Lesson Eight Assignment
Answer the following question with a 600-800 word essay. Be sure to refer to specific scenes and passages in formulating your answers,be as detailed as
possible.
Coriolanus in the House of Aufidius. Act 4, scenes 4 and 5. These two scenes are really one scene, and can be so regarded. Coriolanus, in disguise, visits
the house of Aufidius, his mortal enemy. Discuss this scene in some detail, and consider how it reflects on the character of Coriolanus as we have seen it
thus far in the play.
Ask yourself some questions as you prepare to write:
Why does Coriolanus come to the house of Aufidius?
Why does he visit the Volscians at all?
What reasons does he give for his own behavior?
What is the role of the servants in this scene?
How does Coriolanus interact with them?
How does Aufidius greet Coriolanus?
How does Coriolanus greet Aufidius?
How, in general, would you describe the relationship of Aufidius and Coriolanus?
Please remember that these questions are meant as encouragements to thought,your essay should not be a simple list of answers.
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For the two post, the writer will read them and them give a constructive criticism and feedback on each of the post. For each of the article the writer will use a pear review article to support his comments. The comments should be very constructive and directly link to the articles, underlining or highlighting the points made in the articles.
I will send the details of the articles via email .
SAMPLE ANSWER
Response to Articles
Response to Article 1
Awesome! There are certain research practices that investigators should pursue. Preparedness is among the necessary initial practices before handling a literature research. Researchers need equipping themselves with important information that pertains to their subject of interest. The practice minimizes time wastage and enhances the development of relevant arguments. Preparedness also allows learners to determine the required writing formats and styles for their tasks (Concordia University, 2015). Determining the appropriate sources for literature work should be an aim for researchers. The article could have indicated that online sites are likely to offer data of a broad variety, but not all the information could be reliable (Driscoll & Brizee, 2013). Some sources could offer misleading information, either failing in attaining accuracy or lacking in validity. To ensure that sources are useful and relevant, researchers should use particular keywords in their search.
Response to Article 2
Great article! There are specific tips that researchers should understand to facilitate their work. Those who learn the skills of handling literature works are likely to have an easier time in research than those who are uninformed. Having the skills of utilizing search sites is beneficial to researchers. The article could have pointed out particular types of activities that researchers can undertake from different sites. Researchers could for instance use Google Scholar in conducting both open-ended and focused research types (Vallier, 2015). The utilization of academic libraries also requires particular skills. Usually, the sites classify information into various categories based on different properties. For instance, libraries categorize their books on the basis of their subjects (Sherratt, 2015). People who are conversant with the classifications would get information with ease.
Please read the attached file be email then answer the following question. Below are questions/issues that you may again like to further reflect upon:
•What links have you now identified between accounting and finance and effective strategic decision making?
•Further discuss those areas of financial and management accounting, plus financial management, that have most resonated with you.
•How do you see the concepts that you have studied applying to your professional experience, plus your personal finances?
•What steps might you now take to aid you in the transition of applying the coursework to your workplace?
•How can you link what you have studied in Managing Financial Resources with what you took away from your previous modules?
•What ethical and cultural issues have you considered important in this module and how have they impacted upon your views of global business?
•Do you feel that you have improved your ‘key skills’ (report writing, time management, etc.) as a result of your experiences with this module?
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
Managing Financial Resources
Introduction
Accounting is a dynamic discipline that keeps evolving, especially as business becomes global. According to Ozturk (2015), accounting applies to the private and public sector, as well as in the manufacturing sector. Furthermore, accounting is still relevant to a non-profit organization because it is also a commercial entity. Accounting applies to all functions of an organization, as each function will be affected by finance-related decisions. Therefore, the following discussion will indulge in discussing the link between accounting and finance and efficient strategic decision-making. In addition, the paper will look into those areas in management accounting, and financial management that are critical. Furthermore, the discussion will give an insight to how concepts of accounting can apply to a professional experience. Finally, the study will look into some of the ethical and cultural issues in accounting that can affect the professional in managing human resources.
Discussion
Links between accounting and finance and efficient strategic decision-making
The decision-making process in an organization cannot be useful if financial management, financial accounting, and management accounting lacks. Tanase & Stefanescu (2015, p.116) states that financial accounting is an accounting system that is concerned with outside parties such as creditors, investors, shareholders, lenders, and customers. Ozturk (2015, p.399) call financial accounting the purest form of accounting, as it entails proper record keeping and reporting financial data. This record keeping and reporting is significant in decision making as a manager, or a financial accountant can retrieve data necessary for making decisions.
