1. In the studies we have seen Budgeting can be used as a control mechanism in Management. In your views, how can this used a a control mechanism. you may include examples to explain your answers.

2. Budgeting can be an important tool if implemented properly. Identify several positive results when budgets are used properly. Since budgets affect people, identify several negative aspects if budgets are not implemented properly.

3. Super Chicken operates a chain of takeaway chicken shops . The company is operating in a very competitive market , and it is difficult to gain and maintain market share . Management believes it is important to monitor competitors ' actions closely , and to continue to offer new products and special promotions to create high visibility among customers . The management team has recently reviewed its mission which is : - To be a caring and environmentally responsible company , providing fresh and nutritious meals at an affordable price .  Required : Consider the four perspectives of the Kaplan and Norton 's balanced scorecard . For each perspective , develop objectives and a series of performance measures . Consider both lag and lead indicators . Make sure that your objectives and measures support the mission of Super Chicken

4. Decsribe nonfinancial performances and explain how they are similar to and different from financial performance measures.

5. list three strengths and three weakness of the balanced scorecard approach

6. The New York Times recently reported that a number of publicly- held corporations have been accused of illegally doctoring hourly employees' time records. Examples included: . • Workers sued Family Dollar and Pep Boys, accusing managers of deleting hours from their time records. More than a dozen former Walmart employees said in interviews and depositions that managers had altered time records to shortchange employees. • The Department of Labor reached two back-pay settlements with Kinko's photocopy centers after finding that managers had erased time for 13 employees. es When interviewed, many of the managers cited pressure from upper-management and the impact of their actions on their own compensation as underlying causes for their actions. All of the companies strongly denied encouraging such illegal and unethical behavior by managers. Compensation experts interviewed agreed that the companies' incentive performance systems may have contributed to the managers' behavior. (New York Times, April 4, 2004) a. Explain how the incentive performance systems of the above- named companies could have contributed to this illegal behavior by managers. b. Discuss the ethical issues involved in the design of incentive performance systems. In designing a performance-based incentive system, what measures should companies take to avoid illegal and unethical behavior by supervisors?

7. Many businesses are moving away from the base salary concept and trying to adopt the new systems such as Rewarding Employees based on performance. As such most of the time the employee performance is linked with Profitablity or sales achieved. In your opinion what are the advantages and disadvantages of rewarding employees based on performance. You can provide examples to clearly explain your thoughts.

8. Define the Myopia Problem

9. Discuss 2 solutions to the myopia problem

10. Refer attached Case Study for assistance and answers. (Refer attachment Q10a, Q10b)-

Required: a) Evaluate the current performance measurement system currently bein used a dipicted in Table 1, Suggest some improvements that can be done to Performance System to ensure the growth and succes of the company.

b) Assess whether the three problems listed by the board apply to Graviton and suggest appropriate

performance management solutions to them.

Transcribed Image Text:Commentary: • The revenue growth of the business remains strong in a difficult market. • Return on capital employed matches the industry average of about 16%. • Time to market for new designs has been maintained at 22 days by paying overtime to designers in order to meet production schedules. Recent press reports about Graviton have been mixed, with positive comments about the innovative new designs and much admiration over the growth of sales which the business has achieved. However, there has been some criticism from customers of the durability of Graviton's clothes and from institutional investors that the dividend growth is not strong. The CEO believes that there are major gaps in the current list of key metrics used by Graviton. She wants an evaluation of the current system and suggestions for improvements. However, she has warned you that the board wants a reasoned argument for each measure to be included in the list in order to avoid overloading each level of management with too much data. Although rapidly growing, Graviton has had some problems in the last few years which have appeared on recent internal audit reports. It was found that a senior manager at factory site 1 has been delaying invoicing for completed orders in order to ensure that profit targets are met in both the current and the next accounting period. At factory site 2, there has been excellent return on a low capital employed figure although there is a significant adverse variance in the equipment repairs account. The board is dominated by long-serving executives who are sceptical of change, given Graviton's growth over the past three years. At a recent board meeting, they have shared the CEO's concern about data overload and also have pointed out a variety of problems with the use of performance measures. They presented the CEO with a list of three common problems (myopia, gaming, ossification) and argued that the current good performance of the business did not justify changing the performance measurement system. The CEO needs to know if these problems apply to Graviton and if they do, then what can be done to manage them.
Transcribed Image Text:Graviton Clothing (Graviton) is a listed manufacturer of clothing with a strong reputation for producing desirable, fashionable products which can attract high selling prices. The company's objective is to maximise shareholder wealth. Graviton's products are sold through its own chain of stores. Graviton's markets demand designs which are in tune with current fashion trends which can alter every few weeks. Therefore, the business's stated aim is to focus production on these changing market trends by maintaining flexibility to adapt to that market demand through close control of all stages of the supply chain (design, manufacture and distribution). The Chief Executive Officer (CEO) is unhappy with the current performance measurement system at Graviton. The system was created about five years ago by the finance director who has subsequently retired. The aim of the system was to provide the company with a list of measures which would cover performance at the strategic, tactical and operational levels of management. An example of the most recent performance report is given in Table 1. Table 1 Graviton Performance Dashboard Report for the year to Sep 2013 Financial Revenue ($m) Operating Profit ($m) ROCE Design Design awards won Manufacture Average time to market (days) Distribution Deliveries on time 2013 1,723 320 15.8% 3 22-2 2012 1,570 314 15.9% 2 22-3 87.0% 86-8% 2011 1,413 308 15.9% 3 22.1 87-3% Change 2013/2012 9-7% 1.9% 50-0% -0.4% 0.2%

Question

1. In the studies we have seen Budgeting can be used as a control mechanism in Management. In your views, how can this used a a control mechanism. you may include examples to explain your answers.

