...Chapter 1, Activity 4 – What HR Managers and Departments Do Today The assignment was to read several business publications, review their contents, and from that compile a list of what HR managers and departments do today. It’s easy to understands that HR managers and departments have a mired of completely different tasks they need to effectively perform. I had several takeaways from both the text and publications I read. The first was how extraordinary each HR representative must be in order to maintain efficiency and must have excellent multi-tasking skills; especially in smaller departments. Even to manage the outsourcing of some of their responsibilities still requires the knowledge and know-how to ensure it’s done correctly. The numerous articles I read support the varying topics HR managers need to track and many of them are constantly changing and/or evolving with new insights to consider. Here is the list I put together. “What HR Managers and Departments Do Today” 1. Defend its HR department business practices. 2. Advise senior leadership and managers. 3. Counsel and/or mediate with/for managers and employees. 4. Diligently keep up on new labor relations and compliance laws. 5. Employee training: new hire, diversity, EEO, etc. 6. Employee personal development, to include wellness programs. 7. Personnel and production analytics review. 8. Manage performance employee reviews, to include promotions and firing. 9. Execute and/or...
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...currently in the middle of a breaking itself down into three different companies (Tyco Integrated Systems, ADT LLC, and Tyco Fire and Security) in an attempt to earn more value. They have recently bout out its main competitor Brinks Home Securities who were operating under the name of Broadview to make this split more successful in terms of providing customers with the products and service they have come to expect from Tyco-ADT. Tyco-ADT has numerous human resources challenges that they are now currently facing and will continue to deal with in the future. The fist being of those challenges deals with the current split in to three companies. Human Resource managers have to work effectively with directors and managers to place people in equally balanced work teams as to ensure that the duties are being met and that the teams put together have a vast range of diversity as to not single out any one group of people (Matthews, 1998). They will also need to handle the stress of employees due to the uncertainty of what will happen with the new team members, and how that plays into the stability of their careers (Matthews, 1998). Tyco ADT human resources managers, especially during the split are task with handling the mass influx of uncertainty of who will be working with what company, job security and out placement or out sourcing of certain positions. They will also deal with the uncertainty of how those roles would change if moved to a different company of project than what they are currently...
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...NutroBalance Project Management Section One Dear Alex, The project as it is currently scheduled will take 138 working days to complete and its expected completion is April 25th, 2012. The critical tasks in this project are task IDs 1, 2, 3, 4, 5, 9, 11, 12, & 13. These are: * 1 - Identify Target Consumers * 2 - Recruit Test Subjects * 3 - Screen Test Results * 4 - Finalize Test Subjects * 5 - Prepare Product * 9 - Test the Subject * 11 - Input Actual Data into Database * 12 - Analyze Actual Data * 13 - Prepare Findings Report Section Two The NutroBalance company produces a line of weight loss supplements and nutritional snacks. Ultra, a weight loss supplement which is geared primarily towards men who lift weights and do cardiovascular exercises, have been a big success. Therefore the company wishes to replicate this success by formulating the Ultra pills to target other segments of the workout population. UltraMAX, a new product, is geared toward women who also lift weights and do cardiovascular exercises. Because the core of the product has already been produced, the project to introduce UltraMAX to the workout world really boils down to seeing whether UltraMAX produces results in women as good as those that Ultra does in men. There are four professionals that will be working in the project to test the UltraMax effects in women. These resources include Sarah, Robert, Tony, and Lisa. There are many options that can...
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...Seligram and Managerial Accounting Wrap-Up 15.501/516 Accounting Spring 2004 Professor S. Roychowdhury Sloan School of Management Massachusetts Institute of Technology May 10, 2004 11 Seligram ETO ¾ ETO: A support department / cost center ¾ Who are ETO’s customers? – the departments producing ICA, ICB, Capacitor, Amplifiers and Diodes ¾ Customers have to bear the cost of maintaining and operating ETO. ¾ Any signs of problems? 12 Main Questions ¾ Is the current costing system – using direct labor dollar as the single allocation base - adequate? Are there signs in the case that it is not? ¾ Why does the current system exist? ¾ As time has passed, which kind of testing within ETO is actually causing overheads for other departments? What are overheads being allocated by? ¾ Therefore, getting which kind of testing (basic or advanced) done internally has a cost advantage over outside markets? Departments that use basic testing are “overcosted” Departments that use advanced costing are “undercosted” ¾ What happens if departments that are mainly getting basic testing done leave? Excess capacity – our old enemy, the death spiral 13 1 The Two Alternate Allocation Systems ¾ Each takes total overheads of $4,714k and splits it into two parts: 685k, to be allocated based on direct labor dollars 4,029k, to be allocated based on machine hours ¾ The second further splits the 4,029k into Main Test Room hours...