On the other hand, managerial accounting is important in decision-making, as it enables the management of an organization to formulate policies, planning, controlling, and forecasting, not forgetting managing the day-to-day operations of an organization. The exceptional feature of management accounting is that it can capture qualitative information, which financial accounting cannot capture (Shrman, Weston, Willey & Mansfield (2014, p.165). Therefore, there is a link between financial accounting and management accounting to provide both qualitative and quantitative data paramount for a strategic decision-making process.
Financial management is another field dealing with how an organization can best finance a project. Financial management deals with the question of how to choose a project, how to evaluate the risks, and how to raise funds. Mathews & Marzec (2012, p.7094) dictate that all this information is derived from financial accounting and management accounting. In other words, these three concepts are interrelated to ensure that the financial decision of management is effective.
Indispensable areas of financial and management accounting, and financial management
Shrman, Weston, Willey & Mansfield (2014) argues that the functional area of management accounting is not only constrained to providing financial or cost data, but it also extracts significant and material information from financial and cost accounting to aid the management in budgeting, setting goals, and executing control functions. This functional area is made effective with such components as cost accounting, benchmarking, and life cycle costing. For instance, unit costs are used for product’s pricing and product discontinuance decisions.
On the other hand, benchmarking is used to identify the best practice and to compare the firm’s productivity to those methods with the aim of improvement. Lifelong costing involves calculating the total cost of a product throughout its life cycle through such aspects as introduction, growth, and maturity. Financial management has areas that are important in capital budgeting. Mathews & Marzec (2012, p. 7098) argues that this concept involves determining relevant costs and cash flows, as far as product decision-making is concerned. This process also entails calculating the cost of capital, which can be calculated using financial accounting methodologies. This wholesomely involves capital management, which requires controlling a project when installed to prevent loss. Sanyal & Sett (2011) adds that capital management requires the use of lean operations and just-in-time (JIT) philosophy. The lean supply chain requires the process of planning to minimize wastage, mostly in terms of holding crucial inventory. Financial management also involves cash management to sustain sufficient compensating balances at banks to facilitate the banking services that a firm benefits from.
Financial accounting has been known to assess business’ success from an external standpoint. To perfect in this assessment, an accounting manager uses the financial statements in financial accounting. The statement of the financial statement, also known as a balance sheet, is used to reflect how much business is worth a particular point in time. A balance sheet is equated with a picture of the market on a given day. Karadag (2015, p.36)argues that the income statement commonly referred to as profit or loss account, is under financial accounting, and has a significant role in not only comparing the cash a business gets over given time, but also matching it against what it owed. Financial accounting also uses the statements of cash flows, which is important to determine the profitability and liquidity of an organization.
Reflection
As a finance accountant assistant in the tourism industry, I have realized that all concepts of accounting comprising financial management, financial accounting, and management accounting are critical for a firm to succeed (Shrman, Weston, Willey & Mansfield, 2014). The concepts relate to my personal finances, as I have to determine what will be an implication of starting a project, which is if the project will bring profit or not. The concepts also apply to my professional experience that without carrying a proper financial accounting, a company may think it is making a profit, while it is not (Sanyal & Sett 2011, p.1922). My professional experience also indicates that a constituted project needs to be managed. This is through capital management that aims at reducing wastage. I have also realized that I utilize so many of the concepts I have learned in this module every day as I carry out my work. For instance, the decision relating to starting a new project involves bringing external and internal parties to come up with a strategic decision (Karadag, 2015). The use of financial accounting and ignoring management accounting produces a situation of having an infective decision, as qualitative data is not used to make the final determination. I did not realize that using the balance sheet, loss and profit account, and the statement of cash flows is essential in making strategic decisions to avert an impending worse financial situation. This is because it enables forecasting of the future.
Steps in the transition of applying the concepts to the workplace
When the concepts of accounting are integrated, it constitutes a strategic decision-making process that entails (Dennis & Walcott, 2014, p.23):
Analyzing the shared values and experiences of staff and board in the financial accounting department
Review and update the Mission Statement of the organization
Identifying and articulating a firm’s mission and purposes
Analyze the firm’s external settings through PEST (political, economic, social, and technological factors) as well as internal environments (performance and resources)
Undertaking a position examination, using methods such as SWOT analysis to evaluate the firm’s internal strengths, weaknesses, external opportunities, and threats
Creating smaller groups for more thoroughly planning in important areas
Identifying different existing strategies to enable the organization to attain its future strategic goals, and also short- and longer-term plans to execute them
Sketch a vision of where the firm will be for the next four years
Choosing between such strategies
Developing work plans illustrating particular activities, persons responsible, and capital wanted.
