Sign-A-Rama Executive Summary

Having the decision-making authority resting with the managers was feasible while the number of subordinates was small. As the company started to expand though the higher placed personnel did not have the time to devote to deck plate level decisions. By examining the technology that was employed by Idlenot, the Functional Structure is again a logical choice. With a low variety of tasks and the procedures to handle any exceptions in place the employees were armed with the requisite tools to accomplish the jobs at hand. The environment of the organization will also lead the organization toward a specific structure. In this case the company 's environment would be describes as stable, simple and integrated. The stability came from the company 's suppliers. The same farmers had been delivering milk to the dairy since its opening. There was no likelihood of change in the immediate future. The number of inputs to the diary was small and far from complex. As far as being integrated with the environment, the dairy had a limited number of customers in the local area and a short list of products.

The week four individual paper addresses the implementation of Activity Based Costing (ABC) by Super Bakery, Inc., a virtual corporation founded by Franco Harris. Specifically, management strategies, the reasoning behind an ABC system, and the alternatives of a job order cost system or a process order cost system are assessed for this enterprise.

The week four individual paper addresses the implementation of Activity Based Costing (ABC) by Super Bakery, Inc., a virtual corporation founded by Franco Harris. Specifically, management strategies, the reasoning behind an ABC system, and the alternatives of a job order cost system or a process order cost system are assessed for this enterprise.

Leadership takes place throughout the corporate structure at Central Market. The department managers are allowed to create their own plans. The managers at the store are responsible for the success or failure of their plans. This provides managers at the store with

The HR practices of Aflac were examined in the context of its effect on employee satisfaction. In 2015, Aflac made the list of 100 best companies to work for as it has done for the past ___years.

The company has a flat decentralized organizational structure, with less supervision and more independency of managers.

Arin Adkins is the director of Mississippi Children’s Home Services or Canopy. I choose to interview her, one because she is my mom and easy to interview. Two, she is a high level manager, she will never admit it but she basically is directly beneath the corporate bosses. I thought it would be good to interview her because of her high position and extensive knowledge. I also really liked the idea of interviewing someone who works for a non-profit organization. We study very typical organizations and companies in class that deal with business in a more or less similar way. I thought it would be interesting to look at an organization that does not make money like normal organizations do and have to conduct strategies in a different manner.

* Even though the company has grown they still use the principles of a small company. Such as being close knit, personal

The Nasher Museum has a participative management style that seeks to build committed and strong relationships among all employees and managers. In doing this, this organization was allowed to grow and prosper financially and as an institution. The museum has a centralized tall hierarchal structure. As seen in the Nasher Museums organizational chart (Figure 1.2) there is a clear hierarchical system that shows the relationships of all the managers and their relationship to the other staff and employees. Even though there are managers within this organization many of them work right up under their boss and other employees. This organization is not have any ties as a corporation in any way.

Simple structure configurations are starter companies. They hire top level managers to ensure the company serves its mission in the most effective way. Employees who work for these types of companies only answer to one manager which is typically the owner. These businesses mostly have a small crew that work there. These types of organizations work their way up the divisional structure. An example of this type of business would be a pet grooming. The owner is usually always present and there are no managers.

With this system each customer’s order cost the same amount to complete causing orders with high profit limits to subsidized orders with low profit limits making it difficult for Super Bakery to know the true cost for an order. The company changed to the activity-based costing (ABC) system allowing the managers the ability to recognize the cost and profit margins for each sale. The ABC system associates the costs with the activities allowing managers the opportunity to access a system that allocates overhead costs that uses multiple bases. Costs can be traced back to each individual’s account regardless of the product provider letting managers know which products are profitable and which ones are not. The traditional costing system allocates cost to departments or jobs instead of overhead cost pools. The traditional costing system makes it difficult to know which activity or product is making a profit.

Cost accounting in healthcare has more important than ever before, however it is usually treated as being too complex, costly or requires numerous means for organizations in healthcare. Adding to the issue more vital programs to include electronic medical records, charting and billing systems have been the main target and cause for budget strains for several years. The healthcare industry is currently experiencing a symbolic change and concern from all the parties involved with a goal to lessen the cost of healthcare. These healthcare organizations that do not have a cost accounting system should make it a priority to develop one. “The driving force behind the development of cost accounting systems in health care organizations has been the

Getting a sense of the hierarchy will allow you to know who are decision makes. It the group a family business where they are tight knit or a corporate structure where career paths have a defined structure.

The organization that I selected for my report is Willis Early Learning Center, located in Garland, Texas. This organization is a small, family-owned business, which uses a simple structure as their organizational design. Although this design is pretty common with smaller businesses, it is effective because the owner has greater control over their entire organization relative to a bureaucratic structure. The manager of this organization that I chose to observe and interview is Cassie Willis, the owner/operator of W.E.L.C.

With the company starting off small the Management Hierarchy will be relatively unfilled, with the 4 founders being in the Top Management but basically working as Middle Management and First-Line Management as well (see Appendix F for short bios on the 4 founders). However, as our company inevitably grows both in size and success, the Management Hierarchy will expand. The 4 founders will be left to the Top Management while we have Middle Management directors act as liaisons between us and the first-line supervisors. The first-line supervisors will be people like a programming supervisor, marketing supervisor, and HR leader. By year three the company should be large enough that the 4 founders will step back into their Top Management role while future employees fill the gaps in between (see Appendix E for an organization chart). Especially after the merger with Genshuixue, our company will have much more employees and new responsibilities when operating in the Chinese market.