Lester Electronics Gap Analysis Paper Tracy Lynn Spiers University of Phoenix MBA/540 December 1, 2008 Dr. David Harrell Gap Analysis: Lester Electronics The Lester Electronics scenario outlines two electronic companies that are experiencing issues of merging, joint ventures, acquisitions, partnership and financing. The following literature presents Bernard Lester, CEO and founder of Lester Electronics and John Lin, founder and CEO of Shang-wa Electronics. The Board of Directors for Lester Electronics has made the decision to allow a merger with Shang-wa. In order to complete the merger, the board of directors must consider assessing financing need for wealth maximization. Furthermore, integrating the culture between Lester Electronics and Shang-wa Electronics will be a delicate technique.
FedEx 10-K Shebra D Cox BUS 630: Managerial Accounting Mark Taylor, Instructor April 23, 2012 1. What is FedEx’s strategy for success in the marketplace? Does the company rely primarily on a customer intimacy, operations excellence, or product leadership customer value proposition? What evidence supports your conclusion? FedEx’s strategy is “to leverage and extend one of our greatest assets, the FedEx brand, and to provide our customers with convenient, seamless access to our entire portfolio of integrated business solutions” (FedEx Form 10-K 2005, p. 4).
DeviceCo meets C requirement because it provides more than 50% total equity. 2. Does LeaseMed have sufficient equity to finance its activities without additional subordinated financial support? On the basis of the answer, is LeaseMed a VIE? Based on ASC 810-10-25-45-47 LeaseMed does not have sufficient equity to finance its activities without additional subordinated financial support, because it does not demonstrate the ability to finance its activities with no additional financing support, its equity at risk are 100% of total assets (total assets and total equity = $1,000,000 respectively, expected losses exceeds $1,000,000).
Managers, & Team/Shift Leaders * Budget: Limited – min. 3,000 – max 6,000 Tanglewood definitely has a high turnover rate of 50%, therefore, keeping an open pipeline of candidates is a smart business move. Also, since there is not a minimum qualification for Sales Associates the open pipeline will work in great numbers for Tanglewood. First area of Tanglewood is the Western region of Washington. I was surprise to see that this was the only region that was using 4 out of 5 recruiting methods.
Paying workers is fundamentally symmetrical: It costs the business $1 to pay the worker $1. But many elements of total rewards programs are of great benefit to workers yet cost the money anywhere from much less, as in the case of health, dental and vision insurance where companies can buy group policies that are much less expensive than an individual policy, to nothing, as in the case of stock options where there is a hypothetical cost to the ledger but this cost does not manifest in terms of actual cash or assets. GEICO has been a leading company when it comes to total rewards, with good basic salaries, vacation and leave programs, family and life programs, education and professional development, and perks (GEICO, 2012). GEICO’s total rewards plan is quite holistic, with everything from profit-sharing to extensive health insurance advantages, and thus at least according to its description on the website. It’s not clear from the website alone if the total rewards program at GEICO is more flexible for workers (Human Capital Review, 2007; WorldAtWork, 2007, 15-17).
Additionally it allows for managers to forecast funding requirements for their company, and creates the ability to plan strategies for acquiring funds. B. Describe the organizational forms a company might have as it evolves from a start-up to a major corporation. List the advantages and disadvantages of each form. Typically businesses begin as sole proprietorships or partnerships which are unincorporated businesses.
As part of his vision for the business, he focused on re-allocating resources and activities for key positions. He wanted for the employees to concentrate in activities that could transmit advantages that the company could offer to their customers by working and growing together. One of the key positions is the Account Manager; they were responsible to build relationships with software developers and vendors but also to work very close with customers and helping and encouraging them to create value together. Li is a promising account manager and even though he’s been in the company for a short period, his performance on creating relationships with top management had been so far very productive. He has recently been working very hard on a project to help software developers to help them run their business but overtime this project has become more and more complex.
* In the Response row, summarize your key findings for the company as they relate to the scenario. * In the Response row, identify at least one alternative solution for Remington Peckinpaw Davis from each company researched. | Response to Topic A: Team Member-Ayada | | Topic B: Project risk and impact of that risk |
COMPANIES SAY HAVING A DIVERSE WORK FORCE IS GOOD -- NOT JUST RESPONSIBLE -- BUSINESS DIVERSITY ROCKS; [FOUR STAR Edition] GREG SCHNEIDER AND DINA ELBOGHDADY, THE WASHINGTON POST. Pittsburgh Post - Gazette. Pittsburgh, Pa.: Aug 3, 2003. pg. J.1 Abstract (Summary) "Because our population is diverse, and because of the increasingly global reach of American business, the skills and training needed to succeed in business today demand exposure to widely diverse people, cultures, ideas and viewpoints," the companies -- which included Microsoft, 3M Co., Eastman Kodak Co., Lockheed Martin Corp. and Pfizer Inc. -- wrote in the court brief. "Employees at every level of an organization must be able to work effectively with people who are different
In a functional organization structure jobs (and departments) are specialized and grouped according to business functions and the skills they require; production, marketing, human resources, research and development, finance, accounting and so forth (). A functional structure works best for standard, because there is not much environmental change in the parking industry. Therefore, the company will not have to adapt to change; making it simple to formulate consistent planning methods. Standard is a simple functioning organization. The service they supply to their customers does not require the company to break down into segregated divisions; therefore, a divisional structure is too complex for them.