2. Budgeting can be an important tool if implemented properly. Identify several positive results when budgets are used properly. Since budgets affect people, identify several negative aspects if budgets are not implemented properly.

3. Super Chicken operates a chain of takeaway chicken shops . The company is operating in a very competitive market , and it is difficult to gain and maintain market share . Management believes it is important to monitor competitors ' actions closely , and to continue to offer new products and special promotions to create high visibility among customers . The management team has recently reviewed its mission which is : - To be a caring and environmentally responsible company , providing fresh and nutritious meals at an affordable price .  Required : Consider the four perspectives of the Kaplan and Norton 's balanced scorecard . For each perspective , develop objectives and a series of performance measures . Consider both lag and lead indicators . Make sure that your objectives and measures support the mission of Super Chicken

4. Decsribe nonfinancial performances and explain how they are similar to and different from financial performance measures.

5. list three strengths and three weakness of the balanced scorecard approach

6. The New York Times recently reported that a number of publicly- held corporations have been accused of illegally doctoring hourly employees' time records. Examples included: . • Workers sued Family Dollar and Pep Boys, accusing managers of deleting hours from their time records. More than a dozen former Walmart employees said in interviews and depositions that managers had altered time records to shortchange employees. • The Department of Labor reached two back-pay settlements with Kinko's photocopy centers after finding that managers had erased time for 13 employees. es When interviewed, many of the managers cited pressure from upper-management and the impact of their actions on their own compensation as underlying causes for their actions. All of the companies strongly denied encouraging such illegal and unethical behavior by managers. Compensation experts interviewed agreed that the companies' incentive performance systems may have contributed to the managers' behavior. (New York Times, April 4, 2004) a. Explain how the incentive performance systems of the above- named companies could have contributed to this illegal behavior by managers. b. Discuss the ethical issues involved in the design of incentive performance systems. In designing a performance-based incentive system, what measures should companies take to avoid illegal and unethical behavior by supervisors?

7. Many businesses are moving away from the base salary concept and trying to adopt the new systems such as Rewarding Employees based on performance. As such most of the time the employee performance is linked with Profitablity or sales achieved. In your opinion what are the advantages and disadvantages of rewarding employees based on performance. You can provide examples to clearly explain your thoughts.

8. Define the Myopia Problem

9. Discuss 2 solutions to the myopia problem

10. Refer attached Case Study for assistance and answers. (Refer attachment Q10a, Q10b)-

Required: a) Evaluate the current performance measurement system currently bein used a dipicted in Table 1, Suggest some improvements that can be done to Performance System to ensure the growth and succes of the company.

b) Assess whether the three problems listed by the board apply to Graviton and suggest appropriate

performance management solutions to them.

Commentary:
• The revenue growth of the business remains strong in a difficult market.
• Return on capital employed matches the industry average of about 16%.
• Time to market for new designs has been maintained at 22 days by paying overtime to
designers in order to meet production schedules.
Recent press reports about Graviton have been mixed, with positive comments about the
innovative new designs and much admiration over the growth of sales which the business has
achieved. However, there has been some criticism from customers of the durability of Graviton's
clothes and from institutional investors that the dividend growth is not strong.
The CEO believes that there are major gaps in the current list of key metrics used by Graviton.
She wants an evaluation of the current system and suggestions for improvements. However, she
has warned you that the board wants a reasoned argument for each measure to be included in the
list in order to avoid overloading each level of management with too much data.
Although rapidly growing, Graviton has had some problems in the last few years which have
appeared on recent internal audit reports. It was found that a senior manager at factory site 1 has
been delaying invoicing for completed orders in order to ensure that profit targets are met in both
the current and the next accounting period. At factory site 2, there has been excellent return on a
low capital employed figure although there is a significant adverse variance in the equipment
repairs account.
The board is dominated by long-serving executives who are sceptical of change, given
Graviton's growth over the past three years. At a recent board meeting, they have shared the
CEO's concern about data overload and also have pointed out a variety of problems with the use
of performance measures. They presented the CEO with a list of three common problems
(myopia, gaming, ossification) and argued that the current good performance of the business did
not justify changing the performance measurement system. The CEO needs to know if these
problems apply to Graviton and if they do, then what can be done to manage them.

Graviton Clothing (Graviton) is a listed manufacturer of clothing with a strong reputation for
producing desirable, fashionable products which can attract high selling prices. The company's
objective is to maximise shareholder wealth. Graviton's products are sold through its own chain
of stores. Graviton's markets demand designs which are in tune with current fashion trends
which can alter every few weeks. Therefore, the business's stated aim is to focus production on
these changing market trends by maintaining flexibility to adapt to that market demand through
close control of all stages of the supply chain (design, manufacture and distribution).
The Chief Executive Officer (CEO) is unhappy with the current performance measurement
system at Graviton. The system was created about five years ago by the finance director who has
subsequently retired. The aim of the system was to provide the company with a list of measures
which would cover performance at the strategic, tactical and operational levels of management.
An example of the most recent performance report is given in Table 1.
Table 1
Graviton Performance Dashboard
Report for the year to Sep 2013
Financial
Revenue ($m)
Operating Profit ($m)
ROCE
Design
Design awards won
Manufacture
Average time to market (days)
Distribution
Deliveries on time
2013
1,723
320
15.8%
3
22-2
2012
1,570
314
15.9%
2
22-3
87.0% 86-8%
2011
1,413
308
15.9%
3
22.1
87-3%
Change
2013/2012
9-7%
1.9%
50-0%
-0.4%
0.2%

Accepted Answer

Budget is defined as statement for a specific period of time which includes revenues, expenses,…