...Decisions in Paradise Part I Vicky S MGMT/350 April 22, 2013 Don Fisher Decisions in Paradise Part I Kava, provides many different resources that the organization can benefit from by having a base here. Even though there are benefits that the organization can factor there are also some issues that can be improved upon considering the location. There are some issues with the location that will require there to be a lot of work and progress. Natural disasters are common at the location, resources of the environment are available, but will need nurturing, and socially the local residents. Each of the problems presented can be positive or negative upon the stakeholders considering Kava as a location. The agriculture of Kava is put in jeopardy often due to the natural disasters that come through the island every season or when Mother Nature decides to appear. Natural disasters and the agriculture of the island coincide with one another. For example, off shore when an earthquake may want to erupt under the ocean floor causing there to be a tsunami upon the island the entire structure is altered. Volcanic eruptions and other natural disasters affect the crops of fruit and other natural resources that populate the island. The negative aspects of the issues are that the recovery time frame along with how the issues will affect the local economy may cause there to be a slow turnaround. There could also be a positive outlook on the problem issues that may arise...
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...ACC 560,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 560,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 561,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 561,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 565,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 565,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACCT 346,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACCT 346,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACCT 434,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACCT 434,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACCT 567,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACCT 567,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, PHI 200,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, PHI 200,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, Res 301,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, Res 301,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford BA 215,Course...
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...,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 307,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 307,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 344,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 344,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 346,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 346,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 403,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 403,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 504,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 504,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 560,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 560,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 561,Course,Complete,All,Entire,final,Week,1,2,3,4,5,6, ACC 561,dq,discussion,question,assignment,midterm, ,exam,quiz,Strayer,Latest,New,Project,Keller,Homework,Phoenix,Ashford, ACC 565,Course,Complete,All...
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...CMIT 350 WAN and SOHO Skills Implementation Prepared for: University of Maryland University College CMIT 250 Prepared by: Devin Manning I. Site “Los Angeles” Challenge and Implementation The site administrator has requested that the site establishes remote IOS storage, remote management of switches, ACL list implementation, and a network time protocol for devices as described in the site specific portion of the scenario. II. Site Solutions and Technologies * The recommended course of action for the request of a remote IOS storage capability at the site would be to establish a remote access server using a HTTP/ HTTPS protocol as opposed to the SSH option mainly because of the security and control over things such as the internet connection to the routers from not only the user database, but the source addresses as well in regards to their perspectives. This particular protocol also requires the timing information to be in setup and in place which would complement the network time protocol solution that has been requested by the site. For this request, I would use the SonicWall software in order to setup up this capability along with the SonicWall UTM appliance that is provided by the company. * In order to address the remote management of the switches request, it would require a console cable and a server that has an available console port such as the Cisco Nexus 2228TP GE Fabric Extender expansion module which is one of the easier servers to use that...
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...Changing expatriate composition – expatriates number increasing – Africa, Asia & Latin America HR Policy – recruitment from Geneva – sent to field with ‘learning by doing’, operate under sense of danger, meeting immediate challenges, focus on short term, quickly develops and reinforces team and team loyalties, rotation every 12 months, no formal training, no continuity for developing people, Career - little career planning, career developed through interpersonal networks & driven by opportunities, most recruits stayed for 2 to 3 years, no management development, those remain and reach top of HQ –mostly Swiss male (old school boys club) CURRENT CHALLENGES – greater diversity in mgmt ranks – more professionals, foreigners and women. NEW STRATEGIC PLAN (2007 -2010) – challenges to HRM. 3 mgmt priorities – 1. Multidisciplinary; 2. Greater accountability & 3. Increased efficiency thru’ results based management. Role of HQ? – Centralised or Decentralised? Policies & Procedures needed to be Standardised to achieve efficiency & operation coherence but ensure flexibility; CHALLENGES FOR HR – Clarify roles and responsibilities; performance based...
