Lessons learned from this topic and case study: 1. Managers need to be able to estimate the costs of different responsibility centres and products to assist with monitoring the performance of different departments and also to assist with decision making about product pricing, profitability of individual products, assist with decisions when making changes to product lines and various other managerial requirements such as controlling costs and valuing inventory for financial statements. 2. Dividing the business into cost objects such as departments or products can assist with creating greater accuracy when allocating costs to each ‘cost object’. 3.
This should reduce the likelihood of managerial dishonesty in the pursuit of increased personal income and increase managerial seeking of organizational goals. 2. The human resources function should take a stronger role in the organizations. In sales, people are the key asset, and more attention needs to be paid to managing them here. 3.
Tom Lippet learned that other suppliers had increased their product quality to match that of DEPs. This shifted DEP’s order winning criteria of quality, to a qualifying criteria. He also learned that based on past performance DEP’s delivery time which once meet the guidelines of GARD, will not meet the new guidelines set by Richard Binish. (Bowersox, Closs, Cooper, & Bowersox, 2013) Analysis. Upon analyzing the DEP supply chain in their current situation it seems to be more of an anticipatory model with some qualities of a responsive model.
A higher inventory always means to have some financial capital bounded. To compensate some part of this effect, Rolls-Royce’s operations sets the goal to improve its management of the financial working capital. In order to gain higher responsiveness, Rolls-Royce increased inventory, even this may have on an insulated view a negative impact to the financial performance. However, by increasing
The increasing competitive pressures on Nucor may compel it to become less innovative, reduce duplication of efforts and reduce costs. Greater control over the units will be required to realize economies of scale and gain cost leadership. This is necessary so that Nucor can fight the cost battle and continue to increase its revenues (Bouchard. C, & Koch. J2009).
In GARD’s case, a change in leadership is responsible for the new, higher expectations. The change, however, is indicative of the realization that logistics has become a strategic weapon. The case illustrates that DEP must either match competitors’ service or face losing a major customer. Solutions to Questions 1. A diagram of the DEP-GARD supply chain is provided on the next page.
The first is adverse selection. Adverse selection occurs because some persons, such as managers and other insiders know more about the current condition and future prospects of the firm than outside investors. Financial reporting is one of the mechanisms that are used to control the problem of adverse selection by credibly converting inside information into outside information. The second one is moral hazard. This problem occurs because of the separation of ownership and control that characterizes most medium and large
Likewise, in the case of bad or doubtful debts, an estimate for provision is usually done to know as to how much of the trade receivables the company might not be receiving. This provision is created to safeguard the company from the losses from debts. Given these points, estimation appears to be beneficial. However, “estimates are inherently subjective and therefore lack precision as they involve the use of management's foresight in determining values included in the financial statements” (Accounting-simplified.com, 2013). They can sometimes downsize the dependability on the
(2) The agent may not positively will the bad effect but may merely permit it. If he could attain the good effect without the bad effect, he should do so. The bad effect is sometimes said to be indirectly voluntary. (3) The good effect must flow from the action at least as immediately (in the order of causality, though not necessarily in the order of time) as the bad effect. In other words, the good effect must be produced directly by the action, not by the bad effect.
Business Case-Talent Acquisition Topic: Business Case-Talent Acquisition Presented by: YM Goals: Demonstrate the importance of putting more time, effort, and energy into the hiring process in an organization. Introduction: The following table has been created to offer key points to begin a good Talent Acquisition process. These points also provide general ideas about how organizations can save money and efforts at the same time. And with this information, the senior management team will learn about an effective and necessary process that must be taken in consideration to be able to increase revenues in long terms (not only in short terms), increase credibility (inside and outside the organization), as well as maintain legal compliances within the organization. Business Case-Talent Acquisition | HR-Talent Acquisition Team | GOALs | Effective Talent Acquisition | An effective talent acquisition must begin internally to be able to success externally.