In groups of three or four, make a list of possible reasons that the actual ending inventory might not agree with the ending inventory according to a computer system. Jason Tierro, an inventory Jason Tierro, an inventory clerk at Lexmar Company, is responsible for taking a physical count of the goods on hand at the end of the year. He has been performing this duty for several years. This year, Jason was very busy due to a shortage of personnel at the company, so he decided to just estimate the amount of ending inventory instead of doing an accurate count. He reasoned that he could come very close to the true amount because of his past experience working with inventory.
Week 9 Case Analysis Utiliscan’s By: Tenika Carroll Wednesday March 3, 2010 Dr. Kimberly Scanlan Utiliscan has experienced a growth rate in company business. The HR director and the company CEO’s have been having a very hard time trying to find experienced employees and also address the current issues within the Utiliscan. So Paul the current Director of HR has just learned of a new opportunity and has decided to leave the company, but before he left he conducted a survey on some of the employee concerns. Once the survey was completed, Paul was asked to complete a conceptual plan that would address the employees concerns and stay within the companies’ budget. Throughout the case analysis Paul will address each of the employees
My Boss, L.J. Watkins, wants to cut cost because of increased competition from another firm and some changes have already been made. Before these change Watkins Co. had a relatively laid back atmosphere in which supervisors did not frequently push or confront employees that often. Wages were considered low for the area and as a result workers would work overtime to make up for their low pay. They were unsupervised during these overtime hours and reportedly were very productive.
Week Six Assignment Selling Executives On Project Management Table of Contents Introduction 3 Fundamental Reasons Analysis 3 Possible Strategies 5 Conclusion 6 Introduction The success of many organizations hinge on the organization’s ability to adapt to changes in technology, market and industry trends. This paper will discuss how Levon Corporation’s reluctance to implement project management functions kept them stagnant in the industry and almost a non-competitor to their peer organizations. Levon Corporation was unmoved in their position until they realized they were on a steady decline which resulted in them bringing in project consultant to listen to the benefit of implementing project management functionality in
A. number of calls taken per day B. employee satisfaction C. average time to process paperwork D. client requests completed per hour The correct answer is: B. Because all managers have employees, control criteria such as employee satisfaction, turnover, or absenteeism can be used in most situations. Correct! 3.In reviewing the result of the control process, managers could choose to avoid taking action when ________. an employee fails to attain the standard because of internal problems A. the variance between actual performance and the standard is acceptable B. performance standards are acceptable, though the employees have not attained it C. the variance observed from the expected performance is caused due to unrealistic standards D. The correct answer is: B.
Case Study I-5: Midsouth Chamber of Commerce (B) In 2001, MSCC was still having some problems with its UNITRAK and AS/400 system. Dick Gramen “was hired” to take the position of Information system support specialist, replacing with Kovecki (Brown, DeHayes, Hoffer, Martin and Perkins 193). Gramen used to work in his former company under an IBM RS/6000 “computing environment”, and he did not know anything about the systems used at the company. At that moment, Lassiter was still the VP of marketing and agreed at first with the IBM RS/6000 idea. However, after asking Gramen to study the potential costs and the advantages of the new purchase, he showed his reticence.
Outside of increasing compensation benefits packages and robust retirement plan can assist in attracting new talent and maintaining current human capital assets. There are three basic categories of retirement plans the first is Defined Benefit Plans. Defined Benefit Plans have fallen out of favor with companies due to the fiscal burden they place on the company for years after the individual has retired. Defined Benefit Plans are favored by employees due to predictability they provide to the employee, so they know what they are going to receive as a pension in the end. The second type of plan are Defined Contribution Plans also known as 401(k) plans.
They work for the business directly and if something happens to the company their wages and job stability will be affected. This has created a vast interest by employees and their representative groups in information about the stability and profitability of their company. They are also interested in information which enables them to assess the ability of the enterprise to provide compensation, retirement benefits and employment opportunities. Additionally, managers may obtain bonuses when they exceed business standards, so they develop an interest in the successful advancement of the business. Investors, the providers of risk capital and their advisers are concerned with the risk inherent in, and return provided by, their investments.
In doing so this would eliminate the staff shortage and possibly the high turnover by showing the employees they matter and are needed. The owner could also implement an employee recognition program, such as employee of the month with a plaque in the lobby and those employees who have earned employee of the month displayed and also receive a day off in that same month. Employees have the need to feel valued and appreciated in the workplace and in applying incentives, rewards,
Poor hiring decisions can have significant consequences on smaller companies who can not afford these types of mistakes. The major focus should be the matching of an individual with a job within the organization. Week four question helped me to recognize that my manager had lost focus on her manager skills and I needed some touch-up skills on management. It has been a few years since I last hired