...important way is according to how they behave in relation to changes in the volume of activity. There are: Based on behavior two types of cost are there 1.FIXED COST: those are fixed when changes occur to the volume of activity. Ex: the salary of employees, rent… 2.VARIABLE COST: these are cost which vary according the volume of activity. Ex: cost of raw materials used in manufacturing a product. DIFFERENT TYPES OF COST WITH EXAPLES * SEMI-FIXED(SEMI-VARIABLE )COST: In some cases, particular costs have an element of both fixed and variable cost. Thesecan be described as semi-fixed (semi-variable) costs. * Ex: telephone bill, electricity bill. * Actual Cost Actual cost is defined as the cost or expenditure which a firm incurs for producing or acquiring a good or service. The actual costs or expenditures are recorded in the books of accounts of a business unit. Actual costs are also called as "Outlay Costs" or "Absolute Costs" or "Acquisition Costs". Examples: Cost of raw materials, Wage Bill etc. (B) Opportunity Cost Opportunity cost is concerned with the cost of forgone...
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...access to capital or technology that will constrain the growth of enterprises or the South African economy, but rather the lack of adequate skills to support organizational growth plans. The traditional channels of education and training are no longer providing skills in sufficient numbers nor are they necessarily aligned to organizational needs. Organizations must participate in the development of relevant skills if they are to survive.” (Italia Boninelli, HR Director: Netcare Group1) In a knowledge and service based sector, the quality of skills and talent is almost the only point of leverage that a firm has to create competitive advantage. Yet in the sectors covered by Fassett, there is a considerable shortage of skills and talent, particularly amongst Blacks and women. This has resulted in a “war for talent”, particularly in respect of HDIs. In this sector of the economy firms need to pay as...
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... • Distinctive characteristic of Service firm • Characterize Nature of Service act • Characterize Relationship customers • Characterize Customization and judgment • Characterize Nature of demand and supply • Characterize Method of service delivery • Village Volvo back-office management • Village Volvo Versa Volvo Dealers • Conclusion Introduction about Village Volvo and their mission statement The mission of the Village Volvo is to profit from the sale of automobiles, parts and services. They are seeking to achieve this by creating an environment for their customers of comfort, reliance and respect. This environment will be formed by the continued emphasis on employee satisfaction, which leads to greater efficiency and productivity through employee retention. They aim their employees to establish a daily goal of anticipating and satisfying the customers’ needs in order to build a relationship-based business, which develops an ever-growing customer base. 1. Describe Village Volvo service package. Village Volvo provides quality repair at a reasonable cost for out of warranty Volvos. Car owners can visit for Routine Services such as tune-ups and oil change or for diagnosis and repairing specific problems in an estimated time. They have CCVD which is Custom Care Vehicle Dossier to keep records of the car history services (Historical trend) that assists in solving the future possible problems and repairing the same accordingly...
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...ase 1: Virtual meetings: Smart Management Question 1: one consulting firm has predicted that video and web conferencing will make business travel extinct. Do you agree? Why or why not? Answer: I don’t agree with this consulting firm. I think video and tele conferencing will reduce the business travel in some extent (according to the case it 20%) but not totally. Regular business meeting can be done by the video or teleconferencing, but where it is necessary to be present physically, there is no alternative. The buyer of the garments has to come & check the quality of garment product because he can’t check the quality of the garments over camera. In near future unless 3D telepresence system or something revolutionary technology come up the business travel will not extinct. Question 2: what is the distinction between videoconferencing and telepresence? Answer: the distinction between videoconference and telepresence lie on the technology. Telepresence picks up where video conferencing left off. Videoconferencing is the predecessor of telepresence. Telepresence is real time, full-high-definition, immersible sound and vision. tele presence is more technologically advanced than videoconference and thus more costly than videoconferencing. Question 3: what are the ways in which videoconferencing provides value to a business? Would you consider it smart management? Explain your answer. Answer: videoconferencing is providing value in business in many ways. It has- - Reduced travel...
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...Homework #4 Supply Chain Selina Engel, CM 3323 Discussion Questions Chapter 10 1. What is the bullwhip effect and how does it relate to lack of coordination in a supply chain? The bullwhip effect is a phenomenon that fluctuation in orders increases as one moves up the supply chain from retailers to wholesalers to manufacturers to suppliers. The bullwhip effect relates directly to the lack of coordination (demand information flows) within the supply chain. Each supply chain member has a different idea of what demand is, and the demand estimates are distorted and exaggerated as the supply chain partner is distanced from the customer. 2. What is the impact of lack of coordination on the performance of a supply chain? The impact of lack of coordination is degradation of responsiveness and poor...
