Spencer, Jeff’s manager, needs to talk to Jeff about his poor performance over the previous quarter. Jeff enters the room and sits across the desk from Spencer.
Jeff:Spencer, you wanted to talk to me?
Spencer:Yes,Jeff, thanks for coming by. I wanted to talk about your performance last quarter.
(Spencer’s phone rings and he answers it. Five minutes later Jeff is still waiting for Spencer. Jeff finally gets frustrated and Spencer notices Jeff looks at his watch several times.)Sorry for the interruption Jeff, I know it is frustrating to be kept waiting.
Jeff:I am very busy. Can we get on with this?
Spencer: Yes, absolutely. As you know you had some problems meeting all of your goals last quarter.
Jeff:Now wait a second. I met the most important goal.
Spencer: Yes, you did, but you missed the other four.
Jeff:Just by a little, and it wasn’t my fault.
Spencer:Jeff, you need to accept responsibility for your own performance and not push blame onto others. You need to meet your goals this coming quarter or I will have to take more serious action.
Jeff:One bad quarter, and you threaten to fire me? I can’t believe this!
Spencer:Just meet all of your goals, and I won’t have to take that action.
Then answer the following questions:
1)Identify and evaluate the actions that the individual could have taken to handle the issue of defensiveness, as presented in the case study.
2)As managers and leaders, we understand the importance of a good coaching relationship, the central role of the employee as the source and director of change, understand employees as unique and whole, and realizing that the coach is the facilitator of the employee’s growth. Yet barriers are present. Moving beyond the obvious, how does a coaching relationship affect cultural transvergence?
Also,
1)The answer must raise appropriate critical questions.
2)Do include all your references, as per the Harvard Referencing System,
3)Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached or sent by email.
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SAMPLE ANSWER
Dealing with employee defensiveness
Managers as well as business leaders in general encounter myriads of unusual behaviors from employees which they ought to handle carefully. Such behaviors include defensiveness which is demonstrated in the case involving Jeff and Spencer, his manager. Lloyd (2010) acknowledges that; it is crucial that managers understand the common causes of such behavior for them to be able to handle them when they arise. In the case of Jeff, Spenser should be able to understand the cause of the defensive behavior demonstrated by this employee. Besides this, it is evident that, even the behavior of the leaders can fuel the defensiveness or the other behaviors associated with employees with defensiveness tendencies. For instance, Spencer, the manager, takes long in taking the call while he keeps Jeff waiting. This is not acceptable as he keeps the employee tensed on what could be the cause of the need to talk.
The manager should have created good environment for talk without interruptions, for instance by putting the phone on silent mode or by keeping the calls on hold. In case the call was very important, he could have considered requesting the caller to wait for some moment so that he attends to Jeff first. Gan & Chong (2015) suggests that; the manager should aim at creating a better environment for the talk such as extended salutations and invoking the employee to know more about them before indulging into the issue at hand. This view emanates from the view that; Jeff’s defensive behavior has been fueled by the kind of behavior demonstrated by the manager which denotes little regard for the employee.
For individuals to be able to handle employees with defensiveness, it is crucial that they understand the root causes of the defensiveness. When this is understood, it becomes easy to incorporate in coaching such that defensiveness is reduced or prevented. This view is based on the understanding that, employees do not develop defensive behavior the moment they encounter confrontation or when they are faced with the issue at hand. The defensiveness is a deep rooted behavior which only manifests when the circumstance arises. It is therefore easy to tame the behavior when it is earlier noticed and measures of controlling it taken. To detect the behavior, individuals have to interact well with the targeted people. Nowack (2014) discloses that; when the weak areas of the persons that are likely to develop defensiveness are identified, the individual embarks on coaching that aims at preventing such behavior. For instance, defensiveness is associated with people who have little self esteem or a negative one. When such is detected, the individual embarks on efforts of ensuring that the person improves in their self esteem level. When the level of their self esteem improves, or when the person achieves positive self esteem, it becomes possible for them to live a life that is not full of defensiveness.
It is understood that; such achievements cannot be reached in a short while. It is therefore crucial that individuals cultivate a culture of interacting with the employees so as to mentor then in ways that are able to prevent defensiveness as the one demonstrated by Jeff. In the event that an employee has already demonstrated defensiveness, like in the case of Jeff, it is crucial that the individual involve show understanding despite the fact that they are supposed to exercise authority of the employee, thus they should not take offence for the defensiveness, rather they should deal with the issue at hand and focus on how to help the person to improve in their behavior especially when confronted with an issue.
In the couching relationship, it is crucial that individuals understand the essence of cultural transvergence. This aspect denotes the situation whereby, the individuals are able to understand their own culture, that of the firm and the culture of other people related to the organization in one way or the other, for instance, understanding the culture of the fellow employees as well as the clients. Burris (2012) notes that; the bottom line is not just about understanding, rather, here should e an aspect of being able to integrate the different cultures in the firm such that everyone feels appreciated despite their different culture. This view emanates from the realization that; difference in culture is a positive element in business which should help in improving performance if it is articulated in a viable manner.
On the other hand, if the aspect is not deliberated on well and in the right manner, there lies a potential of destroying the operations of the business. According to Kim & Kuo (2015) it is crucial that the coaches understand the aspects of cultural transvergence, and inculcate it in the coaching relationship such that businesses are able to achieve maximum performance. This is because; if the coaches do not articulate the aspects of cultural transvergence well in coaching relationship, there ought to be little or no progress in the productivity of the organization. When the issues of cultural transvergence are articulated in coaching, there is bound to be fewer issues especially of unhealthy behaviors such as defensiveness.
Dwivedi, Kaushik & Luxmi (2014) maintain that; in the wake of globalization, there is increased need of coaches to understand the perspectives of coaching in line with cultural transvergence. This view emanates from the understanding that; globalization has come with increased diversified cultures in the workplace. In as much as this is a potential factor of increased profitability, if there is no articulation of understanding and taking of the right measure in coaching relations, there is bound to be downfalls associated with poor incorporation of different cultures. The coaches therefore have to portray understanding of different factors in their coaching relationships in regard to cultural transvergence. Hough (2011) asserts that; in the articulation of the coaching relationship, the coach must understand that the employee is the root of change in the organizations. There should therefore, be provision of room for the employee to give their views on intended changes. This way, there will be little resistance in the implementation of changes in which the employees have feelings of ownership.
In the coaching relationship, the coaches must cultivate a tendency of taking the employees as individuals and not generalizing them. The coach ought to understand that the employees are individuals who have unique qualities as well as needs. On this note, it is crucial that the coach aims at maximizing on the strong sides of the employee and helps them to improve on their weak areas. This is done, not in a general manner but in an individualized manner such that every employee is taken care of. This is achievable only with realization that the coach is the facilitator of the employee’s growth and therefore, endeavors to help the employees tackle the barriers which they encounter.
References
BURRIS, ER 2012, ‘THE RISKS AND REWARDS OF SPEAKING UP: MANAGERIAL RESPONSES TO EMPLOYEE VOICE’, Academy Of Management Journal, 55, 4, pp. 851-875, Business Source Complete, EBSCOhost, viewed 29 June 2015.
Dwivedi, S., Kaushik, S., & Luxmi. (2014). Impact of Organizational Culture on Commitment of Employees: An Empirical Study of BPO Sector in India. Vikalpa: The Journal For Decision Makers, 39(3), 77-92.
Gan, G, & Chong, C 2015, ‘Coaching relationship in executive coaching: a Malaysian study’, Journal Of Management Development, 34, 4, pp. 476-493, Business Source Complete, EBSCOhost, viewed 30 June 2015.