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...Does your career plan include a world of lifelong success? Program of Professional Studies THE CERTIFIED GENERAL ACCOUNTANTS ASSOCIATION OF BRITISH COLUMBIA We see more than numbers. Choose a career that places you on the path to lifelong success. It’s all about opportunity. Accounting professionals can work in any sector, anywhere in the world. And when you choose CGA, you’ll gain the leadership, problem-solving and technical skills that are sought after by organizations in the private, public and not-for-profit sectors. The CGA Program of Professional Studies gives you the tools to succeed in business, no matter where your career takes you. You’ll enter the workforce with the applied knowledge and demonstrated expertise that employers want, including specialized technical knowledge, sectorspecific competencies, problem-solving skills and the ethical integrity to lead. CGA’s competency-based curriculum is simply your best way to prepare for a rewarding career in financial management. Flexible study options and the freedom to choose the career you want CGA is all about choice. You choose the professional-studies path and real-world experience that best match your career goals and interests. We give you the skills and freedom to work in any type of organization, in any industry, at any level of management. With a CGA designation, your opportunities—both professional and personal, at home and around the world—are limitless. Take your place as a highly respected...
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...superior performance relative to rivals is the ultimate challenge -if a company’s strategies result in superior performance, it is said to have a competitive advantage -Ex: Dell’s strategies produced superior performance from mid-1990s until mid-2000s, as a result, Dell enjoyed competitive advantage over its rivals -How did they achieve competitive advantage? -due to successful pursuit of varying strategies: Direct selling, customization and efficient supply chain mgmt. -enabled company to lower cost structure, charge low prices, gain market share, and become more profitable than its rivals -Dell lost competitive advantage in later half of 2000s HP offered bundled products, needed to find ways to sell to intermediaries & Apple differentiation -first step toward achieving objective is to describe in more detail what superior performance/competitive adv mean and to explain pivotal role that managers play in leading strategy-making process Strategic Leadership: creating competitive adv through effective mgmt. of the strategy-making process -strat-making process is the process by which managers select/implement a set of strategies that ain to achieve a competitive adv Strategy Formulation: selecting strategies based on analysis of an org’s external/internal environment Strategy Implementation: putting strategies into action includes designing, delivering, and supporting products; improving efficiency of ops; designing company’s org structure/control systems Strategic...
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...Case Study: The Global Sourcing Wire Harness Decision Calvin Smith Westwood College Professor Rivers MGMT 350 2/8/15 The Global Sourcing Wire Harness Decision 1. Quote 1 Original Wire Quote: Unit price = $30 * Packing costs = $.75 per unit * Tooling = $6,000 onetime fixed charge * Freight cost = $5.20 per hundred pounds Yearly Unit Cost = ((monthly demand*12) * (unit cost + packaging cost)) + tooling charge Yearly Unit Cost = ((60000)*(30+.75)) + 6000 Yearly Unit Cost = (60000*30.75) + 6000 = $1,851,000 Yearly Unit Cost = $1,851,000 Unit Cost = Yearly Unit Cost / Yearly Demand Unit Cost = $1,851,000 / 60,000 Unit Cost = $30.85 Yearly Freight Cost = # of units * unit weight * freight cost Yearly Freight Cost = 60,000 * 10 * .0520 Yearly Freight Cost = $31,200 Unit Freight Cost = $31,200/60,000 = .52 Total Unit Cost = Unit Cost + Freight Cost Total Unit Cost = $30.85 + $0.52 Total Unit Cost = $31.87 2. Quote 2 2. Happy Lucky Assemblies Quote: * Unit Price = $19.50 * Shipping Lead Time = Eight Weeks * Tooling: $3,000 Yearly Unit Cost = ((monthly demand*12) * (unit cost + packaging cost)) + tooling charge Yearly Unit Cost = ((60000)*($19.50+.00)) + 3,000 Yearly Unit Cost = (60000*19.50) + 3000 Yearly Unit Cost = $1,173,000 Unit Cost = Yearly Unit Cost / Yearly Demand Unit Cost = $1,173,000 / 60,000 Unit Cost = $19.55 Monthly Freight Cost = $41,366 Unit Freight Cost = $41,366/5000 = 8.28 Total...