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...for measuring intellectual capital 13 5. INTELLECTUAL CAPITAL REPORTING FRAMEWORKS 14 5.1 Balanced Scorecard 14 5.2 Intangible Assets Monitor (IAM) 14 5.3 Skandia Value Scheme (SVS) 15 5.4 Challenges in reporting intellectual capital 15 5.5 Challenges in disclosure of intellectual capital 16 6. VALUATION OF INTELLECTUAL CAPITAL 17 6.1 Value added approach 17 6.2 Value creation index 18 6.3 Valuation models 20 6.3.1 Traditional valuation models 20 6.3.2 Static valuation models 21 6.3.3 Dynamic valuation models 21 6.3.4 Real option models (ROM) 22 7. CONCLUSION 23 INTRODUCTION Capital, in the business context, refers to any asset that will produce future cash flows. The most well known asset types are tangible in nature. Tangible capital therefore refers to the physical and financial assets of the organization. The value of such assets is disclosed periodically (by publicly listed companies) and can be found easily on the...
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...Submitted To: Dr. Syed Mohammed Ather Professor Management Studies Department Chittagong University, Chittagong. Submitted By: NUR-E-SHAFA Exam Roll: 2006/93 Class Roll: 4951 Management Studies Department Chittagong University, Chittagong. Conflict management- its nature, significance and impacts in BD firms Executive summary Whenever people talk of conflict or say that a conflict has developed, the usual impression is that there is something frightening. This notion prevails despite the fact that people know there is no organization which is altogether free from conflicts. Even non-profit and service organizations such as educational institutions and hospitals are not devoid of conflicts. Which is inevitably is recognized by an individual only when individual is faced with a conflict situation. In all other cases, one refers to it as bad and avoidable and regards it as a failure of parties in conflict. But productively engaging in conflict is always valuable. Most people are willing and interested in resolving their conflicts; they just need the appropriate skill set and opportunities in which to practice this skill set. Without a conflict skill set, people want to avoid conflict...
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...Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Executive (1993-2005). http://www.jstor.org This content downloaded from 203.101.161.82 on Sun, 10 May 2015 07:37:52 UTC All use subject to JSTOR Terms and Conditions I Academy of Management Reprinted from 1999, Vol. 13, No. 1 Executive, 2005, Vol. 19, No. 4 maintaining Achieving and the in competitiveness strategic of role The 2jst century: leadership strategic R. Duane Ireland and Michael A. Hitt Executive Overview Competition in the 21st century's global economy will be complex, challenging, and filled with competitive opportunities and threats. Effective strategic leadership practices can help firms...
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...CH5. Natural Resource Utilization & Pollution of the Environment * Resource depletion: the consumption of finite or scarce resources. * Pollution: undesirable contamination of the environment by the manufacture or use of commodities. * Conservation: the saving or rationing of resources for future use. * Private costs: costs of production borne by the producer. * External costs: costs of production not borne by the producer. * Social cost of production: = private costs + external costs * Internalization: make producers bear the total social cost of production. * Ecological system: an interrelated and interdependent set of organisms and environments * Ecological ethics: ecosystems as having inherent rights or interests and we have direct duties to them. * Ecofeminism: socio-ethical theory which combines ecological ethics with a critique of paternalistic patterns of domination (top down hierarchical authority structures) in our political and economic institutions as contributing to environmental exploitation. * Unlimited resource view: view encapsulating the attitude of bygone times which regarded the earth’s carrying capacity as unlimited, and air and water as "free goods." * Sustainable growth: a level of economic and population growth which enables each generation to hand down a world no worse than it inherited to succeeding generations, which avoids the Doomsday scenario. * Doomsday scenario:...
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...important business speeches ever. In it, he committed the largest company in the world to making zero waste, using 100% renewable energy and selling sustainable products. The implications are huge. These goals cannot be achieved without broad systemic changes in areas including supply chain, regulatory and consumer awareness. To achieve its goals, Wal-Mart is integrating system change efforts into its sustainability strategy. By doing so, it is pioneering what may be the first sustainability strategy that actually has the potential to achieve sustainability (sustainability relates to ensuring society survives and prospers over the long-term). This article discusses the need to better address systemic issues that essentially compel all firms to negatively impact society. It also describes why sustainability will be the competitive advantage strategy of the 21st century and how Wal-Mart is capitalizing on this opportunity. System-Watch All companies produce negative environmental and social impacts. As companies impact the closed Earth system, pushback from the system is inevitable. This pushback can take the form of activist campaigns. As the largest company in the world, Wal-Mart has high environmental and social impacts. Several activist efforts have arisen in response to these impacts, including the recent film Wal-Mart: the High Cost of Low Price. Activist efforts probably were one factor in Wal-Mart’s decision to adopt an aggressive sustainability strategy. Activist...