Calculating actual performance against that designed and bending strategies and goals as needed
Reflection on Managing Financial Resources
Managing financial resources is a critical role to any business. This management cannot be effective if the three concepts of accounting are unutilized. Pudlowski (2009) argues that failure to use accounting concepts guarantees a redundant decision-making process. The decision made will not only risk a business to incur risks, but it also prone the business to closure. For example, balance sheet enables a firm to identify if the company is making a profit or not. Budgeting in management accounting allows a firm to minimize potential financial risk. What this module has added is that all the concepts of accounting are interrelated such that the information of one concept is used in another concept to enable an efficient management of financial resources (Dennis & Walcott, 2014, p.17). I have also learned that managing financial resources is not relevant only for the current times, but also for the future. This is reinforced by the statement of Ozturk (2015, 400) who attests that the saved data will be retrieved when needed most to address any factor adversely influencing an organization. For instance, financial management can enable an organization to discover investment opportunities. By cost-analysis, an organization can effectively and efficiently find the chances, and get the capacity to pay for the desired acquisitions.
Ethical and cultural issues
One of the ethical questions in accounting is goal congruence. Atrill & McLaney (2013) argues that many employees in the most organization within accounting departments do not aim at fulfilling the set objectives (goal non-congruency). In addition, Dennis & Walcott (2014, p.20) give that individual accountants find themselves omitting financial figures from the balance sheet, which they think may taint the picture of an organization. One of the cultural issues in accounting is that the minority employees do not make accounting decisions. For instance, the Americans working in the U.K. cannot vote a director off a board in an organization in Britain (Pudlowski, 2009). These cultural and ethical issues have influenced my views of global business, which entails equity in decision-making in an organization. Therefore, there should be emphasized corporate social responsibility to deal with these matters.
Summary
In conclusion, accounting concepts are paramount for an efficient management and total excellence of a business. These ideas ensure that there is a productive managing financial resources process that at the end, guarantees maximization of resource utilization. However, several ethical and cultural issues are prevalent in accounting, and thus, there is a need to emphasize corporate social responsibly, and the installation of strong moral standards in organizations.
References
Atrill, P. & McLaney, E. (2013) Accounting and finance for non-specialists. 8th Ed. Harlow, UK: Pearson Publishing.
Dennis, V., & Walcott, J. (2014). Federal Financial Management Shared Sciences: The Move Is On. Journal Of Governmental Financial Management, 63(3), 18-24.
Karadag, H. (2015). Fincial Management Challenges In Small And Medium-Sized Enterprises: A Strategic Management Approach. EMAJ: Emerging Markets Journal, 591), 26-40.
Mathews, R., & Marzec, P. (2012). Social Capital, A Theory For Operations Management: A Systematic Review Of The Evidence. International Journal Of Production Research, 50(24), 7081-7099.
Ozturk, C. (2015). Some Issues Related To Cash Flow Statement In Accounting Education. The Case Of Turkey. Accounting & Management Information Systems/ Contabilitate Si Informatica De Gestiune, 14(2), 398-431.
Pudlowski, E. (2009). Managing human resource cost in a declining economic environment. Benefits, 25(4), 37-43.
Schimtz, C. & Ganesan, S. (2014). Managing Customer And Organizational Complexity In Sales Organization. Journal Of Marketing, 78(6), 59-77.
Shrman, M., Weston, H., Willey, S., & Mansfield, N. (2014). Risky Business: Managing Risk In A Complex And Connected World. Revenue Management Et Avenir, (74), 159-173.
Tanase, G., & Stefanescu, A. (2015). Developments Of The Human Resources Budget—A Non-Financial Perceptive. Audit Financier, 13(123), 111-117
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The balanced scorecard’s (BSC) four focus areas are financial, customer, process, and learning and growth. The scorecard incorporates measures derived from an organisation’s strategy. Although retaining financial measures of past performance, the balanced scorecard also introduces the drivers of future financial performance.
Address the following issues/questions:
Critically evaluate the advantages of using the BSC approach to performance measurement and identify critical areas in terms of implementation of the BSC. Should public sector or not-for-profit organisations develop a BSC? Use examples to illustrate your points as well as suitable academic references.