Hough, K 2011, The Improvisation Edge : Secrets To Building Trust And Radical Collaboration At Work, San Francisco: Berrett-Koehler Publishers, eBook Collection (EBSCOhost), EBSCOhost, viewed 29 June 2015.
Kim, S, & Kuo, M 2015, ‘Examining the Relationships Among Coaching, Trustworthiness, and Role Behaviors: A Social Exchange Perspective’, Journal Of Applied Behavioral Science, 51, 2, pp. 152-176, Business Source Complete, EBSCOhost, viewed 30 June 2015.
Lloyd, J 2010, ‘Effective Feedback Reduces Defensiveness: Help employees succeed’, Receivables Report For America’s Health Care Financial Managers, 25, 4, pp. 8-10, Business Source Complete, EBSCOhost, viewed 29 June 2015.
NOWACK, KM 2014, ‘take the sting out of feedback’, TD: Talent Development, 68, 8, pp. 50-54, Professional Development Collection, EBSCOhost, viewed 29 June 2015.
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Please read the Research Proposal and the Annotated Outline Example in the attached files then prepare an annotated outline of the Final Project indicating the general idea of each section in the report along with a list of references studied and the concepts and techniques applied from your studies. Please follow the exact instruction in the Annotated Outline Example.
Note: Use WALMART as a company
Also,
1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,
3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached or sent by email.
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SAMPLE ANSWER
Walmart
Introduction
IV). Walmart is an American corporation that is based in New York and has over 8000 branches across the US and neighboring countries. Walmart is a retailing multinational corporation that hosts over hundred million shoppers every week and has over two million employees worldwide. The success of the company can be largely attributed to its successful implementation of performance management system that makes it possible to manage such a huge number of employees effectively (Bhave & Brutus, 2011). Performance management system has made it possible for Walmart to adopt competitive strategies that has propelled its performance to the highest standards possible. However, the company’s competitive strategy has not been aligned with its performance management systems (PMS). These means that the company’s competitive strategy is also not connected to the Human Resource core functions of staff motivation, training, development and compensation strategies. To maximize its potential, Walmart must improve its performance management strategies (Pulakos & O’Leary, 2010). The company must exploit all the opportunities that come along with organized and effective performance management systems (PMS).
I). Walmart needs to create an inter-link between the various components of performance management with employee goals together with the organizations strategies. The application of PMS depends on the purpose and objective of the company strategies. Performance management systems that have been designed to enhance decision making purposes and also for relative employee development utilizes the information retrieved from the PMS feedback systems as a basis for promotions, pay increases, transfers, reduction or even terminations on inefficiency grounds. While if the PMS is purely meant for employee training, mentoring and skill development activities then the appraisal information will be utilized only for that purpose. The role of the human resource department in creation of value cannot be ignored and the only way to gain competitive advantage is by linking its core functions to compensation and development of employees. The resource-based view provides adequate theoretical foundation that links human resource management together with performance. Resource-based view (RBV) contributes massively to the development of human and social capital in an organization (Guest, 2011). Walmart may achieve a higher competitive advantage if it incorporates the RBV in its systems as its employee compensation package form a large part of its total revenue expenditure. The major advantage of incorporating RBV models in performance management is that they include most of the factors that are generally associated with success like leadership, technical and interpersonal skills. Competency levels besides communicating the important issues in an organization, they also provide the basis for developing human resource systems by integrating performance management functions with the key HR functions like staffing, promotion, training and succession planning.
III). The efficiency of performance management systems can be evaluated by its effectiveness especially in communicating the competency levels required from different departments and the employee behaviors in those departments. The other measure is the application of Line of Sight (LOF) (Buller & McEvoy, 2012).
Walmart can apply competency models as a way of measuring performance management. Competency models practically articulate the skills, knowledge, characteristics and other abilities that are instrumental in assisting the organization in its effort to achieve its goals. Job analysis techniques can also be applied in performance measurement. Job observations, surveys and interviews can be applied in identifying the key competencies that may define the measurement units which are associated with critical work behaviors or tasks in organizations (Broadbent & Laughlin, 2009, pg. 285).
II). The mission, vision and values of the organization should be aligned with the company’s strategy. The performance management system should also be modeled along the same principles that reflect the object and mission of the organization (Ferreira & Otley, 2009). The decision to go global may affect a company’s performance management strategies especially if the organization is unprepared. The challenges and the competitive nature of international business require a high level of organization and competent performance management systems.
Performance management has always been treated with suspicion and fear among the managers and the employees alike. To employees, performance management brings into the organization a yardstick that can be used to judge or rate the performance of employees. Hence it creates a frightening experience for some employees who are lazy and incompetent. Managers regard performance management as a tool that can destroy the trust that the employees have placed in them and the processes may damage their existing relationship (Jirjahn & Poutsma, 2013).
The relationship or link that performance management has with strategic planning is the link between the PMS and the company’s strategic plan than synchronizes the needs of individual employees and the company’s goals and objectives (Pulakos, 2010). Performance appraisals form the basis of employee training and compensation. These processes are implemented through training competencies known as raters. But according to Kaplan and Norton (2004) the last and the most important high-level strategy is the daily schedule of operations that occur after linking individual employee reward programs to the BSC. Walmart would be able to motivate and also monitor the progress and performance of its entire workforce. Performance Related Pay (PRP) works effectively where system evaluations provide valuable feedback to the HR department for revaluation and implementation (Kumari & Malhotra, 2012).
V). Finally, the major processes are fivefold; performance planning, feedback evaluation, employee input, performance evaluation and performance review (Pulakos, 2010). These processes are intertwined with each other such that the feedback process can only be relevant if all the input from the employees are evaluated and reviewed hence the results are channeled for feedback evaluation where critical decisions like employee appraisals and recommendations take place. Other determinants like the ratings also apply in the process hence making it effective and successful. These processes can be summarized into just three processes i.e. Objective setting for the performance management, task performance and development and performance review.
Financial or extrinsic rewards in performance management relate to merit and which depends on performance when it’s linked to employee compensation. In PM the decisions on reward allocation depends on the appraisals from the feedback system. Non-financial or intrinsic reward systems includes other forms of rewards that may include development through training, recognition, career guidance and improved quality of working life. Application of non-financial rewards to performance management is challenging as employees have to be consulted on what they value unlike when dealing with financial rewards consultation is not necessary (Tolan, 2011). Performance measurement is a tool that is utilized in performance management to evaluate the performance of individual employees when conducting appraisal for employee recommendations. Performance measurement techniques are critical to the success of the performance management process as they determine the nature of feedback that the system generates. Processes like BSC are applied to ensure that the PM system is effective and successful.
References
Bhave, D.P., & Brutus, S., 2011, A macro perspective to micro issues, Industrial and organizational psychology, 4(2): 165-168
Broadbent, J. & Laughlin, R., 2009, Performance Management Systems: A conceptual Model, Management Accounting Research, 20, 283 – 295.
Buller, P.F. & McEvoy, M.G., 2012, Strategy, Human Resource Management and Performance: Sharpening Line of Sight, Human Resource Management Review 22 (2012) 43-56
Ferreira, A. & Otley, D., 2009, The Design and Use of Performance management Systems: An Extended Framework for Analysis, Management Accounting Research. 20, 263 – 282.
Guest, D.E. (2011) Human Resource Management and Performance: Still Searching for answers, Human Resource Management Journal, 21(1) 3-13.
Jirjahn, U, & Poutsma, E., 2013, ‘The Use of Performance Appraisal Systems: Evidence from Dutch Establishment Data’, Industrial Relations, 52, 4, pp. 801-828, Business Source Complete, EBSCO host, viewed 26 June 2015.
