Introduction Costs fall into two categories: direct and indirect. Direct costs are those costs which can be attributed to a specific final cost objective(s); alternatively, indirect costs are those costs which have no specific cost objective. An example of a direct cost might be the costs associated with salaries of "hands-on" personnel, e.g., engineers supporting a particular project. An indirect cost might be the office supplies those engineers use, the cost of rent on a facility in which
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Payables 7 iv. Cash and cash equivalent 7 3. Part B: Strategic Management Accounting for Decision making 8 3.1. Shutting down or keeping open a part of a business 9 3.2. Pricing a product or service 10 3.3. Product mix and limiting factor analysis 11 3.4. Make or buy decision 11 4. Conclusion 12 List of References 13 Appendix 01: Discount for early settlement 14 Appendix 02: Factoring 15 Appendix 03: Decision to shut down an operation 16 Appendix 04: Limiting factor and decision
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Situational analysis * Objectives of the plan * Need recognition * Information search * Purchase specifications * Supplier sourcing * Tendering * Supplier selection * Cost minimisation strategies * Awarding of contracts * Contract close out 2.0 Situational analysis It is the process of identifying and evaluating existing internal and external elements that may impact an organization's ability to achieve its objectives. A situational analysis also includes
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AN ASSIGNMENT ON CONTRACT PROCUREMENT OPTIONS SUBMITTED BY EBITUNMISE DANIEL O. QSV/10/1220 COURSE CODE: QSV 512 7TH JULY, 2015 1.0 INTRODUCTION Strategies for the procurement of building projects have not changed significantly in the last 25 years, though time and cost overruns are still prevalent throughout the industry (Smith and Love, 2001). In a response to reduce the incidence of time and costs overruns, the disputes that may often arise, and the likelihood of project success, alternative
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employer-employee, as organisations have evolved, grown in size and number, so too has the diversity of employees, each with their own particular ‘psychological contract’ (Hodgkinson 2003). The purpose of a defined and productive employment relationship is to equitably manage the various relationships, and resolve conflicts (USQ 2004). Breaching this psychological contract potentially will have negative implications for loyalty, motivation, and worker commitment to the organisation (Hislop 2003). This
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science of project management has been used in many ways although it was not until the 20th century that businesses began to see the relevance and importance of this discipline. Its role in business began as external to the organisation, however in recent years more and more organisations have begun to use project management internally. Project management has become a vital part of many businesses and it is used in many different fields of study, from engineering, programming or IT development, research
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Human resources management 1.1 Definition – process including strategies and policies regarding hiring and developing employees in one organization. Human Resource Management includes communication with all employees at all levels, recruiting the right people and providing training, planning personnel needs, managing wages and salaries, evaluating performance, resolving disputes etc. “Human Resource Management (HRM) is the function within an organization that focuses on recruitment, management
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Introduction Organisations do not evolve by chance, nor are they structured randomly. Over the years, organisations evolve and increase in complexity. The knowledge accumulated and shared has been collectively termed as organisation theory (Crowther and Green 2004). Organisation theory is an area of study whereby organisations serve as the phenomenon of interest for theorisation and explanation. In actual fact, it involves many theories that do not always fit together thus multiple perspectives
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of mind” approach once outsourcing begins. A key feature of the changing industrial environment is the growing practice of outsourcing or contracting out of services previously delivered by industrial agencies. However, the management of external contracts can be problematic, particularly when there is poor
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SUMMARIES) Chapter 1 2 3 4 5 6 7 8 9 10 11 12 Topic Organisations Corporate Responsibility and Ethics The International Economy Information Systems Managing Information Systems Operations Management Quality Management Marketing Buyer Behaviour Human Resource Management Management Theory and Motivation The Legal Environment Page Number 3 13 17 27 35 45 55 61 73 79 93 101 E1 revision summaries 1 E1 revision summaries 2 Chapter 1 Organisations E1 revision summaries 3 Key summary
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