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...CHAPTER 5: Short-Term Decisions and Accounting Information Multiple Choice a 1. The salary or wage that you could be earning while you are taking this test is a. an opportunity cost. b. a sunk cost. c. an incremental cost. d. a joint cost. d 2. The kind of cost that can be ignored in short-term decision making is a. a differential cost. b. an opportunity cost. c. a relevant cost. d. a sunk cost. b 3. The role of sunk costs in decision making can be summed up in which of the following sayings? a. Nothing ventured, nothing gained. b. Bygones are bygones. c. A penny saved is a penny earned. d. The love of money is the root of all evil. c 4. Allocated costs are a. generally separable. b. generally variable. c. generally common. d. especially important in deciding whether to drop a segment. a 5. The Robinson-Patman Act forbids charging different prices to different customers unless a. the price differences are justified by differences in distribution costs. b. prices offered competitors are fully disclosed to all customers. c. such prices produce profits no greater than normal profits. d. the customers are located within the seller's state. c 6. A product should be dropped if a. it has a negative incremental profit. b. it has a negative contribution margin. c. dropping it will increase the total profit of the company. d. it is...
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...CHAPTER 21 INCREMENTAL ANALYSIS OVERVIEW OF BRIEF EXERCISES, EXERCISES, PROBLEMS, AND CRITICAL THINKING CASES Brief Exercises B. Ex. 21.1 B. Ex. 21.2 B. Ex. 21.3 B. Ex. 21.4 B. Ex. 21.5 B. Ex. 21.6 B. Ex. 21.7 B. Ex. 21.8 B. Ex. 21.9 B. Ex. 21.10 Learning Objectives 1, 3 2–4 1, 2, 4 2, 4, 5 2 2 4 1, 3, 4 2–4 2–4 Topic Using average unit costs Make or buy Joint cost allocation Outsource a product Opportunity costs Identifying costs Allocating productive capacity Match decision and relevant costs/revenues Sell at split-off or process further Scrap or rebuild Skills Analysis Analysis, judgment Analysis, judgment Analysis, judgment Analysis Analysis, judgment Analysis Analysis Analysis Analysis Exercises 21.1 21.2 21.3 21.4 21.5 21.6 21.7 21.8 21.9 21.10 Learning Topic Objectives Skills Accounting terminology 1–5 Analysis 1, 2 Analysis, communication, Real World: Home Depot judgment Incremental, sunk, and opportunity costs 1–3 Analysis Incremental analysis: Accepting a special order Scarce resources 1–4 Analysis Special order decisions and opportunity costs 1–4 Analysis Incremental analysis: Make or buy decision Make or buy decision Sunk costs: Scrap or rework decision Scarce resources Joint products 1–4 1–4 1–4 1–4 1–4 Analysis Analysis Analysis Analysis Analysis, communication, judgment Analysis Analysis, judgment Analysis Analysis, judgment Analysis, communication, research 21.11 21.12 21.13 21.14 21.15 Joint processes: Sell or process further Pricing a special...
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...The CIPD HR Profession Map is a widespread view on how within an organisation the HR department functions and adds value. It also shows what the role of a HR member from all levels based on the individual’s qualification and experience forms of. The map has been designed to support HR professionals at every stage of their career and sets out the global standards for HR. The clear and flexible framework has been developed for career progression in recognition to the fact that HR roles and career progression vary. The Map Contains 3 key elements: 1. Professional areas - what HR practitioners need to do and know 2. Behaviours - how to carry out activities, divided into four bands of competence from beginner to leadership 3. Bands and transitions - how to develop from one role to another, split into four bands of competence which illustrate the hierarchy of the profession. The HRP Map is built on two key professional areas; Strategy, Insights & Solutions - Develops actionable insights and solutions, prioritised and tailored around a deep understanding of business, contextual and organisational understanding. Leading & Managing – Provides active, insight-led leadership: own, shape and drive yourself, others and activity in the organisation. Whilst working within a HR role you must always consider the 8 behaviours and ensure that these are being achieved or you are working towards achieving them. These behaviours are as follows; 1. Curious - Is future-focused...
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...minimum (consider the reader’s eye strain). 1. Analyze the current process. Using the process flow map (available on CTools) of the current process at Receiving Plant No.1, mark the capacity and utilization of each of the resources. Show the flows of wet and dry berries separately. First we receive 18,000 barrels over a 12 hour period which leads to a 1,500 bbl/ Hr, Then 75% of 1,500 total berries per hour equal 1,125 bbl/Hr and the remaining 25% or 375 bbl/Hr are dry berries. While our Dumper is holding a capacity of 3,000 bbl/Hr and utilizing only the 1,500 bbl/Hr we are receiving. Those berries would then split up in the dry and wet storage bins. Dry bins have a capacity of 4,000 bbl/Hr which is 16 bins holding 250 bbl/Hr each. Whereas the wet bins kept a storage capacity of 3,200 with 8 bins holding 250 bbl/Hr each and 3 holding 400 bbl/Hr each. The dry berries would then go on to the 3 Destoners with a capacity of 1,500 bbl/Hr per each, which we only need one at the current rate of utilization of 375 bbl/Hr. After that the dry berries would join the Wet berries at the 3 Dechaffers with a capacity of 1,500 bbl/Hr per each, one Dechaffer is used for dry (1500 capacity) while the other two (3000...