Kaplan, R.S. & Norton, D.P., 2004, The strategy Map: A Guide to Aligning Intangible Assets, Strategies and Leadership, Vol. 32, No. 5, pp. 10 – 17.
Kumari, N, & Malhotra, R., 2012, ‘Effective Performance Management System For Enhancing Growth’, Global Management Journal, 4, 1/2, pp. 77-85, Business Source Complete, EBSCO host, viewed 26 June 2015.
Pulakos, E.D., 2010, Performance management: A roadmap for developing, implementing and evaluating performance management systems, Society for Human Resource Management.
Tolan, M., 2011, ‘Developing Performance Appraisal Systems for Academicians’, Proceedings Of The Northeast Business & Economics Association, pp. 474-477, Business Source Complete, EBSCO host, viewed 26 June 2015.
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Review Case Study “Not All Teams Are Created Equal”.
Then answer the following questions:
1)In order to make the system described more effective, identify possible revisions and/or additions to each component of the PM process.
2)Keep in mind that revisions and/or additions are meant to solve a problem that needs to be identified.
3)The literature is split on the issue of team performance measures. On one hand, it argues performance should be focused on team members such as the use of personal development planning and how to be a good team member; yet that seems an individual focus.
4)On the other hand, a team is the unit of analysis and the team’s performance should be measured. Consider that In this case, what would be the assessment of team process versus task?
5)What should receive importance in the performance management system?
Also,
1) The answer must raise appropriate critical questions.
2)Do include all your references, as per the Harvard Referencing System,
3)Please don’t use Wikipedia web site.
4)I need examples from peer reviewed articles or researches.
5)Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached or sent by email.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
PM.DISC.W6
In order to increase the efficiency of the performance management system, Public Service Works, there are various possible revisions and additions that the Company could undertake to each component of the PM system.
Training
A number of studies related to performance management have established that training the users of a performance management system plays a significant role in enhancing its success. Tan and Lau (2012, p. 59) note that employees should be aware of what is expected of them during the appraisal exercise and what they should work towards to ensure that they achieve the desirable outcome. Raters on the other hand require training to ensure that they are familiar with what is expected of their subordinates. This will help them in rating them fairly while guiding them towards achieving the set objectives during the year (Smither and London, 2009, p. 54).
Promote collaboration
Any organization that seeks to promote profitability will foster collaboration between employees and the management. In essence, there is need to have open lines of communication to ensure that two-way communication is encouraged. Melnik, Petrella and Richez-Battesti (2013, p. 1304) notes that performance management is more likely to prosper if there is freedom of discussion and expression within the organization that when employees are unable to communicate openly with their seniors. This is because issues affecting performance can be addressed effectively before they escalate; thus leading to effective performance overall.
Employee feedback
Integrating employee feedback into the performance management system is one of the most effective criteria of establishing whether the plan is effective or not. The performance management system should give employees a chance to give their input on the system and also provide a framework through which the issues raised can be responded to by managers.
In addition, the system should allow for regular feedback to ensure that the positive and negative aspects of the system can be identified and corrected to reduce negative impact (Smither and London, 2009, p. 59). Feedback, which may be formal or informal could also take on a 360o feedback approach where comments from customers, peers and supervisors can be included.
A majority of literature suggests the use of performance measures for teams in order to promote achievement of organizational objectives. It is however, notable that the performance measures taken often include individual personal development training on how to become an effective team leader; yet these appear like measures aimed at improving individual performance. Given this information, the observable question would be, “if the team is considered a unit, how can performance be measured based on the team performance? Gottlieb (2003, p. 16) notes that a team consists of individuals and that their collective actions are what leads to team results. Developing individuals within the group therefore directly links to better team performance because it means that the team members are likely to bring in the desired knowledge and skills. Fostering team work and encouraging team members to work together is however encouraged; with emphasis that each individual has a role and contribution to the group’s success (Smither and London, 2009, p. 169)
In measuring performance of the team as a unit of analysis, the management should effectively differentiate team process and task. In assessment of the team process, the most imperative questions to ask include:
how is the work divided among the team members? What is the process of decision making?
What is the procedure for information sharing?
How is the emotional climate following member interactions?
Are there conflict resolution mechanisms?
And how is the group’s leadership executed or expressed?
(Hulse-Killacky, Jim and Jeremiah, 2001, p. 109-114). Once the team process is considered to be working, the team task can then be assessed by answering the following questions. Is there goal clarity – what is expected, why it is expected and what will be done to achieve it?
What do the team members need to know and how will they get the information?
Are tasks clear for team members?
What is the plan for implementation?
Is the group able to achieve the set objectives?
What is the process of review and evaluation of the outcomes?
What are some of the challenges being faced and how can they be resolved? (Gottlieb, 2003, p. 56-63).
What then should be given priority in the performance management system? Melnik, E, Petrella, F, & Richez-Battesti (2013, p. 1311) note that the satisfaction of users of the performance management system is among the most important consideration for any successful performance management system. It is imperative that the ratees are well informed of what the company expects from them and that the set objectives are reasonable in accordance with their qualifications.
The raters and ratees must also be well trained on how their personal objectives are aligned with the organizational objectives and how the performance measurement system should guide their work. Raters on the other hand require training to ensure that they understand what to expect from the ratees and how to go about the performance measurement procedures to ensure that they do not affect the morale of the employees. Training also ensures that the managers, who are also the raters, are in a position to guide employees in achieving set goals throughout the year.
References
Gottlieb, M 2003, Managing Group Process, Praeger Publishers, Goleta, CA.
Hulse-Killacky, D, Jim K and Jeremiah D, 2001, Making Task Groups Work in Your World, Merrill Corporation, London.
Communication in a multi-generational workforce: draft small-scale qualitative project write-up
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Small-Scale Qualitative Project Write-Up
For this Discussion Question, please be sure to visit the Application area before completing this Discussion.
Throughout this course, you completed various components of your Small-Scale Qualitative Project. The primary purpose of this assignment is to provide you with firsthand experience for conducting qualitative research.
• For this Discussion, you will attach your initial draft small-scale qualitative project write-up by Day 4 and final draft by Day 7 draft, be sure to also post a 5-sentence narrative abstract of your interview.
SAMPLE ANSWER
Communication in a multi-generational workforce: draft small-scale qualitative project write-up
Background: Of late, there has been an increase in the number of multigenerational workforce and this has complicated communication in the place of work. The current American multi-generational workforce compasses employees from four dissimilar generations/eras, with each having their own particular perspectives and needs, as well as styles of communication. One of the main difficulties experienced by multi-generational workforce is communication among the diverse age groups (Brown, 2012).
Problem statement: in many workplaces nowadays, people of diverse generations are working side by side. This multi-generational workforce comprises individuals in the following generation groups: Generation Y aged 25 years and under, Generation X aged twenty-five to forty five years, Baby boomer generation aged forty-five years to sixty-five years, and lastly the Traditionalist or Silent generation who are aged above 65 years (Cekada, 2012). Dissimilar communication styles is what really represents the main difference between the younger generations – Generations X and Y – and the older generations, Silent and Baby Boomers, in the place of work. Members of the younger generations have been in the workforce for a relatively short period of time and are less experienced in comparison to their older baby boomer and silent generation workmates (Brown, 2012). It is of note that members of the younger generations are inclined to using a form of communication that involves abbreviations, informal language as well as colloquialisms that need to be seriously broken down for better understanding. On the other hand, older generations’ workers are accustomed to communicating using appropriate formal language and this happens with high formality that has to be followed to the latter. In essence, the past homogenous human capital administration may not work successfully for the current working environment that consists of individuals from diverse ages (Rajput et al., 2013).