And consider the following questions:
•What are the advantages of using the balanced scorecard?
•What are the critical areas that should be considered in its implementation?
•Should the balanced scorecard be used across different organisations?
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.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Introduction
Balance scorecard approach is a strategic system of management and planning that is widely used in the business environment with the sole aim being to have all the activities of an organization well aligned with the vision of the organization. Further, this approach helps to ensure that the communications of the organization both internal and external are improved. The third and equally important goal of balanced score card is to help assess the performance of the organization against the already laid don strategies and goals.
Advantages
The balanced score card has a couple of benefits to the business. As the name suggests, it is a business strategy whose aim is to bring about balance within an organization. The traditional strategies that have been in place have only concentrated on only certain aspects of an organization (Niven 2010). This has often led to imbalance and the resulting effect is that it is not possible to fully assess the performance of the organization. With the balanced score card, every aspect of the organization is carefully considered and assessed. The balanced score card has four main areas of focus. These are processes, customer, finances and growth. All these aspects spread out to cover all other areas of an organization.
Due to the fact that each area is assessed separately, departments have to become creative and generate new ideas that will ensure that they remain afloat. Unlike in the past where departments in an organization depended on each other for performance, each department is now assessed independently. This has encouraged need for every department to perform as expected.
Although there is separation of departments, there is a chain of activities that are interconnected and run across departments. As such, instead of having unhealthy competition among departments, teamwork is encouraged. The cyclic nature of interdependence in activities means that each department must be supportive of each other (Gerard, 2012). This has been identified as one of the strong pillars of the balanced score card approach.
With a balanced score card, it helps to give the management, at a glimpse, the nature of operations of the organization (Kaplan & Norton 2013). The approach helps to summarize and consolidate under a single platform of the activities and operations of an organization. As such, monitoring becomes easier and does the assessment. This makes it easy to assess whether or not the organization is meeting its goals as projected in the vision and the strategic plans of the organization.
Implementation
In implementing the balanced sore, there are areas that must be carefully considered. The first is the how well the strategy blends with the vision and mission of the company. Any strategy that does not support the projected goals of the organization will not contribute to such an achievement (Smith 2010). It is therefore crucial that care is taken to ensure that there is proper alignment of the two.
Further, in the implementation of the same, it is important to consider the contributions towards performance of the business (Niven 2010). The business core card that is set in place must have its primary objective as boosting and improving performance of the organization. A company’s performance determines its future. In performance, there are very many issues that are considered including customer satisfaction. It is not just the profit margins that are considered but also how well the customers of the business are served. Customers are the biggest asset of any organization. Their satisfaction largely determines the performance of the organization.
Use of Balanced Score Card
Although the balanced scorecard is often used in business organizations, it is often applicable in nonprofit making organizations. The balanced score card’s aim is not just to ensure that profit margins come up (Brown, 2007). Rather, the aim is to ensure that an organization can match its performance to its goals, long term and short term and its vision. Further, it helps make the management’s work easier by consolidating the activities of the organization. In so doing, the performance of the company goes up.
Certainly, the balanced score card has been as being very effective in profit making organizations. Every aspect of the business and especially the finances are out in check and this helps to push the profit margins considerably.
Conclusion
In an era where organizations are seeking to improve performance management, business scorecard is an idea that cannot go unnoticed. The pivotal role played by this strategy has helped increase the ability of organizations reach their intended goals. It has been realized that proper implementation of the balanced score card helps improve customer satisfaction. The overall value of services and products of the company also goes up. Besides bringing harmony in the activities of an organization, it also helps to streamline the in-house activities of the organization. Teamwork becomes more evident and this in turn boosts performance Channels of communication are also opened up. This means even in organizations where there is structural bureaucracy, those down in the ladder can still communicate to the top management. Balanced score card is business idea that has been tried and tested and has proven practicable.
Case study to be written in four(4) sections
talking about Triggers for change , including wider Macro environment (PESTLE)
SECTION ONE: Introduction to the report (600 words)
The introduction allows your busy client/ reader to preview the nature of the project you have undertaken for your busy client/ reader. Essentially, the introduction forecasts the basic organization of the report. The following questions should be addressed and/or considered in the introduction to the report:
• What are the underlying and wider case study problems and key issues facing the SCC organisation?