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...1042-2587 © 2008 by Baylor University E T&P Entrepreneurship in Emerging Economies: Where Are We Today and Where Should the Research Go in the Future Garry D. Bruton David Ahlstrom Krzysztof Obloj Emerging economies are characterized by an increasing market orientation and an expanding economic foundation. The success of many of these economies is such that they are rapidly becoming major economic forces in the world. Entrepreneurship plays a key role in this economic development. Yet to date, little is known about entrepreneurship in emerging economies. This introductory article to the special issue on entrepreneurship in emerging economies examines the literature that exists to date in this important domain. It then reviews the research that was generated as part of this special issue on this topic. The article concludes with a discussion of the critical future research needs in this area. Introduction The quantity and quality of entrepreneurship research has increased dramatically over the last 15 years. Today, entrepreneurship research is some of the most widely cited in the management discipline, with leading journals dedicated to its study and well-recognized conferences supporting its development. The methods employed and the theory foundations used in entrepreneurship today are consistent with mainstream management research. However, entrepreneurship research can still be critiqued as almost exclusively focused on North American and European research sites...
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...entrepreneurial firms. Journal of Management, Vol. 28(3): pp 387-412. Domain: The general domain is firm performance and the specific domain is the correlation between firm performance and entrepreneurial strategic leadership. Theoretical Framework: The authors of this article attempted to demonstrate the dependence of firm performance in an entrepreneurial firm with respect to the strategic leadership of various positions. That is to say they looked at the CEO, top management teams, board of directors and venture capitalists to determine how they can affect a firm’s performance. They further broke these relationships down to certain aspects of each that might vary the outcome. An example would be the demographic differences of top management teams such as educational differences, tenure, and position. The expected outcome from this study would be that the more intertwined and power that the position has, the greater the influence on a firm’s performance they would have. The argument here is that in an entrepreneurial firm, these strategic leaders are more capable of influencing performance than in larger, more mature firms. The authors attempt to determine if this argument holds true. Major Contributions: The attempt by the authors to determine if these varying “positions of power” have a positive or negative influence on an entrepreneurial firm’s performance is the main focus of the paper. They begin by defining an entrepreneurial firm as the creation...
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...* Background * A business is a continuous economic activity carried out to earn profit through: * Production and sales of goods and services to customers * Generating and rendering services * It may be- Manufacturing, Merchandising/Trading Companies, Services or Hybrid companies. * Business Organizations will be of different forms- Sole Proprietorship , Partnership Firm, Joint Stock Company and Others like cooperative, non-profit making etc. * Such organizations need to take different decisions for their business activities. * Financial information is needed for decision making purpose. * Book keeping and Accounting will provide such information. * Meaning of Financial Accounting * Process of identifying, measuring, classifying, recording, summarizing and interpretation of the transactions of a business in terms of money to ascertain the result and financial position of business activities of particular period. * Accounting is the art of recording, classifying and summarizing, in a significant manner and in terms of money, transactions and events which are in the part at least, of a financial character and interpreting the results there of.- AICPA * Its features are- * Financial language * Financial information * Systematic process * Functions * Information system * The Purposes of Financial Accounting The objectives of accounting are- * To maintain records- * To generate accurate and authentic...
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...responsibilities of the job in question Explain to HR future staffing needs and sorts of people to be hired.Describe “human requirements” of job so that HR can develop selection tests. Interview candidates and make final selection decisions. | Write job description and job specification based on input from department supervisor.Develop personnel plans showing promotable employees.Develop sources of qualified applicants and engage in recruiting activities aimed at developing a pool of qualified applicants.Conduct initial screening interviews and refer possible candidates to department supervisor | II.Training and Development | Orient new employees regarding the company and their job.Evaluate and recommend managers for development activities.Provide the leadership and empowerment that builds effective work teams.Assess subordinates’ career progress and advice them regarding career options. | Prepare training materials and orientation documents.Advice CEO regarding development plan for managers based on CEO’s stated vision of firm’s future needs.Serve as resource for providing information regarding the company and operate quality improvement programs and team building efforts.Develop performance appraisal tools and maintain records of appraisals. | III.Compensation | Assist HR by providing information regarding the nature and relative worth of each job, to serve as the basis for compensation decisions.Decide on the nature and amounts of incentives to be paid to subordinates...
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...B. O. ACC650 Case 7.1 – Ligand Pharmaceuticals 1. Describe what you believe is implied by the term “engagement risk.” What are the key factors likely considered by Deloitte and other audit firms when assessing engagement risk? How, if at all, are auditors’ professional responsibilities affected when a client poses a higher than normal degree of engagement risk? Engagement risk is composed of three broad categories: the entity’s business risk, the auditor’s audit risk, and the auditor’s business risk. Each subtopic has its corresponding factors in regards to an audit. * Entity’s Business Risk “Financial trends are the most important part of [an] entity’s business risk (Ethridge).” The main business risk of an entity is that their continuity is threatened. Furthermore, they may not be profitable to continue doing business in the future. As an example in this case, Ligand Pharmaceuticals’ stock price increased by 600% within one year ($4/share in early 2003 to $24/share in early 2004), despite not ever reporting an operating profit. Stock prices are a thin barrier to use, and the volatility of the market could cause Ligand to collapse due to insufficient funding. There is another example of entity business risk in the case where Ligand Pharmaceuticals had questionable accounting of its sales returns, because although wholesalers had the right to return any products, they did not “sell through” to their customers. An increase in return allowance could throw off the...
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