Purpose statement: thanks to increased multigenerational workforce, the general problem is that each generation has a unique and preferred communication/motivational style that challenge the leaders and the supervisors of multigenerational workforce. The main focus of this qualitative research study is to find out how communication can be a challenge within the multigenerational workforce and what needs to be done to improve the situation. The focus of this qualitative multi-case study is to explore strategies that managers use to communicate with a multigenerational workforce and eliminate any obstacles that impede effective communication with a multigenerational workforce. A survey methodology that employs the use of case study can best be used to answer the research questions related to communication in a multigenerational workforce.
Research questions: effective communication styles that can be used by company leaders and supervisors when communicating with a multigenerational workforce has not been fully established. The ability of the people in the multigenerational workforce to enhance their communication is very important as it will enhance proper relationships and improve the productivity of employees in the workforce (Jora & Khan, 2014). The research questions which this research seeks to answer are as follows:
How is effective and proper communication a challenge amongst a multi-generational workforce?
What strategies and communication styles can managers make use of to ensure effective communication with a multi-generational work force?
Theoretical framework: the theory that is applicable to this research study is certainly the social constructionist theory. This theory considers communication as a perfect transaction of message that comes from the sender to the receiver as a product of information sharing and creation of social meaning. The social constructionist theory essentially claims that how somebody says something will determine the meaning of the message by assuming that the ideas are constructed though the social process.
Significance of study: the data for this study would be gathered from three human resource managers within New York City. The data and the result from this study might significantly contribute to the social change by increasing communication and the overall productivity within the multigenerational workforce environment. This study will basically look into how communication amongst the multigenerational workforce could actually be a major challenge in an organization and what could possibly be done in order to address this crucial issue. In addition, this study is significant since the results would help organizations in addressing the issue of poor communication amongst staff members from different generations, which a problem that becoming increasingly common in more and more business organizations. Improved communication with staff members of diverse generations will certainly result in increased satisfaction with job and reduce the rates of employee turnover (Jora & Khan, 2014).
Members of staff usually feel empowered if they appreciate their multigenerational differences in the context of communication between them. Hiriyapa (2009) reported that the effectiveness of communication flow is of major importance to staffs given that employees often feel secure whenever they are able to receive truthful, understandable and clear information from their leaders as well as their co-workers. All in all, enhanced communication skills would help in reducing the impediments in the multigenerational workforce and improve understanding amongst the general employees.
References
Brown, S. E. (2012). Attracting, challenging, and leading a multigenerational workforce-A perspective. Frontiers of Health Services Management, 29(1), 29-33.
Cekada, T. L. (2012). Training a multigenerational workforce. Professional Safety, 57(3), 40-44.
Hiriyappa, B. (2009). Organizational Behavior. New Age International, New Delhi.
Jora, R. B., & Khan, S. (2014). Motivating multigenerational human resource. International Journal of Organizational Behaviour & Management Perspectives, 3(4), 1276-1281.
Your task is to read the case study noted above and provide a report containing the following points;
1. Discuss the development of Lean taking into account the process, principles and philosophy of Lean
2. Using the case as background, critically analyse whether Lean is applicable in
complex and innovative areas
3. Critically reflect on the five caveats to Lean implementation and discuss whether your own organisation;
1. Understands the complexity of their systems
2. Improves processes/activities in isolation
3. Understands the concepts of flow and waste and how these are applied
Accessing the case study:
1. Open Library Search and Type in the name of the Journal ‘California Management Review (online) – open the view it box and then click on the 2nd “Off campus” link – Use your University login (see below) Full text available at: JSTOR Business Current: Available from 2008 volume: 50 issue: 2.
2. Click on JSTOR Business Current and then use Napier login details and then search for :Vol. 54, No. 4, Summer 2012 ‘Can Innovation be lean’
Report Specifications
Your report should be a maximum of 4000 words excluding title page, references, and appendices. Sticking to a strict word limit is difficult and an important skill for you to acquire, so make sure that you write in a concise and focused manner. It should be typed font size 12 and 1.5 line spacing and must be presented in portrait format, not landscape. You should not be able to complete this task in any less than 3000 words minimum. Please provide an Executive Summary and Contents Page. This report is worth 45% of your total grade for this module *
An essential feature of the report is to illustrate how theoretical constructs or models can be critically analysed and applied to organisations in practice. You are therefore advised to read widely. In fact, unless you have read and referenced at least 10 discrete references, it is unlikely that you have done sufficient reading. Beware of sources from the Internet (no Wikipedia): apart from reputable and academic references that can be downloaded through the Internet (commonly via the library catalogue); most Internet references are not considered reliable for an academic piece of work. Academic journals generally offer a better source than textbooks.
You must use the Harvard referencing system. This requires you to state the surname of the author(s) in the text of your report, followed by a comma and year of publication e.g.: “Kraljic (1983) states that….” If you use direct quotes, then the page number should follow e.g.: Kraljic (1983: 112) “The profit impact of a given supply item can be defined in terms of volume purchased, percentage of total purchase cost or impact on product quality or business growth”. Failure to reference properly constitutes a violation
SAMPLE ANSWER
EXECUTIVE SUMMARY
Lean implementation involves a collection of actions and procedures beginning from organizing the reforms, elaborating on the agenda and explaining the reform strategy. It is very important that the progress is assessed in terms of its effectiveness. The changes that are being implemented and the tools being used ought to be very realistic and yielding results. The process begins with reforming the entire system and also defining the activities before carrying out the implementation process. Lean implementation requires a well-established environment which supports all the other elements of production within a particular system.
The concept of implementing a lean process within an institution entails a collection of ideas that guide the whole process. The main aim of incorporating these tools and techniques in the process of manufacturing is to make maximum utilization of time, people, tools and production process. Similarly, the process focuseson quality of the products being produced for the clients (Bhasin & Burcher, 2012,234). Lean philosophy is a very vital concept which assists businesses become more competitive in the field of doing business around the world. In addition, lean production is a practice that incorporates the production process which involves utilization of resources for any other work besides creating value for the final consumer. Lean manufacturing is a multi-faceted management concept that includes time management, processes that enhance quality, working groups, suppliers among others (Carter, 2011,34).Despite the fact that most companies began implementing this concept, a few companies were very successful in its implementation in terms of practices that guide the manufacturing process. In the current world, even the technological aspects that are entailed in the process of lean production are changing. Those companies which have tried to incorporate some of these practices have failed to succeed in their operations.The process of implementing these principles and concepts involves several actions and activities. The process begins with reforming the entire system and also defining the activities before carrying out the implementation process. Lean implementation requires a well-established environment which supports all the other elements of production within a particular system
The concept began by Toyota Company in terms of its production processes in Japan. The main goal of launching this idea was to reduce wastage, reduce amount of work and also enhance quality using little amount of money. This was to involve making of quality management decisions which is a very important part in any business. The idea of lean management of businesses therefore originated from the Toyota Company so as to solve the specific challenges especially in times of economic problems. The concept of lean management considers expenditure as the most vital organ of any business. The concept proposes measures to ensure that resources are maximized without any wastage so as to meet the needs of the client. It can sometimes be looked at as a collection of principles. The idea has currently been embraced by various companies. The main reason for ease of adoption is its ease of replication and transferability (Holweg, 2013,56). Due to the fact that the concept reduces wastage of resources, both manufacturing and processing companies have successfully implemented it. Examples of these companies include the health, automotive and construction industries. The concept drastically reduces the cost of doing business. The Toyota Company has been able to implement the process efficiently through various amendments. Companies always strive to innovate and own any new discovery.Adoption of this concept in such kind of an environment without a thorough understanding can result into problems. Consequently, such an approach may definitely lead to huge losses. Therefore in such form of environment, the leadership has to put in mind several caveats to shield against any losses.
