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- Discuss various types of HR and financial controll that managment used to meet financial and HR goals?what is meant by the acceptable range of variation in the context of the controlling function ?Discuss with example Please attempt it with less plagarism.As an HR representative, you have been assigned to a team responsible for working with managers to develop a performance appraisal system for a new international factory branch. You are specifically responsible for conducting managerial training on the goals and administration of performance appraisals. Of the following, which is NOT a detail that managers need to be aware of when conducting performance appraisals? A)Managers may need to fire workers if appraisals show a lack of improvement. B}The appraisals can help identify training topics for factory workers. C) Performance appraisals can be used to determine future company goals. D)The goals should be mutually agreed-upon by managers and affiliate workers. E)Managers should pinpoint areas in which factory staff need to improve.Job satisfaction (When you first read about this exercisebreak plan in Chapter 23, you did not have an inferencemethod that would work. Try again now.) A companyinstitutes an exercise break for its workers to see if it willimprove job satisfaction, as measured by a questionnairethat assesses workers’ satisfaction. Scores for 10 randomlyselected workers before and after the implementation ofthe exercise program are shown in the table.a) Identify the procedure you would use to assess theeffectiveness of the exercise program, and check to seeif the conditions allow the use of that procedure.b) Test an appropriate hypothesis and state yourconclusion.c) If your conclusion turns out to be incorrect, what kindof error did you commit? WorkerNumberJob Satisfaction IndexBefore After1 34 332 28 363 29 504 45 415 26 376 27 417 24 398 15 219 15 2010 27 37
- Carol Jones wants her business to increase sales by 50 percent over the next5 years. To do this, she must hire three more people. She wants to determinehow to evaluate these people, so she lists their job specifications anddevelops job descriptions. She also lists where these employees would workand what training they would require. What management functions is Carolperforming, and how do they apply to this scenario?Which of the following would be an advantage of using a qualitative approach to managerial decison-making? a. The linear program indetified the optimal solution for profit relating to the sales forecast b. The breakeven analysis indicated that purchasing a machine would increae profitability c. The sales staff is often aware of sutomer's future plans d. Sales people are least likely to be influenced by recent events e. Sales people are least likelyto be biased by salesSouthwest Airlines' executive chairman states, "We value our employees first." Which of the following statements best explains this statement? a) Southwest Airlines has only had to layoff 5 percent of its workforce during the Great Recession, in part due to its emphasis on employees. b) The activity of HR is important in an organization but all profit-making activities should be prioritized before employee satisfaction and employee retainment. c) Southwest Airlines exclusively focuses on attaining the profit maximization goal as a way to retain employees. d) A company's people are its life-blood. They are the face and hands of the enterprise. To that end, Southwest Airlines values its employees as its most valuable asset.
- Client Obligations and Handling Your BossRosie Alexander had recently lost her job from the dot-com bust when she decided to switchindustries and join a medium-sized consulting firm where she helped individual clientsmanage their personal portfolios. Although the firm wasn't the top in themarket, the firm had several long-term clients who gave them a good reputationamongst peers.One long-term client, Betty Fitz, emailed Rosie's boss, Conor Hall, asking a few questionsabout a recent acquisition of stock. Conor forwarded the inquiries to Rosie,asking her for help. Rosie, new to the job and not fully aware of Ms. Fitz'sfinancial background, wasn't able to answer all of Ms. Fitz's questions-theyneeded to be put to someone with more expertise. So, she wrote an email back toConor, letting him know that she needed more information before she could fullyevaluate Ms. Fitz's situation. She explicitly stated in the email to Conor thather reply was an inquiry for further information and was not…Strengths and weaknesses are: a) internal to the organization, and they include factors that would either build up or drag down the firm's pertormance /b) extemal to the organization, and it is easy to gain information about them, c) extemal to the organization, and they include factors that would affect the company's performance but are typically out of the company's control. d) internal to the organization, and it is difficult to gain information about themIn the fall of 2013, after returning to Los Angeles from New York, Beall turned her attention to the development of systems for more effective hiring and retention. She brought on a senior director of opera-tions, a regional manager for Southern California, and two full-time field supervisors. She brought in part-time consultants to serve as CFO and to provide marketing support. She also began to be more pro-active about hiring for fit—working with her senior managers to identify and carefully train a large team of technicians likely to remain with the company.Freed by her senior staff to turn away from the minutiae and focus on higher level strategy, she began exploring her options. As a first step, she started conducting extensive research about if and how CleanBeeBaby might be turned into a fran-chise operation. Beall had long believed that there might be huge upside in franchising; residential cleaning franchisor Merry Maids had 1,432 operating units globally (2014 data), for…
- Assessing the Use and Role of Nonfinancial Performance Indicators This question pertains to the use of nonfinancial performance indicators as part of a comprehensive managementaccounting and control system. You are asked to think critically about the value and challenges ofusing such data for performance-evaluation purposes. The following source should be accessed andread prior to answering the questions that appear below: Christopher D. Ittner and David F. Larker,“Coming Up Short on Non-financial Performance Measurement,” Harvard Business Review,November 2003, pp. 88–95.Required1. What are the primary benefits of incorporating nonfinancial performance indicators as part of a comprehensive management accounting and control system?2. Why do Ittner and Larker believe that many companies fail to realize the kinds of benefits listed inrequirement 1?3. In 2008, the Institute of Management Accountants (IMA) revised its definition of managementaccounting (see…Many managers are reluctant to delegate. Whichone of the following is not one of the reasonsthey are reluctant to do so?a. They want to be sure that the work gets done.b. They fear that workers will do the work welland attract the approving notice of higherlevel managers.Management is the art and science of coordinating resources, both human and material, to achieve organizational goals effectively and efficiently it encompasses various functions such as planning, organizing, leading, and controlling. Effective management involves setting clear objectives, devising strategies to achieve those objectives, organizing resources efficiently, motivating employees, and ensuring that tasks are completed according to plan, It plays a crucial role in optimizing productivity, minimizing costs, and maximizing profits for businesses. Moreover, management is not limited to businesses, it is also essential in various other fields such as healthcare, education, government, and non-profit organizations. Question: How do modern technological advancements impact the traditional methods of management, and what are the key strategies managers can employ to adapt to these changes effectively?