Be specific and concise. Clearly and initially explain and outline how different external environmental pressures are causing the need for urgent change at
SCC. Then clearly explain how some different internal problems might arise from the need for change.
This means that the opening of your report should outline and explain the relationship between the internal and external environment, concisely using
theories, concepts and examples which are referenced.
Your goal here is to show the reader that you understand the problem or opportunity, as well as the relationships or events that will affect the problem and
its solution.
• What is the purpose of the report proposal?
Even through it might seem obvious to you, the purpose of the proposal is to describe a problem or opportunity and propose a course of action. Be specific in explaining what you want to do. A good report will provide the client with a clear selling point which clearly and concisely tells the reader what the
overall report will conclude and decide. This purpose of providing the reader with a clear selling point is to capture a busy client’s attention and interest.
• What is the organization of the proposal?
Provide concise signposts which clearly indicate what will be explored in each section. Signposts are important because they clarify for the reader/ client
how the report will be logically structured and what the report will focus upon in each section.
section 2 (2400 words)
SECTION TWO: Background
Because not all clients will necessarily be competent in your field, the background section needs to clearly articulate the context behind your research.
The Background Sections require you to conduct comprehensive research. Your suggestions need to be based on the research that you have conducted, and this research needs to be demonstrated to your client.
Again, your ethos as a sound provider of business advice is largely based on the research that supports your findings and ideas.
Background Sections
Normally all of the categories of background information listed in the report introduction can be fully developed. This means that the different report
sections will be logically linked.
Please use the following background sections as a guide for the focus and structure of section two of the report. The order of these sections can be varied
if such an alteration makes sense.
• How possibly might your client address the underlying problems faced outlined during the introduction?
Problems – Findings (750 words): In this sub-section of the report clearly outline and explain how your client can address the underlying problems, and theburning platform issue of the need for urgent change.
You might consider in this section Kotter’s idea of developing a guiding coalition to align top down down and bottom up change. This section will need to
connect more broadly with the relationship between organisational development and employee involvement. For example, a guiding coalition involves developing a group of managers/ leaders such as a management team. Therefore, involving groups relates to the collective character of change. A guiding coalition as a group relates also to the political character of change. Furthermore, individual members of a guiding coalition also requires change agency skills which also
relate, more broadly to both the management and leadership of change.
Solutions Focus – Findings (750 words) In this sub-section of the report clearly outline and explain what specific change management practices and
interventions such as organisational development methods might be used. Then outline how long the possible time scales or time frames (when) for these change management practices and interventions might be. In this section you might consider for example what specific time based organisational development (OD) methods such as future search and open space might be used, and when (time scale).
SECTION THREE: Conclusions
Limitations (450 words) Critically reflect upon and recognize the limitations of your proposed possible solutions. This section should present a balanced
conclusion to your work, and reflect your analysis in the preceding sections.
This section might consider the ongoing problems of continuous change for people in organisations such as the psychological contract, engagement and
insecurity, and practical difficulties of OD and employee involvement.
SECTION FOUR: Recommendations
Implementation – recommendations (450 words) In this final sub-section of the report clearly outline and explain how and in what ways your solutions outlined above can or will actually be executed or implemented.
This section of the report might consider leadership development programs which enable continuous change in the longer term to be addressed, and changes to leadership styles which enable more effective leadership of change. Other examples of what might be considered include:
• Employee Assistance programs (EAP) – these are OD and EI methods which directly address problems of employees coping with change, and link to softer
approaches to change
• External consultants or Envoys – You might consider SCC employing external change experts such as envoys (see ACAS) who can provide specialist knowledge and expertise regarding different aspects of restructuring and change.
• Team working/ building: You might consider recommending developing group working through use of T groups to help people cope with changing roles and relationships, or communities of practice to developing knowledge working and innovation and thus new product development
• Management accounting frameworks: You might consider linking accounting frameworks such as the balanced scorecard and intellectual capital to soft aspects of change such as leadership and people management.
Case study – CEO memo
County council staff warned over major job cuts
HUNDREDS of jobs will go at Suffolk County Council – but staff are not doing enough to prepare for the brave new world.
That is the blunt message to thousands of council staff from chief executive Andrea Hill in her latest newsletter.
Mrs Hill warns that while the council has developed a policy entitled “A New Strategic Direction,” staff have been far too slow in putting it into practice.
She said: “I am more convinced than ever that our new strategic direction is right.
“We spent many months co-authoring it and sharing it. My concern is that we are not delivering it.
