be introduced as we discuss the program updates. Part Number Input Module One of the major functions of the program will not only be footage production, which will be discussed in later program development reports but also part number tracking. Tracking what part number is ran within each run will provide a historical database for analysis providing improved inventory control procedures. The data will be tracked as currently tracked on paper but stored digitally into a database. This process can be realized within the program by the utilization of control structures and iteration control structures. Control Structures As discussed within (Venit & Drake, 2011) a selection control structure gives a computer the ability to take a defensive stance against incorrect data, which forces users to enter valid data as the input. Selection control structures additionally offer users the ability to make a decision within a...
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...East Africa. It has to be at least 2.3 million years in the past. Its definatly a lot colder than in the future. The air feels really dry as if there was no moisture. Looking around I see the savanna luscious with vegetation. I spot a man or what looks like a man walking towards a group of trees holding what appears to be some sort of hammer or club. I slowly approach him and start to follow him and I discover a small village of sorts. This must be where the Homo erectus lives. The adults are roughly five to six feet tall but they have narrow hips. However they’re legs were denser. They’re heads have a less spherical and more elongated shape and suggest lower mental capacity. Their weight ranges from 88 to 150 pounds. I have noticed that they also have sweat glands meaning that they are able to cool themselves down in hot weather. They were hunter-gatherers or foragers. They lived in groups and worked together to survive. The males would typically go hunt while the females would gather vegetation like fruits and nuts and would process the meats that were gathered earlier. The females would also take great care in their week and young members. This would ensure optimal survival for their species... They would live in crudely made huts out of large tree branches. Each of the branches would be stuck into the ground and surrounded by rocks to prevent them from moving. Each of these huts were roughly tent shaped... I follow a couple of the males that are going hunting...
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...------------------------------------------------- MIDLANDS STATE UNIVERSITY FACULTY OF COMMERCE Department of Accounting Industrial Attachment Log Book Name : RAY Surname : PASIPAMIRE Reg. Number: R124609Y Period of Attachment: August 2014 to July 2015 Institution Attached to: Westrand Investment RECORD OF WORK DONE (AUGUST 2014) Week | Activity | Student’s comments | 18-23(Orientation Week) | * I was introduced to members of the staff and shown around all the property. * There was also a brief of the code of conduct. * I was told how the organisation operates as a micro finance company. | * I got to know what was expected of me. * I was in a position to be aware with how the micro finance works | 25-30(Loans Desk) | * Evaluating of applications, i.e. checking to see if they meet the requirements and how much they can borrow. * I also made the recording of the loans in the loans book as well as checking attachments on each and every form. | * Got knowledge on calculating the amount of money a client is eligible to receive * I also obtained the knowledge of how attachments like payslip and national ID are important on loan application forms especially for future reference. | Supervisor’s Remarks...
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...Nature Essay As I sit outside I feel all of my troubles leaving me. I have no stress. There is nothing on my mind. I am completely relaxed. I feel as if everything around me has stopped, and I have all the time in the world. I am at one with myself. I lift my head up and I look upon a sea of green grass. I then realize that the sky is a beautiful shade of blue, and there is not a cloud in sight. I can feel the sun's rays reaching out, and warming me to a perfect temperature. As I scan the tranquil scene in front of me, I begin to gaze upon a massive tree. The tree which I am looking at is very distinguished. This tree is absolutely massive. As I look at the tree, I start to see that are so many different grooves and markings on it. I examine each groove and marking, and I start to become lost while looking at it. As I continue up the tree, I notice all of the branches protruding out from the trunk out of the tree. I then start to examine the leaves on the branches. I have never studied a tree before, but now I understand that there are so many things going on with a tree that are not apparent from a distance. As I gaze upon the magnificent tree, I notice a squirrel on one of the branches. The squirrel had a beautiful, brown coat of fur with a white belly. It had little, fat cheeks, tiny ears, and dark brown eyes. The squirrel's tail was standing straight up. This squirrel seemed very aware of its' surroundings. Suddenly, the squirrel runs down the trunk of the tree...
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...Just a piece of thought here after I browsed through a chat conversation where one important figure of Norkis whom I personally admired and a good friend of mine for his being a hardworking man has raised concerns on the fact that there have been no single Luzon branch landing the latest Top 10 Sales Performing branches in the national ranking! It was a concern coming from his heart, indeed! Considering the vast areas of Luzon and the economic profile of the same, it would be quite astonishing indeed why not any branch can land to the national ranking these days!!! Oh my God, if I am in the position of that head who presently handles the Luzon sales I would rather relinquish my command to somebody of substance who can help bring a significant growth to Luzon Sales...I would rather step down after all, you are ridiculously ineffective anymore! Don't bring the whole group down with your bad attitude and envious personality! I can humbly remember landing in Top 6 if im not mistaken just a month after I handled the entire of Palawan District and the first time ever for any Luzon District to appear on that elite national ranking of Haojue Philippines with Cavite area below us that time... Ironically, it was that same Ranking which caused him raging anger from within himself and texted messages to the effect that he was not happy of the result! It was also the same reason I decide to part ways with a heavy heart because I truly love my job before, the company and its policies, and the...
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