Speed Flexibility Quality New possibilities Efficiency Ref: IT for Business Success http://smallbusiness.chron.com/information-technology-business-success-4019.html Section 2 – Understand how to manage electronic and paper-based information 1. Explain the purpose of agreeing objectives and deadlines when researching information. If possible, refer to specific examples from research tasks you have worked on to support your answer. Question 1 - Why is it important that you know what you are required to research and the date it needs to be completed by? If you didn’t have the topic or date, what could the possible outcome be?
Perform tests of controls and substantive tests of transactions. Before the audit team can safely reduce planned assessed control risk, they need to test the effectiveness of the controls (Arens, Elder, & Beasley, 2012). One control that can be tested for SDF is the inventory, all inventories, but specifically returned inventory. The best way to test this control would be to physically count the inventory and compare it to what the invoices say there should be. This will satisfy the existence objective.
Judgement Case 9-1 – Inventory costs; lower of cost or market; retail inventory method Requirement 1 Theoretically, Hudson should account for the warehousing costs related to its wholesale inventories as a part of inventory. All of the necessary costs associated with preparing, and in this case storing, items for sale are to be included in inventory. The key here is that the warehousing cost is related to a particular set of items and for that reason it is important to account for the warehousing cost with the inventory in order to satisfy the matching principle. The matching principle “requires that revenues and any related expenses be recognized together in the same period” (The matching principle). By following the matching principle all of the costs associated with a particular product, not just its wholesale price, is expensed when the item is sold.
They decided to give applicants the retail market knowledge exam, the Marshfield customer service biodata questionnaire and essay, Marshfield applicant exam and the personality exam. In my opinion of the four assessments, the retail market knowledge exam, the Marshfield customer service biodata questionnaire and personality exam will work best for the company. This will provide Tanglewood with applicants’ experience and basic knowledge of marketing principles. The biodata will access past performance in and outside the work place. The personality exam will access the two traits that are relevant to a store associates position, capturing the constructs of conscientiousness and extraversion.
Case Study 4 Listo Systems 1. Using the above scenario, consider Organizational Level 1: Key Players (Stakeholders) and Business Ideas (Purpose). Which Leadership Challenge response is most appropriate: Establishing, Refining, or Monitoring? Using the theories discussed in Chapters 1-4, explain why you chose that response. I think refining is the most appropriate response in this scenario.
This is putting your action points from the Decide stage into action to achieve the goals laid out in the assess stage – whether it is shopping around for the best value financial products, or looking for ways to increase your income. The Review Stage is essential, and
4. Is ECCO following the inside-out or outside-in strategic perspective? What are the implications of this choice and how can ECCO increase their sales/marketing efforts? * Inside-out strategy: which is an internal oriented strategy. This strategy emphasizes the company’s ability to utilize its existing internal resources and focuses on streamlining operation through proper sizing and cost reduction.
In many cases, an informal or abbreviated approach can lead to reasonable interventions. However, in other circumstances, a more comprehensive and systematic process is required. An appropriate FBA is one that is matched to the circumstances and leads to an effective behavioral support plan. When enough data have been collected for FBA, the information must be summarized in a way to be useful in making intervention decisions. There are three steps: (A) formulation behavioral hypotheses, (B) constructing a completing behaviors pathway model, (C) compressive intervention planning based on behavioral hypotheses and competing behaviors pathway (Sprague, Sugai,& Walker,
Global Supply Chain Management — Individual Assignment #3 Paula Costa, 1178 Pasta & Basta Case Before starting with the analysis of this case, it is important to underline that all the answers are interconnected and for instance, while I answer the first question, I am using extremely important ideas that should be considered for question 2 as well (or vice-versa). However, I opt to explain it first-hand, so ideas sound fluent and organized. Question 1 The Weighted Center of Gravity Method is a mathematical technique used to find the location of a distribution center that will minimize distribution costs. In this case, it will help us find the optimal location for the warehouse, taking in consideration the 4 restaurants located around it. The method takes into account the location of existing facilities (that is, the restaurants), the volume of goods shipped to those restaurants (provided by the question) and finally, the distance between them.
Management Accounting and Control A balanced scorecard approach to management control For this topic, we consider what has been one of the most significant developments in the field of management accounting and control: the ‘balanced scorecard’. The balanced scorecard began life as a performance measurement tool, incorporating financial and non-financial measures (Kaplan and Norton, 1992; its role has been refined in later publications – see Kaplan and Norton, 1996). The basic notion underlying the balanced scorecard is that top management needs a wide-ranging view of organizational performance. This, it is argued, is achieved through the use of both financial and non-financial performance measures. The inclusion of non-financial measures sets the balanced scorecard apart from other innovations in management accounting (e.g.