“People know the ‘burning platform’ of financial crisis is coming, but we are acting as if it’s off the shores of Louisiana – too remote to affect us.”
She warned that losing jobs was not the answer to the council’s financial problems – a gap of £153 million is expected to open up in the council’s budget by
2013.
She said in the newsletter: “This will mean fewer people will work for the council in the future. There will be job losses. I don’t know how many – if I did,
I would tell you – but we need to reduce our staffing costs.
“Just reducing our headcount however won’t close our budget gap: I thought it would, but I was wrong. If we cut our managers by 30% – that’s about 400 posts
– it would save £55m. So cutting jobs alone is not enough.
“I don’t expect us to be running a big redundancy programme because we can’t afford it.”
Mrs Hill says she wants to reduce the demand on the council’s services: “To prevent the £153m budget gap, we need to switch off the demand for our services in two ways: by addressing the root cause of social problems and fixing them once and for all; and by building social capital to strengthen communities to help themselves.
“Where services still need to be provided, we will work collaboratively with district councils, health, police and the voluntary sector to join up services
across the public sector using lean systems thinking to cut out waste and meet real (rather than perceived) customer needs.
“Currently the council is not fit to do this.”
Opposition leader Kathy Pollard was surprised by the tone of the newsletter.
She said: “I’m not sure what she means about switching off the demand for services – how do you switch off the demand for children’s services? How do you stop people becoming old and frail? Do you stop them from using libraries? It just doesn’t make sense.
“And we pointed out that the council took on a lot of new members of staff last year. Is that all going to be pushed into reverse?”
Council leader Jeremy Pembroke has said that the county badly needs to change the way it operates, and that Mrs Hill was hired because of her skill at coming
up with radical solutions to serious problems facing the county.
“That is why we felt we had to pay for the best when it came appointing a new chief executive,” he said.
The full text of Mrs Hill’s newsletter:
Reshaping the council: A call to action
On Friday, whilst the country was excitedly watching the outcome of the General Election and who might form the next government, there was as much energy and excitement in a community hall in Kesgrave. Why? Because 175 managers from across the council were working out how to implement the New Strategic Direction.
We know a new government signals a new era of financial austerity. With the General Election Campaign over, politicians of all parties will need to get real about the size of the spending cuts to come. I’m not expecting our budgets to increase for the next 6 years, but our costs will. If we do nothing, our budget gap will be £153 million by 2013.
I am more convinced than ever that our New Strategic Direction is right. We spent many months co-authoring it and sharing it. My concern is that we are not delivering it. Friday’s workshop proved that at least 175 colleagues understand the direction. People know the ‘burning platform’ of financial crisis is coming, but we are acting as if it’s off the shores of Louisiana – too remote to affect us. So Friday was a call to action – the start of a new programme of
change that will reduce our costs.
The New Strategic Direction is about radically redesigning public services across Suffolk to achieve the Suffolk Story priorities in the new, reduced,
financial context. It is about challenging our spend and dramatically reducing our costs. To prevent the £153m budget gap, we need to switch off the demand
for our services in two ways: by addressing the root cause of social problems and fixing them once and for all; and by building social capital to strengthen
communities to help themselves. Where services still need to be provided, we will work collaboratively with district councils, health, police and the
voluntary sector to join up services across the public sector using lean systems thinking to cut out waste and meet real (rather than perceived) customer
needs. Currently the council is not fit to do this: that’s why I wrote ‘Reshaping the Council’ to challenge us into a new way of thinking. That’s why I’ve brought in a new Director for Organisational Change (Max Wide) to develop a hardnosed programme to implement the New Strategic Direction.
I believe the council needs to change. It is too slow, too complex, over elaborate, risk adverse, designed more for the regulator than the customer, and now
– in a new financial climate – too expensive. I know it will need to be leaner, smaller, cheaper, more creative, and more innovative. That means we need to radically rethink what we do and how we do it. We have to develop more commercial skills to understand our costs better and drive them down.
This will mean fewer people will work for the council in the future. There will be job losses. I don’t know how many – if I did, I would tell you – but we
need to reduce our staffing costs. I heard a rumour last week that some people thought if they got on the invite list for Friday’s workshop, their jobs were
safe. Not true. Those who attended heard me tell them that. I want our most creative, innovative, hardworking colleagues to stay in the council. I’ll try to encourage that to happen. Just reducing our headcount however won’t close our budget gap: I thought it would, but I was wrong. If we cut our managers by 30%
– that’s about 400 posts – it would save £55m. So cutting jobs alone is not enough.