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...Need Answer Sheet of this Question paper, contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 FINANCIAL MGMT (A). (1).Mr. Nimish holds the following portfolio. (10 marks) Share Beta Investment Alpha 0.9 Rs.12, 00,000 Beta 1.5 Rs. 3, 50,000 Carrot 1.0 Rs. 1, 00,000 What is the expected rate of return on his portfolio, if the risk rate is 7 per cent and the expected return on the market portfolio is 16 per cent? (A). (2). A share is selling for Rs.60 on which a dividend of Rs.4 per share is expected at the end of the year. The expected market price after dividend declaration is to be Rs.70. Compute the following: - (10 marks) (i) The return on investment ® in shares. (ii) Dividend yield (iii) Capital Gain Yield (B) DIC Ltd. provides the following data: (20 marks) Comparative trial balance March 31 year 2 March 31 year 1 Increase(Decrease) Debit Balance 20 10 10 Cash Rs.190 Rs. 90 Rs.100 Working capital (other than cash) 100 200 (100) Investment (Long term) 500 400 100 Building and equipment 40 50 (10) Total 850 750 100 Credit Accumulated Depreciation 200 160 40 Bonds 150 100 50 Reserves 350 350 --- Equity Shares 150 140 10 3 Total 850 750 100 Income Statement For the period ending March 31, year 2 (Amount in Rs lakh) Sales Rs.1000 Cost of Goods Sold 500 Selling Expense Rs.50 Administrative Expenses 50 100 Operating Income...
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...G.G. Toys 1. Do you recommend that G.G. Toys change its existing cost system in the Chicago Plant? In the Springfield plant? Why or why not? In the Chicago plant, G.G. Toys should change its existing cost accounting system from the legacy or traditional costing methodology to activity-based costing (ABC). In allocating overhead as a percentage of direct labor cost, the margins of 9% and 34% in the Geoffrey doll and the specialty branded doll #106 respectively, do not reflect the actual cost of overhead. Currently G.G. Toys is calculating its manufacturing overhead costs on only on one cost driver, the direct labor. From case facts, we know that the manufacturing overhead at the Chicago plant is very high (approximately 95% of the overall GG Toys manufacturing overhead) The 3 different categories of dolls require different amounts of machine hours and other variable costs. By using Activity-based costing, each specific category of doll would have a different manufacturing overhead (and hence different contribution margin) allocated to it and the profit margin analysis for the doll category would yield an accurate result that can be used successfully for measuring controllability and relevance over long run. For the Springfield plant, GG Toys has approximately 5% of the overall overhead and from case fact, we know that GG purchases finished components from local manufacturers and then assemble the components (to form the cradles) using manual labor and there is no machine hours...
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...Bank both feels this is more effective and safer for her and Clarkson’s ingestion. Bank is contracting this company at her own expense, each extermination is $350. The first time the eco- exterminators came to exterminate they found bedbug droppings in the bedroom which had never been exterminated by Village Landholdings Ltd.’s exterminators. DISCUSSION The warranty of habitability as set out by NY CLS Real P §235-b is broken into two sections when trying to determine a breach. The first ensuring all premises must be fit for human habitation and the uses reasonably intended by the parties. N.Y. Real Prop. Law § 235-b (Consol. 2010). The second entailing that the premises shall not be subjected to any conditions which would be dangerous, hazardous or detrimental to their life, health or safety. Id. It has been established that if the parties have not experienced the uninhabitable conditions they...
