mooniA. Place a star (* ) under a resource that you value forMimpl each row. Copy the table and write your answers on aseparate sheet of paper.T- TimeM- Moneyemoonmot ers-Strength on C- Capability/Skill/Talentnthsiy doinwTaskpnimpl yitluog brMSC1. Working according to the given schedule.2. Buying clothes for long term use.3. Saving a small portion of the allowance daily.4. Resting after the assigned task.5. Joining a contest in table napkin folding andbaking. D. Answer the question below. Write your answer on a separatesheet of paper.Why is it necessary to manage time, money, strength, skills, andother resources of the family?E. Classify the following income according to the three types offamily income. Copy the table and write your answers on aseparate sheet of paper. oeanoneeup novicA. monthly salaryF. trip to HongkongB. orchard (farm)G. vegetable gardenC. rice plantatione evH. rent from apartment OHSI. weekly wagesSemooniD. dividendsE. interest from depositsJ. dinner in arestaurantte IV

Given table: A. Tasks Time Money Strength Capability/skill/talent 1. Working according to the…

A. Place a star (* ) under a resource that you value for each row. Copy the table and write your answers on a separate sheet of paper. T- Time M- Money emoon S- Strength holeiy doirw C- Capability/Skill/Talent

A. Place a star (* ) under a resource that you value for each row. Copy the table and write your answers on a separate sheet of paper. T- Time M- Money emoon S- Strength holeiy doirw C- Capability/Skill/Talent

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter7: Planning And Goal Setting

Section: Chapter Questions

Problem 1ED: When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so...

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When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.
Munson Performance Auto, Inc., modifies 375 autosper year. The manager, Adam Munson, is interested in obtaininga measure of overall performance. He has asked you to providehim with a multifactor measure of last year's performanceas a benchmark for future comparison. You have assembled thefollowing data. Resource inputs were labor, I 0,000 hours; 500suspension and engine modification kits; and energy, 100,000kilowatt-hours. Average labor cost last year was $20 per hour,kits cost $ 1,000 each, and energy costs were $3 per kilowatt-hour.What do you teU Mr. Munson?
1. Define the term resources 2. Create a hypothetical business that you would like to have and describe how you will combine all four resources to create your product
Manufacturing cycle efficiency is an Example of Balanced Scorecard measure of the:a. Internal perspectiveb. Customer perspectivec. Learning and growth perspectived. Financial perspective
Elen Bright pondered how she could determine which decision had better performance. The luxury division, by meeting its financial targets, greatly added to the company’s overall financial health, and allowed TAP to report better results from the prior year. Turning by the economy division, she was satisfied with how they had positioned themselves to take advantage of anticipated growth in the economy segment, which contribute to TAP’s longterm financial performance.She sat back and thougt about her dilemma: “The more I look at the results, the more confused I become. I can’t decide which division has performed better.” Question: Diagnosis the problems in the balanced scorecard development process, that makes that gave confusing results.
name tangible and intangible resource/capability and match each against the VRIN framework, clearly justify why any of the named tangible and intangible resource/capability qualifies to be a core competency?
Q1) solve the follwing mcqs a) if we take the bird s eye view, the structures of Unilever and P&G resemble with each other. This concept refers to__________. " Isomorphism Population Ecology Resource Dependency None of the Above b) Tesla Inc. for its electric cars follows ____________ production capacity and __________ structure. Unit Level & Organic Mass & Mechanistic Continuous Process & Organic All of the above c) "A departmental manager is tactfully trying to take the union leader on his side because he is resisting the change program. The aim is not to seek a better solution from him rather, to obtain his endorsement for the change. The manager is using ____ tactic to deal with the resistance to change program." Education and communication Co-optation Coersion Develop positive LMX relationship
A.1 TRUE OR FALSE QUESTIONS1. If a company does not achieve its objective, it is effective not efficient. a. a. TRUE b. FALSE2. Two managerial functions identified by the French Industrialist, Henry Fayol in the early 1900s are planning and control.a. a. TRUE b. FALSE3. Hnri Fayol, a French man, was the first to issue a complete statement on a theory of general management?a. a. TRUE b. FALSE4. A Philosophy that sought to increase productivity and make the work easier by scientifically studying work methods and establishing standards was the brain child of Hnri Fayol.a. TRUE b. FALSE5. Elton Mayo is best associated with the Hawthorne studies which were conducted at the Hawthorn plant of Western Electric in Cicero, Illinois?a. TRUE b. FALSE6. By definition, an objective deal with achieving a measurable result with due regard to time.a. TRUEb. FALSE 7.8.9.There are two types of knowledge: implicit knowledge and tactical knowledge. a. TRUE b. FALSE“Satisficing” involves finding a solution…
Balanced scorecard (BSC) is a strategic management performance Metric that helps companies identify and improve their internal operations to help their external outcomes. It measures past performance data and provides organizations with feedback on how to make better decisions in due course.(a) What are the four key perspectives of Balanced Scorecard ? ps/I need long explanations for this homework
Climate Control, Inc., makes expedition-quality rain gearfor outdoor enthusiasts. Management prepared a forecast ofsales (in suits) for next year and now must prepare a produc-tion plan. The company has traditionally maintained a levelworkforce strategy. All nine workers are treated like familyand have been employed by the company for a number ofyears. Each employee can produce 2,000 suits per month.At present, finished goods inventory holds 24,000 suits. Thedemand forecast follows: Use the Sales and Operations Planning with SpreadsheetsSolver in OM Explorer or develop your own spreadsheetmodels to address the following questions. a. Management is willing to authorize overtime in pe-riods for which regular production and current lev-els of anticipation inventory do not satisfy demand.However, overtime must be strictly limited to no morethan 20 percent of regular-time capacity. Managementwants to avoid stockouts and backorders and is notwilling to accept a plan that calls for shortages.…
Your hospital has built a new freestanding facility that includes a 36-bed medical telemetry care unit. The patients and staff from the existing smaller units will be combine into the new unit. The current budget for each of these units is: unit a- average daily census 11.9 unit b- average daily census 22.0 unit a- acuity 1.6 unit b- acuity 1.85 unit a- workload 3.8 unit b-workload 3.6 unit a- productivity % 19.0 unit b- productivity % 16.5 the budgets of the two units will be combine with no changes. Calculate the budget for the new unit including the ADC, acuity, workload, hours per patient day (HPPD), shifts/24 hours, productivity factor and variable direct care full time equivalents.
For each of these cases, on photo prepare for building a model by reading the full case and answering the following questions. 1. Explore the mess by answering the following questions: (a) What do we know? (b) What can we assume? (c) What could the results look like? (d) What information can be brought to bear? (e) What can we ask the client? (f) Are there any similar situations or problems? 2. Formulate one or more problem statements