I don’t expect us to be running a big redundancy programme because we can’t afford it. Nor do I think we have the public sympathy to spend taxpayers’ money on paying people to leave. So we’ll need to think more creatively about how we get staffing costs down – we certainly can’t afford to keep recruiting people (we recruited 1,800 new staff last year) or to allow non-performance to go unchallenged.
The great thing about Friday’s workshop is it showed managers across the council know that the council needs to change. The reality of the financial crisis
is well known. The need for change is accepted – what we now need to focus upon is how to change. How to “de-treacle” the council without alienating the regulators. How to radically rethink whether we should still deliver all services. How to reduce demand for our services in the future. How to rethink our current assumptions.
Andrea Hill
Chief Executive
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Advantages of using BSC approach to measure performance
Advantages of using BSC approach to measure performance
Order Instructions:
Dear Admin,
The balanced scorecard’s (BSC) four focus areas are financial, customer, process, and learning and growth. The scorecard incorporates measures derived from an organisation’s strategy. Although retaining financial measures of past performance, the balanced scorecard also introduces the drivers of future financial performance.
Address the following issues/questions:
Critically evaluate the advantages of using the BSC approach to performance measurement and identify critical areas in terms of implementation of the BSC. Should public sector or not-for-profit organisations develop a BSC? Use examples to illustrate your points as well as suitable academic references.
And consider the following questions:
•What are the advantages of using the balanced scorecard?
•What are the critical areas that should be considered in its implementation?
•Should the balanced scorecard be used across different organisations?
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
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Advantages of using BSC approach to measure performance
The success of any business organization in any given sector entirely depends on how all stakeholders and employees of the organization work together for the achievement of the organization’s goals and objectives. The journey towards success starts by the formulation of the mission, vision, and goals of the organization, which are the driving forces (Hill and Jones 2012). The purpose of an organization is achieved by implementing measures and actions that will work towards the achievement of organizational goals, continuous assessment, and improvement of the processes involved. The balanced score card (BSC) is the most efficient tool which can be used by any given organization for strategic management, measure performance and mitigate on areas that the organization needs to concentrate on to achieve success. The strategic vision of any organization requires to be converted into actions that will ensure that the goals are achieved. The balanced score card provides the lead towards the creation of strategic actions and strategies to aid in the performance measurement of the actions deployed towards the achievement of the strategic objectives of the organization (Biazzo and Garengo 2012).
The use of a Balanced Score Card draws huge benefits to any organization and helps the organization to align its resources towards ensuring the objectives are achieved. The balanced score card takes into consideration several perspectives regarding the organization relating to the financial aspect, targeted customers, processes involved and learning and growth of an organization and measures how the actions adopted by the organization towards the achievement of the strategic objectives of the organization (Niven 2010). A balanced score card is critical in ensuring that performance measures are aligned with the organizational strategy that forms the purpose of the organization. The balanced score card helps the management of the organization by pointing out the business operations that need to be adopted and which areas to concentrate efforts on. Through the strategies contained in the business scorecard communication within an organization improves and ensures that all the stakeholders of the organization are aware of the goals and objectives of the organization and clearly understand what they are needed to do.
A balanced score card ensures improved learning and growth in the organization since all the stakeholders are working towards common goals. Assessment and measurement of performance of business operations’ outcomes is easier using the balanced score card since it clearly describes the actions to be adopted by organizations and the expected deliverables (Biazzo and Garengo 2012). The deployment of a balanced score card in business operations improves innovation and creativity of the team and guarantees improvement since feedback can be achieved from the monitoring process and help in the improvement of business operations. A Balanced score card helps in the achievement of competitive advantage, increased satisfaction levels and financial growth for profit making organizations (Hill and Jones 2012).
The implementation of a balanced score card takes into consideration the area of operation and the stakeholders of an organization. The flow of strategies differ in profit making organizations where the financial perspective is above all the other perspectives since organizations need to get a return from their investments. In other sectors such as public sector and not-for-profit organizations, the satisfaction of the stakeholders including the public and the donors is the most important perspective (Redburn, et al. 2015). The availability of the required resources is also critical when implementing the business scorecard. This approach of the measurement of performance can be used across different organizations since any business environment involves resources and customers and performance measurement is very critical regardless of the type of organization (Redburn, et al. 2015).