Lean implementation involves a collection of actions and procedures that ensures that the process of adoption is successfully implemented. In addition, the process ought to entail implementation and evaluation of the whole exercise. So as to experience a successful lean process implementation, one has to plan. Planning entails defining the reason why change is very necessary. It is very important to understand and appreciate why reforms are needed in any form of business in terms of lean reforms. This ensures that every person within an organization is well informed of the intention of the whole process. Similarly, the highest level of management has to support and also get committed to the process of reforming an organization. The moment employees see a very serious commitment from top management, they get involved in the entire process. On the other hand, the most critical areas that are targeted have to be identified. This should therefore involve coming up with a plan which spells out the processes and areas that need change. The whole process has to be sequential (Emiliani & Stec 2014,79).
Another aspect is the factors that enhance success of the implementation process. The process has to be prepared in terms of encouraging people. This should include thorough communication and also clarification of information for the people. In addition, the leadership has to remain very active. People have to be involved and consulted in order to have a smooth implementation process. Furthermore, all the methods which are involved in the process of bringing change have to be incorporated. The environment within which the implementation process is taking place has to be conducive. This has to entail a mutual understanding and creation of trust among all the subjects.
The implementation and evaluation of the lean process is very critical. It is very important that the progress is assessed in terms of its effectiveness. The changes that are being implemented and the tools being used ought to be very realistic and yielding results. For every stage of implementation, various indicators can show the performance. The implementation process of the whole idea should therefore result into reduced expenses, constant enhancement of the whole process and continuous flow of information. The levels to which the objectives are met indicate that the process is being successful. The moment all the tools are incorporated in the whole process of implementation, the indicators act as control parameters upon which improvement process is scored (Duque & Cadavid, 2007,33).
Application of lean in complex and innovative areas.
Complex and innovative areas enhance each other in terms of lean aspects. The effects of implementing lean concepts in a complex and innovative environment complement each other. In cases where one has to adopt a lean process, various aspects have to be put into consideration. Coming up with new processes or ideas in terms of discoveries is enhanced and reduced through gaining knowledge. Similarly, studying helps in solving the most complex issues or processes and their interactions. This is despite the fact that this kind of learning is unique.
Studies differentiate between various aspects of learning. One form of learning is informal where people gain experience on how to do things through constantly working on the same thing. In addition, new ways of conducting business is done through carrying out experiments. Another form of learning is through training. People invest in new technologies or even reform policies in terms of how business is conducted. In addition, the design in which products are produced is redesigned.The informal way of learning how to conduct business only happens in a very peaceful environment which is very stable with processes that are very continuous. On the other hand, the other form of learning requires investment in terms of resources.
Learning through experience has been developed mainly with learning concepts that involve reducing costs so as to increase the outcome. The moment volumes being produced are increased, the learning curve tends to go down. On the other hand, low volumes of production are associated with very sophisticates and new innovations. Both novelty and complexity processes are characterized by low volumes of production. The process of learning assumes that the whole process would be stable hence the production process would benefit from the continuous process of production (Deming,2011,99).
The process of implementing a lean aspect in terms of complexity and new innovative environment is well associated with the concept of investment. The concept of investment involves investing in technology, enhanced process and changing the way production is done so as to reduce on costs while at the same time maximizing of quality. Whereas experience intents to do away with novelty, investment in the way one does business embraces innovations and complexity. Investment in the way one does business is very disruptive. Sometimes, the process of reforming the way one does business ends up bringing negative effects in terms of performance to the organization. This is simply because, at some point, the employees can become unaware of the technologies, processes or even the tools being introduced within the organization. Thus adopting a technology that is common to employees can have direct effects to the performance of a given organization. The reforms resulting from a lean process are expected to cover up the losses incurred. However, this is sometimes not the case. This is mostly often especially when the disruptions caused by the changes and discoveries are so huge.
In cases where there is low complexity, learning through experience can discourage new discoveries. This mostly occurs after realization of the previously unknown tasks. The simplest processes gives chance for learning through experience hence creates some level of stability. The moment complexity is so high whereas novelty is so low, investment in the way business is done ensures that lean implementation is very successful. This is due to the fact that disruptions in this case are very minimal hence creates some level of stability. However, the moment both novelty and complexity are too high, learning cannot be enhanced through experience. Investment creates too much interference in this case due novelty and complexity. The moment stability is not consistent, implementation of lean concept is not possible (Anchanga,2011,32).
Five caveats to Lean implementation
Implementing lean when disruption is very minimal
The rate at which cost is reduced when lean is implemented will vary based on the time at which implementation process is carried out. This is even sometimes extended to the point where this the benefits sometimes become expenses. The main reason is that the process of realizing and implementing lean in itself is a cost. Lean is an expense due to the disruption that is cause. The process enhances and promotes innovations but at the same time enhances and introduces other disruptive aspects to the organization. Perhaps, the time at which the process of implementation of the whole concept of lean is very critical in whatever environment. However, when the process of implementing the lean concept occurs in an environment that is new and very complex, the time of implementation is very essential. This is due to the fact that recovery from such a state is very challenging in such an environment. As such, implementation concept has to be planned very carefully so as to address all factors that can hinder its success.
The most appropriate time of implementation has to be at the product design. This should be immediately after a product has stabilized in terms of its processes. The process of implementation should not occur the moment the product design process is still happening. The interaction between the new process and the existing process result into disruption. The implementation activity becomes more dynamic and complex hence increases production costs. The moment the process of production in terms of interaction become unstable, any attempt to make them lean is very costly hence very expensive.
Despite the fact lean main objective is stability, the time upon which the whole process is implemented is very critical. The process does not enhance an existing process. Sometimes a new concept does not automatically lead to efficiency and cost reduction. However, the improved and new process sometimes prevents the realization of the expected cost reduction in the organization. The lean process therefore directly contributes to the instability in an organization due to wrong timing of its implementation process. It is therefore very important to optimize any concept before its implementation to avoid any backlash in the process of implementation. The right activity for the whole concept has to be determined before implementation so as to offer the appropriate solution. The moment lean concepts are implemented at the wrong stage; the whole activity becomes too expensive (Fujimoto, 2012, 456).
Analyzing a system before implementation of the concept
In a complex scenario, a very small change in one sector could result into a very large change in the whole system. Sometimes changes might result into instability of the entire system. The number of products being produced and the people involved, interaction between various tools and techniques are very critical to any institution. Due to this fact, even slight changes might result to poor functioning of the entire system.
A sophisticates and complex idea might enhance the complexity of the whole process within an organization. Complexity has a lot of consequences to the operations of an institution. First, complexity leads to high cost of doing business. These are costs incurred to carry out a complicated exercise unlike the well-defined process. The complexity can also increase uncertainty and unpredictability of doing business. The moment activities appreciate in terms of complexity and operations, and also as they increase complexity in terms of interaction, employees are not sure about the outcome from the whole process. Moreover, the moment processes are very difficult to be predicted due to their complications, it becomes obvious that some process will be neglected (Deming, 2011, 89).
