Building and Managing a Global Matrix

D1 - Unit 4 – Evaluating the appropriateness of business information used to make strategic decisions.

We learned how to read and understand financial reports allowing us to determine what areas interact and how to balance the effects of decisions. We were able to learn hot to pick out the important variables in business reports to examine our results in comparison to other teams.”

Conclusion: As such, the MCS should have been initially detailed using this reverse order for consistent presentation as well as acting as a catalyst to the planning subsystem of the core control system. In doing so, goals can be set in accordance to the company culture and structure. This enables management to influence the behaviour of more employees by providing clear goals. This makes for a better feedback system because it includes the information of the various departments/divisions and all levels of employment. This allows for attainable goals and prevents the imposition of unrealistic goals, MBO, and the likelihood of fraudulent reporting. To further prevent fraudulent reporting, the measurement subsystem should rely equally on the accounting system as well as non-financial measures (balanced score card).

The concept of analytics-based decision marking takes into consideration industry knowledge and business analytics which includes four acts (Bartlett, 2013). The four acts help prepare analytics to support an anticipated decision and illustrate a process for analytics-based decision making. As a result, the role of statistical thinking, the interaction, and relationship between industry knowledge and analytics, as well as where things can go wrong in a real business problem can be revealed (Bartlett, 2013). In addition, moving from one act to another seamlessly, jumping back from and forth from one act to another or simply following some other route is easy to do in a real business problem. This annotated bibliography will examine articles that contain resources that support the concepts contained in the four acts.

Each division is operating independently with its own division manager. Also, each division’s performance had been judged on its profit and return on investment (ROI). The company policy of decentralizing responsibility and authority for all

3. How did the new performance evaluation system--Full responsibility Accounting-- differ from the old?At Multiquimica do Brasil they can now trace costs, revenues, or profits to the individual product managers and product group managers who are primarily responsible for making decisions about the costs, revenues, or profits in question and taking action about them. The new system called Responsibility accounting is appropriate where top management has delegated

Reporting systems for monitoring systems should always have sophisticated information systems that will enable them to work properly. This is not only meant for competitive purposes but for performance evaluation. This means that the top management should be able to receive information that is accurate and on a timely manner for sales, production and the financial results. When it comes to international affiliates there is need for reporting systems with information feedback at various levels for personal, production, financial and marketing variables. The information systems should have an adequate MIS so that there can be the maintenance of an efficient coordination of activities as well s results coordination. The information system chosen should make it possible for the ease of comparing performance data across countries even if the variables make the information appear different (Deresky, 2011).

2.What activities could be developed by Peanutty to reduce or manage the power od its suppliers and customers to minimize risks and maximize profitability?

Perhaps one of the most difficult managerial decisions in the 21st century is the decision to make a decision. Analysis paralysis, endless meetings, and corporate structure have made it painstakingly difficult to come to any real conclusions. So when the Chief Financial Officer, Bruce Berman, of Bloomindale’s was tasked with decision to implement ProfitLogic’s Pricing Optimization (PO) system, he called upon Daniel Gabbay, an analyst in the finance division, to make sense of the numbers and guide his decision making process. Berman was considering implementing a PO system to quantify the markdown

Franklin Electronics has a simple understanding of earned value management. They understand how to calculate cost and schedule variance, but they don’t know how to analyze the data that they gave to Spokane Industries. If they understood how to analyze these metrics in depth, they would have understood why the vice president was calling the emergency meeting and would have been

13). Halliburton announced in 2014 a consolidation with Baker Hughes, another competitor in their industry (Halliburton And Baker Hughes Reach Agreement to Combine in Stock and Cash Transaction Valued at $34.6 Billion. p. 1). With this consolidation, Halliburton will acquire all assets of Baker Hughes, along with the future subsidiary’s debts. With the uncertainty of the lifetime of the oil industry, and currently facing a significant loss, Halliburton is taking a serious risk facing such a large amount of debt and acquiring Baker Hughes.

Businesses have numerous key departments which keep the structure running appropriately and supports the business to build and embellish in all worldwide markets. This report will consider what the key departments do for the business, in addition, this report will enlighten the research procedure used and significant complications which have been encountered throughout.

The unit’s readings have provided many solutions to the challenges businesses encounter nowadays. To this day, there are many companies that have business plans that concentrate strictly in lowering operating cost, cut budgets as much as possible and overwork workers that already are overworked.

The world offers significant business opportunities for every company, however, opportunities are accompanied by significant challenges for managers. Managing global operations across diverse cultures and markets represents a big challenge and opportunity for companies. To compete in the global market and be successful, companies must learn the strategies, policies, norms and technology necessary to conduct international business. The opportunities for global expansion are numerous, and attaining success is a matter of developing the right strategy to win local markets and its consumers.

the  strategic  management  accounting  technique  used  and  Carlianne will provide  an  analysis of our results.  Courtney