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...Q1-Identify the competitive forces in Porter’s model. What affect might these forces have on a business? What can a business do to respond to these forces? There are five sources of competitive force in Porter’s model. The five forces will be rivalry, supplier’s power, threat of substitutes, buyer power and barriers to entry. Rivalry refers to competition from rival firms which will affect the ability of an organization in retaining and attracting customers. In addition, many companies offering similar products will push down prices and this will affect the profits of the organization. Next, supplier’s power refers to the influence which the suppliers can influence on the industry since they are the ones who controls the availability of inputs. Suppliers can become powerful threats when they join together to push up prices which will increase cost of inputs and increase cost of production for business organizations. In addition, they can also pick and choose who to supply and can favor the opponents of a company which will further increase rivalry faced by the organization. The next competitive force will be the threat of substitutes. The presence of substitute goods will cause customers to swing to other companies should they find factors such as prices and distribution more favorable and this will result in a dip in sales. Another force will be buyer power which refers to the bargaining power of buyers and changes in taste and behaviors which can easily threaten and affect...
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...Aligning Employees Leading Strategic Change Robert S. Kaplan Marvin Bower Professor of Leadership Development, Emeritus Copyright © President & Fellows of Harvard College Align employees to the strategy: Four HR processes 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management. How do we align employees to the strategy? 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based Communicate “seven times seven different ways” to make strategy everyone’s job Personal relevance brings the strategy to life Sustained communication uses different channels to get the message across • Leadership meetings • CEO random visits to employees • Dear Colleague Quarterly Letter in Mellon News • Learning lunches & informal discussions • Intranet • Working groups facilitated by HR • Staff briefings Source: Presented by Jack Klinck, Vice Chairman, Mellon Europe at BSCol European...
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...Business Analysis II Tarouse T. Pea MGMT 521 June 26, 2012 Steve Perret Business Analysis II As I continue to ponder the idea of becoming an investor or stakeholder in Compass Group USA, I would first like to study their financial history, i.e. accounting practices, purchases, debt to income ratio, and profits and loss statements. This information will give me a general idea of their financial stability and will they remain financially sound during these economic times and in the future, which could lead to gaining more contracts and creating more room for growth. The information that I will examine are income statements, balance sheets, and cash flow. I will also take into account any plans for the future, particularly outside of the usual clientele of universities and health care facilities. I am really interested in the building of their own brand, Outtakes, which provides on the go dining and quick service meals to prospective patrons. With the changing of the business environments over the past few decades, it has prompted changes in how businesses and organization deal with their accounting practices, especially after the fall of conglomerates such as Enron and WorldCom. In the business world, accounting takes on two forms: financial accounting and managerial accounting. Financial accounting deals with the preparation of general use financial statements for creditors, outside of the organization. Managerial accounting is concerned with financial information, but...
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...HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use by bu zhan, from 8/19/2013 to 12/4/2013, in the course: MGMT 3280-004 Dr. Ford-Eickhoff MW 2:00 – 3:15 pm Fall 2013, University of North Carolina at Charlotte. Any unauthorized use or reproduction of this document is strictly prohibited. 5 913-537 | Sugar Bowl Setting Pricing Givens leaned on Petty’s experience to finalize hours of operation and rates for bowling, food and beverages. Hours of operation 6pm to 2am, 7 days/week Lane Rental $40 per hour, or $10/hour per person Expected # of customer rotations/night 3 Maximum # of customers 150 (or, 450/night assuming 3 rotations) Organizational Givens divided the staff into three divisions. Petty managed restaurant operations, and Givens managed bowling operations and sales (including marketing and events). Both Givens and Petty agreed that hiring a part-time bookkeeper to keep track of receipts and deposits was critical. Reluctantly, Givens acknowledged that eliminating employee health insurance coverage (which had accounted for 12% of Westlake’s fixed expenses) was fiscally responsible. Gary Spalding, with his lane machinery expertise, was an instrumental employee. She offered Spalding a raise equal to the value of his insurance, which he rejected. Ultimately a 30% salary increase and an extra two weeks of vacation annually convinced him to stay. Petty said: Smith and Sinclair, old Westlake employees, didn’t meet any of the criteria we set...
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