No activity should be improved in Isolation
Most managers assume the fact that implementation process can be performed in isolation. Inputs involved in the process of implementation are sometimes assumed. However, it is important to note that what works at the activity level does not necessarily work at the process stage. The level of measurement is very important at every stage during implementation. Sometimes, lean is not very essential throughout the whole process. The process of investment in the entire process is very essential. It is important to invest in areas like technologyand production processes. Every stage in the process of implementation is of great importance. This is simply because each stage depends on the other in terms of functioning. Through enhanced procedures and interaction of the same processes, an institution is assured of reduced costs and efficiency (Duque & Cadavid, 2014, 45). Thus the benefits of the whole process of implementing lean depend on the level of interaction of each and every aspect within the entire system. Furthermore, working and changing the low level process within an institution does not automatically bring change within an institution. Unless the low level processes are almost collapsing or rather are affecting the entire production process. Improving such processes in terms of their efficiency may result to an improved process (Cua,McKone,& Schroeder,2011,66).
Redefining value and waste.
In the concept of novelty and complexity, value and waste have to be redefined differently. In such circumstances of novelty, it is challenging and very difficult to define waste. In many instances, waste is related to the interaction of various processes and not only the activities. Both novelty and complexity enhance waste and value. It is very dangerous to label some activities as wastes while others are labeled as of great value. Doing so would result to a total mess in an organization.
The essence of lean is to reduce on the wastes. However, sometimes it is difficult to establish what is not needed within an institution. Continued interaction in terms of the complex processes brings change in a certain area which in turn affects a larger process. To assume that some processes are wasteful in a complex and novel system it would mean a disaster. This is simply because complex and novel processes contain various stages with a lot of backups. Doing away with some of these processes would mean enhancing the ability of that process to interfere with other processes due to their interdependence (Hino,2010,102).
Interaction on its own does not clearly explain value or waste in the entire process of production. Doing away with some process does not guarantee reduced costs within an institution. The moment lean implementation incorporates the concept of agile production the value of production could be enhanced. The system of production ought to be designed so as to enhance accountability in terms of markets and clients. These two activities accompany each other when it comes to lean implementation. The most outstanding aspect of agile is that it entails inclusion rather than removal and also provides the capacity to enable accountability. In the case of complexity and novelty, there are high chances of confusion hence agility is very necessary. Any activity added within a system that is able to sort out problems before they cause any damage is very important. This process enhances production process despite their definition as valueless by the implementation process. It is therefore very important to measure the value of any activity as an individual rather than as a sum total of the entire process. This is simply because individual performance matters most to the whole process in any given system (Hopp & Spearman, 2014,345).
Lean should not be pushed to the Point of Negative Returns
The process of Lean implementation is an investment. The implementation process is therefore expected to yield good results in terms of reducing the cost of doing business. However, the moment one relies more on lean practices might end up incurring more costs than benefits. Some of the processes that appear to be of great impact might end up being wasteful. One should never believe that implementing a lean concept is a simple process. This is simply because it took Toyota several years to implement the entire program. Implementing lean without good reasons might lead to chaos within an organization. Top management should therefore always ask questions as to why the process of implementation is being performed (Anchanga,2011,321).
Conclusion
The five caveats discussed in the article are relevant to any form of organization. Lean implementation can therefore be looked at differently. It is a philosophy comprised of principles that dictate how an institution conducts itself so as to reduce on costs. The process of implementing these principles and concepts involves several actions and activities. The process begins with reforming the entire system and also defining the activities before carrying out the implementation process. Lean implementation requires a well-established environment which supports all the other elements of production within a particular system. A favorable environment ensures that the employee feels part of the whole reform process rather than feeling threatened. Successful lean implementation is therefore measured in terms of reduced costs and constant improvement of the whole system.
Cua,K.O.,McKone,K.E.,&Schroeder,R.G.(2011).Relationships between Implementation of TQM,JIT,and TPM and Manufacturing Performance .Journal of Operation and Management.
Deming,W.E.(2011).Out of the Crisis. MIT Press: Cambridge.
Duque, D.F.M. &Cadavid, L.R.(2014). Lean Manufacturing Measurement: The Relationship between Lean Activities and Lean Metrics. E studios gerenciales.
Emiliani,M.L.&Stec,D.J.(2014).Leaders Lost in Transformation. Leadership and Organization Development Journal.
Fujimoto,T.(2012).The Evolution of a Manufacturing System at Toyota. Oxford University Press: New York.
Hino,S.(2010).Inside the Mind of Toyota. Productivity Press:New York.
Holweg,M.(2013).The Genealogy of Lean Production. Journal of Operation and Management,25(2),420-437.
Hopp, W.J. & Spearman,M.L.(2014).To Pull or not to Pull:What is the Question?Manufacturing & Service Operations Management.
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One of your most important roles as an early childhood educator will be to foster home-school partnerships. Discuss what you believe are the benefits of home-school partnerships. Also, share one positive experience you have had (either from your own schooling or from your work with children) that relates to home-school partnerships. Finally, share one idea you plan on using to establish home-school partnerships.
SAMPLE ANSWER
Home-School Partnerships
Home-school partnerships have proven to have many benefits to the students. According to scholarly research, the establishment of effective partnerships between communities, families and schools results in children developing better socio-emotional, cognitive, and academic outcomes. Furthermore, collaboration enables schools and families to have a better understanding of the challenges that come with educating and raising children. Another benefiting arising from home-school partnerships is that teachers are put in a better position to understand the background knowledge of the learners and to use this information in connecting it to the new knowledge being imparted on the learners (Madison, nd).
One positive experience that I had from my working with the children in regards to home-school partnerships came up when I involved parents to help me better understand the children in my class. I was a new teacher in a new environment and I worked closely with the parents in order to understand the cultural and social factors that affected the performance of the children in my class. I appreciated the fact that collaboration with parents can help a teacher understand the manner in which the children perceive the world and things around them. By collaborating with their parents, children will appreciate the fact that learning is a lifelong concept.
To establish a home-school partnership, I intend to encourage parents and children to participate in evening activities which will involve exploration of scientific ideas and projects. In the process of exploring, I will act as a facilitator and allow parents and children to look at familiar things from different perspectives. Accordingly, I will encourage them to discover something new, using simple equipment. The aim of the partnership project is to ensure that the notion that we are all scientists is inculcated.
As an early childhood educator, it is important to stay up-to-date with current and emerging issues in the field. It is also important to be well-informed as you shape your viewpoints on these issues.
(my topic)
Common Core State Standards
Research the topic to learn more about the issue. One resource you may find helpful to review is the National Association for the education of Young Children’s Early Childhood Education Topics
SAMPLE ANSWER
Common Core State Standards
The Common Core State Standards is a project that aims at developing and adopting common core standards in mathematics, English language and arts for K-12 students. The rationale behind the development of these standards is to ensure that parents and teachers are provided with a common basis to understand the issues that students are required to learn in school (NAEYC, n.d). The consistency of the standards play a significant role in providing students with proper benchmarks, regardless of their place of residence. Accordingly, the standards properly delineate the skills and knowledge that students in K-12 should possess. Currently, more than 45 states have incorporated the standards into the curriculum. Nevertheless, there has been significant debate with regards to the development and adoption of these Common Core State Standards. Some of the issues arising from the debate revolve around the contention that the process through which the new K-12 standards were created did not ensure adequate public dialogue, research, and input from the educators (Strauss, 2013).
Although NAEYC applauded this initiative, it has raised several concerns as well as recommendations on the best way to implement the standards. According to NAEYC, the standards should not be restricted to only mathematics, arts, and English languages, because this might lead to curriculum and instructional practice being narrowed down to the detriment of student learning and development. In particular, NAEYC recommended that the standards should also apply to students’ emotional and social development. Accordingly, NAEYC believes that the Common Core State Standards have a great role on contributing to their goal of ensuring that the development of children is effectively handled by giving them the highest quality of educational experiences in childhood. The main recommendation made by NAEYC in regards to the proper implementation of these standards include cooperation within the entire early childhood education community.