Hill, Charles, and Gareth Jones. Strategic Management: An Integrated Approach. New York: Cengage Learning, 2012.
Niven, Paul R. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. London: John Wiley and Sons, 2010.
Redburn, F Stevens, Robert J. Shea, Terry F. Buss, and David M. Walker. Performance Management and Budgeting: How Governments Can Learn from Experience. London: Routledge, 2015.
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The assignment is to write a paper based on previous case study. The current assignment is the attachment entitled “Behavioural Intervention Grading Scheme”
and it is to be based on all of the additional attachments which I had done previously. The course I am taking is Autism and Behavioral Science.
There is no minimum requirements for the number of sources you use however as a general guideline an academic paper can have 1 source per hundred words. In regards to the currency of the references, it is generally expected that sources are within 5 years published age. However if you have sourced a reference that is older than this you must demonstrate how it is relevant in your writing.
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Write a 1-page article summary about this article (http://tinyurl.com/aqccr3h) from Forbes.com. Describe the article’s purpose, summarize the main points, and talk about how it’s related to the Human Resources field in general. The format should be double spaced, one inch top and side margins, and 12 pt. Times New Roman font. Please include an MLA style bibliography for this article as a small second page.
There is no minimum requirements for the number of sources you use however as a general guideline an academic paper can have 1 source per hundred words. In regards to the currency of the references, it is generally expected that sources are within 5 years published age. However if you have sourced a reference that is older than this you must demonstrate how it is relevant in your writing.
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Research Question
An authentic critical analysis of Sufism and how do manifestations of Sufism differ, or not, from modern Islamic movements?
Initial plan:
1.What is Sufism?
2.The Origin of Sufism/ Historical Background
3.Pathway of Sufism and their spiritual practice/ the modern day practices of the Sufi’s
4.Sufi orders in contemporary Egypt and their influence on society
5.Sufism and Modern Movements in Egypt such as Brotherhood, Salafi and how they are difference from each other according to their faith (creed), philosophy
and political ideas.
6.Political context in Egypt and Sufism and the role/representation they played during the national crisis like recent revolution and general election.
What is the state of the Sufis in contemporary Egypt in light of the recent developments? / What role are they likely to play or what was their position?
Transformation of Brotherhood.
7.There are fundamental differences between Sufis and Salafi & Brotherhood as well as secularism. So for whom Sufis and their followers did vote for? Or, not
they did take part in Elections?
How do manifestations of Sufism differ, or not, from modern Islamic movements? –This type of issues will be my research Question.
8.In the end, I would like to put forward some proposal to integrate Sufi orders in the mainstream politics in Egypt in a parallel way of their struggle to
please their Lord Allah.
9.Conclusion
PLEASE ALSO NOTE:
1. I personally believe that, Sufism is spiritual life of Islam. In the most cases they are far away from politics or political Islam; although I believe
that they should take part in politics as Prophet Muhammad build an Islamic state in Madinah after his migration.
2. Please bear in mind that, my dissertation supervisor is a pro Sufism and therefore I would like to present ‘Sufism’ on my dissertation in a positive
manner, I don’t want portrait Sufi and Sufism in a negative way.
3. Please identity challenges clearly from British invention to current period.
4. Mention role of Al Azhar University played in support of Sufism.
5. Personally I’m also not agree with the following points:
• There is no solid arrangement regarding the significance of the word ‘Sufi’ and many authors generally debated about its connotation and its validity.
• It is escalating urban population and dispersal of non-religious based education have resulted in bringing in radical tension within the Muslim communities
especially owing to the influence of western societies. It has been ascertained that there has been constant decline of Sufi order in modernizing Egyptian
society
• Sufism is entirely different from Sunni or Shi’a customs and traditions. (Because Sufi people are within Sunni group and their faith and creed also same.
They don’t follow Wahabism as well as they are against any sort of extremism)
• Sufism is used in incongruence to radical version of Islam.
• Sufism in the modern Muslim community reflects as a position taken on radicalism, integration and traditionalism among others.
• The superstition of the people that spring them to honour the saints. (I believe it is not superstitions but their religious and moral duty to honour their
saints)
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The students are expected to display understanding of consumer attitudes and the importance of considering consumer attitudes when designing retail marketing strategies. They should critically evaluate and apply the best model for examining consumer attitudes and discuss the implications of this knowledge for retailers. Students are asked to conduct a research project on consumer behaviour and retail strategy. Students are required to submit a report of 4,000 words for their project.
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
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