1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,
3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached or sent by email.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Budgets and variances
Part A: Flexed and actual budget
Original budget and actual budget
Actual
Static (Original Budget)
Units
810
800
£
£
Sales revenue
753,300
760,000
Less
Direct materials
(192,500)
(192,000)
Direct labour
(221,000)
(200,000)
Fixed overheads
(130,000)
(128,000)
Operating profit
209,800
240,000
Actual budget and flexed budget
Actual
Flexed
Units
810
810
£
£
Sales revenue
753,300
769,500
Less
Direct materials
(192,500)
(194,400)
Direct labour
(221,000)
(202,500)
Fixed overheads
(130,000)
(129,600)
Operating profit
209,800
243,000
Part B: Variances
Actual
Flexed
Variance
Favourable / unfavourable
Units
810
810
£
£
£
Sales revenue
753,300
810 x 930 = 753,300
769,500
810 x 950 = 769,500
-16,200
U
Less
Direct materials
(192,500)
810 x 237.65 = 192,500
(194,400)
810 x 240 = 194,400
-1,900
F
Direct labour
(221,000)
810 x 272.8 = 221,000
(202,500)
810 x 250 = 202,500
18,500
U
Fixed overheads
(130,000)
810 x 160.5 = 130,000
(129,600)
810 x 160 = 129,600
400
U
Operating profit
209,800
243,000
-33,200
U
Part C: Business Report
A flexible budget is used in making a comparison between the actual results and the original budget. Variances are computed in order to measure how the company performed during a certain period. It is worth mentioning that in a flexible budget, the fixed costs remain constant while the semi-variable and variable costs change consistent with a standard that is preset at the commencement of a given period (Stephenson & Porter 2011). Whenever a flexible budget is adjusted to actual activity level, it is called a flexed budget. This is the budget that the company would have prepared at the start of the accounting period, had the top managers of the company known the exact actual output (Marple, 2009).
Generally, computing variances could be helpful in understanding why the actual results were different from the expectations and it is important to create a flexible budget. Flexed budget adjusts the original/static budget for the actual production volume or sales (Mak & Roush 2014). In the Orchid Limited case, a company which manufactures furniture, the original/static budget presumed that a total of 800 units would be produced and sold in a given month. The flexed budget rearranges the original/static budget to reflect the new number, making all the appropriate adjustments to expenditures and sales basing upon the unanticipated change in volume. In order to prepare a flex budget, it is important to have the original/static budget, properly understand cost behaviour, and know the actual number of goods that were made and sold. Orchid Limited had a great accounting period as actual sales came to 810 units.
The budget of Orchids Ltd is flexed in order to find out the amount of overhead that this firm should have, supposing that 810 units are made. Some costs are variable given that they alter in response to the levels of activity, whereas some other costs remain the same and are fixed. For instance, direct materials and direct labour are variable costs whereas other costs remain the same and are fixed, for instance fixed overheads (Garret 2010). Direct materials and direct labour are variable costs since the more furniture Orchid Ltd makes, the more labour and materials it needs. Conversely, overhead costs such as fixed overheads are fixed because in spite of the number of furniture made, the costs would remain the same. In the original/static budget, making 800 furniture units would result in variable cost per unit of £240 for direct materials and £250 for direct labour. To calculate the value of the flexed budget, the variable cost per unit is multiplied by the actual production volume. For income items such as operating profit and revenue in the case of Orchid Ltd, the flexed budget variance is favourable whenever the actual figures exceed the flexed budget figures and vice versa. On the other hand, for cost items, excess of flexed budget figures over actual figures implies favourable variance and vice versa.
Budget (Flexed)
Actual (Result)
Output
810 units
810 units
Sales variances
Variance 16,200
769,500
753,300
Direct material variances
Variance 1,900
194,400
192,500
Direct labour variances
Variance 18,500
202, 500
221,000
Fixed overhead variance
Variance 400
129,600
130,000
Budget (Original)
Actual (Result)
Output
800 units
810 units
Sales variances
Variance 6,700
760,000
753,300
Direct material variances
Variance 500
192,000
192,500
Direct labour variances
Variance 21,000
200, 000
221,000
Fixed overhead variance
Variance 2,000
128,000
130,000
Sales variances
Total variance between actual sales and original budget is £6,700 (Unfavorable). This is caused by:
Sales volume (activity) variance: in the original budget, 800 units had been planned. In the actual sales, 810 units were made. Sales volume variance is 10 units since 10 more units were sold, which favourable.
Sales price variance: in the original budget, the planned selling price was £950 per unit. In the actual sales, the selling price was 753,300 / 810 = £930. Therefore, the variance is because the sales price per unit of furniture was reduced by £20, which is unfavourable.
Direct material variances:
Usage/Price: in the flexed budget, direct material should have cost £194.400, but it did cost just £192,500. Therefore, the usage/price is £1,900, which is favourable. However, in the original/static budget, the planned cost of direct material was £192,500 but the actual cost was £192,500. As such, the usage/price is £500 which is unfavourable. The variance is because of an increase in market prices, poor buying, and purchase of higher quality materials which were more costly.
Direct labour variances:
Efficiency: in the flexed budget, direct labour should have cost £202, 500 but in the actual result it cost £221,000. Thus the efficiency/rate is £18,500 – unfavourable. In the original budget, the management planned £200,000 for direct labour but it cost £221,000, the efficiency/rate being £21,000 which is unfavourable. The cause for this could be the hiring of better employees, poor negotiation of employee salary, an increase in market labour rates, poor equipment which keep breaking down, lower quality materials that are not easy to utilize efficiently, or poorer training (Yahya-Zadeh 2012).
Fixed overhead variance:
Spending: since fixed costs are fixed, flexing is unnecessary to account for dissimilar activities. Nonetheless, the overspend of £2,000 is unfavourable and an adverse effect.
To improve its cost control, it is recommended that Orchid Ltd should maintain the price per unit of furniture to at least £950; it should not reduce the price per unit. Secondly, labour efficiency should be improved by procuring high-quality new technology machinery that do not keep breaking down; high-quality materials should be employed since they can be used efficiently; and the company should ensure tough negotiation in employee pay. To improve material usage variances, high-quality materials should be used and there has to be better management of materials. Sales price variances could be reduced through market price increase, and planned increase in prices (Stephenson & Porter 2011).
References
Garret, K 2010, ‘Spotlight on variance analysis’, Accountancy, 106, 1167, pp. 88-89, Business Source Complete, EBSCOhost, viewed 27 June 2015.
Mak, Y, & Roush, M 2014, ‘Flexible Budgeting and Variance Analysis in an Activity-Based Costing Environment’, Accounting Horizons, 8, 2, pp. 93-103, Business Source Complete, EBSCOhost, viewed 27 June 2015.
Marple, RP 2009, ‘Combining the forecast and flexible budgets’, Accounting Review, 21, 2, p. 140, Business Source Complete, EBSCOhost, viewed 27 June 2015.
Stephenson, T, & Porter, J 2011, ‘Comparing Budgets to Performance’, Strategic Finance, 93, 2, pp. 36-43, Business Source Complete, EBSCOhost, viewed 27 June 2015.
Yahya-Zadeh, M 2012, ‘Comprehensive variance analysis based on ex post optimal budget’, Academy Of Accounting & Financial Studies Journal, 16, pp. 65-85, Business Source Complete, EBSCOhost, viewed 27 June 2015.
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This essay is intended to get you thinking about the use of budgeting in an organisation. There are many different types of budgets. This week, you will consider different budgeting approaches such as flexible, zero-based and rolling budgets in organisations.
Consider the following questions:
•Consider the value of budgeting for an organisation.
•Consider the different budgeting approaches.
•Consider the behavioural aspects of budgeting.
•Consider different budgeting approaches in an organisation.
•Consider how the budgeting approaches may differ among various organisations, such as a Fortune 500 company, a small business or a non-profit.
•What are the characteristics of a budgeting system among the various organisations?
•What are some of the ethical issues related to budgeting and the successful implementation of a budget?
Address the following issues/questions:
‘I don’t need a budget; I run my own business so it’s all in my head. Bothering with a budget would just be a waste of time and money!’
Do you agree or disagree with this point of view? Discuss the value of budgeting for organisations of all sizes and types in terms of effective resource management. Explain what characteristics of a budgeting system are most likely to contribute towards its successful implementation and how a lack of these might result in ethical problems.
Also,
1)The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,
3)Please don’t use Wikipedia web site.
4)I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached or sent by email.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
MFR.COLL.W5
Budgets are among the most important tools for business success and therefore I do not agree with the statement construing that there is no need for a business owner to have a budget. Even where the owner knows everything about his business, budgets promote proper planning and documentation of organizational income and expenditure. They ensure that the business expenditure is optimal through an analysis of all budget items and that the business is making the best possible profit out of the resources invested. Besides this, budgets create other forms of value for the business as discussed in this paper.
A budget is a planning tool and having one ensures that the business can effectively manage its income to cater for expenditure in order to realize desired profitability. Herrmann-Nehdi (2011, p. 97) notes that a budget gives an overview of the company’s income and expenditure and that through budget analysis, the business can choose priority areas to focus on to improve returns.
A budget to a large extent informs decision making in organizations. Herrmann-Nehdi (2011, p. 104) argues that it is easier to make a decision based on a budget because the budget consists details of all the financial resources of the organization and how they will be spent. Accordingly, the management is always aware of what the business is capable of at any particular time in terms of finances. In addition, the management can easily revise the budget to accommodate new developments by determining various courses of action meant to free some financial resources; such as cost cutting, outsourcing and utilizing credit facilities among others. This can only be accomplished if there was initially a budget detailing the cost of various activities.
Budgets are useful in designing business focus by identifying products that are profitable for the business and comparing them against unprofitable ones. This way, the business can choose the product that provides maximum benefits and whose budget is sustainable.
Budgets play the role of keeping expenditure within the limits specified by the business. This means that the likelihood of overspending or allocating excessive resources to a product are eliminated; thus saving business owners a significant amount of cash (Hollensen, 2011, p. 87). Without a budget, there are high chances of unplanned expenditure which often impact the organization’s profitability potential.
Effective budget implementation is to a large extent enhanced by various characteristics of a budgeting system. The budgeting process is however impacted by ethical issues as established in the section below.
Budgets create some form of certainty for the business; which helps managers to predict and control future operations. Hollensen (2011, p. 90) notes that since budgets are prepared at the beginning of the financial period, they guide the organization and employees on what to expect during the year. Ethical issues emerge from poor budget management which may lead to significant errors, which often mislead employees and may be detrimental to the organization. This is especially so when companies engage management consultants who may not take the budget making seriously. Some are even known for duplicating previous budgets they have developed for other companies and giving them to others without considering the strategic objectives of the organization.
A budget is meant to create a sense of ownership in the business process by allowing employees to share the management’s goals. This way, employees can effectively implement the budget to promote the organization’s overall objectives. Ethical issues often arise when budgets appear restricting or when the management imposes a budget that is overbearing on the implementers (Lafley and Roger, 2013, p. 63). This will not only lead to poor execution but the employees may also feel like the management has no concern for their welfare. This is especially so in the modern work place where the organization is expected to promote employee welfare as part of their ethical obligations (Hollensen, 2011, p. 9).
Budgets should always represent what is anticipated to happen in the correct manner in order to ensure that the implementers do not find themselves in a compromising position when budget estimates do not align with the estimates. Carreras, Mujtaba and Cavico (2011, P. 8) notes that an inaccurate budget can lead to ethical issues as they encourage managers to fabricate budgets to align it with the forecasts; leading to budgetary slack. An example would be a situation in which managers budget higher expenditure and lower revenues. This results in unfair rewarding of the managers for apparently exceeding their targets, which is considered inappropriate for any business (Santosuosso, 2013, p. 4). This therefore calls for accuracy as a budgeting system characteristic in order to promote effective implementation.
Finally, a budget should flexible in order to accommodate business uncertainties and therefore allow an organization to go ahead with plans that are considered strategically important. Where budgets are not flexible, ethical issues are likely to emerge as executors use the rigidity of the budget as an excuse not to execute strategy (Carreras, Mujtaba and Cavico, 2011, p. 9-10). This not only impacts the organization but it could also lead to poor business reputation and loss of confidence of customers.
References
Carreras, A., Mujtaba, B. G., & Cavico, F. J. (2011). Don’t Blame The Budget Process: An Exploration Of Efficiency, Effectiveness, And Ethics. Business and Management Review Vol. 1(3), 05 – 13. Retrieved from http://www.businessjournalz.org/articlepdf/BMR_1304.pdf
Herrmann-Nehdi, A. (2011). Creativity and strategic thinking: The coming competencies. Lake Lure, NC: Herrmann International, Hollensen, S 2011, Global Marketing. A Decision-Oriented Approach, 5th Edition, FT Prentice Hall, London.
Lafley, A.G. & Roger M. (2013). Playing to Win: How Strategy Really Works. Harvard Business
The matrix has eigenvalues1=3 and 2=−2. Let’s find the eigenvectors corresponding to 1=3. Let v=v2v1. Then(A−3I)v=0 gives us
2−3−1−4−1−3v1v2=00 from which we obtain the duplicate equations
−v1−4v2−v1−4v2=0
If we let v2=t, thenv1=−4t. All eigenvectors corresponding to1=3are multiples of1−4 and thus the eigenspace corresponding to1=3is given by the span of1−4. That is,1−4is a basis of the eigenspace corresponding to 1=3.
Repeating this process with 2=−2, we find that
4v1−4V2−v1+v2=0
If we let v2=t then v1=t as well. Thus, an eigenvector corresponding to2=−2 is 11 and the eigenspace corresponding to 2=−2 is given by the span of11. 11is a basis for the eigenspace corresponding to 2=−2.
Problem 3
Problem 5
Problem 14
Problem 22
Problem 25
Matrices A2 and A3 cannot be diagonized because for a square matrix A, wherever A is similar to diagonal matrix then the matrix is diagonizable.
Problem 15-24: Eigenvalues & Eigenvectors Matrices
Problem 15
Since all entries are ≥ 0 and each column sums to 1, this A is a Markov matrix. Thus we know that λ1 = 1 is an eigenvalue. Since tr(A) = λ1 + λ2 = 3/2, we conclude λ2 = 1/2 is another eigenvalue. We diagonalize it using the matrix S of eigenvectors:
= → =
This last matrix product equals
Problem 19
False
True
True
False
References
Bhatti, M. A. (2012). Practical Optimization Methods with Mathematica Applications. New York, NY: Springer.
Edwards, C. H., & David E. Penney, D. E. (2009). Differential Equations: Computing and Modeling. Upper Saddle River, CA: Pearson Education, Inc.
Shores, T. S. (2007). Applied linear algebra and matrix analysis. New York, NY: Springer Science+Business Media, LLC.
Strang, G. (2003). Introduction to linear algebra. Wellesley, MA: Wellesley-Cambridge Press
Strang, G. (2006). Linear algebra and its applications. Belmont, CA: Thomson, Brooks/Cole Publishers.
Strang, G. (2009). Eigenvalues and Eigenvectors. Boston, MA: Lord Foundation of Massachusetts.