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...GenRays Matrix Template Project Management Knowledge Areas Project Integration Management Recommended Tool(s) Expert Judgment Interviews Justification for Tool These particular tools were chosen give shape to the HRIS project for GenRays. From studying the interviews of key stakeholders and their expert opinions, a collection of functions can be identified so that the HRIS deliverable’s function/purpose is defined. This initial planning will help to develop the Project Charter and set the stage for all the work that need to be performed. GenRays has subject matter experts on staff whose input it vital to produce an HRIS that meets the particular needs of the GenRays staff. We need to make sure that all of the work required to produce a HRIS product for GenRays is done. We also want to ensure extraneous work is avoided to keep GenRays costs low. We will use the interviews here to determine how the project’s scope will be defined, validated, and controlled. GenRays had reached the ROI point very early with the last on the project and defining scope well here will allow for a similar success. Decomposition of the work that needs to be done is a tool that will help aid in identifying the exact work that needs to be done and help to create the WBS. To further, ensure that the project runs smoothly and stays on track. We will use tools to track and manage the project’s completion. We can use the process of Decomposition that we have used to break down the projects’ scope...
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... Findings Q.1. Tarmac have 5 very clear goals and like to make sure that they are clearly defined and easily remembered, they do this by using a mnemonic 'Dream', this stands for Develop markets, Reduce costs, Engage employees, Act responsibly and Manage assets. They work toward meeting these goals by focusing on each goal differently, they work towards developing the markets by working closely with their key customers to ensure that they can do this right they split up the organization into three businesses, this will allow them to develop each area separately with the right people with the right skills in each area which will help them towards achieving their goals. Q.2. Tarmac has chosen a matrix structure with the focus being on functional areas and customers, this allows them to focus on their customers properly and give them the attention that they need in the right areas. The size of Tarmac has had a massive part in the effect of how they have decided to split up their business as they have split into 3 businesses (Tarmac Quarry materials, Tarmac building products, International), this is so that they can recruit the right people in the right...
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...Costs (ii) Setup Labor Costs (iii) Packaging & Shipping costs C. Unit Level Activities (i) Machine utilization cost Calculation for cost per unit (per piece) for each of the overhead activities for the 3 products Machine Valve Pump Flow Controller Total Machine hours 3750.00 6250.00 1200.00 11200.00 Machine hrs / unit 0.50 0.50 0.30 machine related exp. 336000.00 Cost / machine hrs 30.00 $ Machine / unit 15.00 15.00 9.00 Engineering Valve Pump Flow Controller Total Hrs Engg Work hrs 250.00 375.00 625.00 1250.00 Engg Work hrs / unit 0.03 0.03 0.16 Engineering Cost 100000.00 Cost / engg work hr 80.00 $ engg hrs / unit 2.67 2.40 12.50 Receiving & Prod.Control Valve Pump Flow Controller Total No. of Prod. Runs 10.00 50.00 100.00 160.00 No. of components 4.00 5.00 10.00 Receiving & Prod. Control Cost 180000.00 Cost / Prod. Run 1125.00 Total Cost for all components of a prod. 11250.00 56250.00 112500.00 $ Receiving Cost / unit 1.50 4.50 28.13 Setup cost Valve Pump Flow Controller Total No. of Prod. Runs 10.00 50.00 100.00 160.00 Set up labor cost 40000.00 Cost / Prod. Run 250.00 Total Cost 2500.00 12500.00 25000.00 $ Setup cost / unit 0.33 1.00 6.25 Packaging & Shipping Valve Pump Flow Controller Total No. of shipments 10.00 70.00 220.00 300.00 Shipping Cost...
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...directors of the subsidiaries of a large scandinavian multinational, Norge Electronics. Silva is the administrative director (finance and administration, HR, legal) of the division’s sales subsidiary – Norge electronics Portugal. Silva had been asked by the vice president of human resources to present to the personel directors what have been achieved in portugal. The evening before his presentation, Silva recieved a fax from a consultant he hired in Portugal with the preliminary results of climate study. The consultant’s report is not what Silva expected and, in fact, raises questions about the effectiveness of a series of change actions implemented over the past two years. The case describes in detail actions taken by Silva to ‘profesionalize’ HR management in the Portuguese sibsidiary. The annual meeting of personel directors In his hotel room in the city of Oslo, Joao Silva reviewed the presentation he would make the following day. Altough he felt prepared, he was somewhat apprehensive. He had just recieved by fax from a consultant in Lisbon the preliminary results of a climate study of Norge Portugal. He had commisioned the consultant’s study on the advice of Norge’s vice president of human resources, with the understanding that the results would be included in his presentation, as initial evidence of the progress made in HR management in his country. The next day, the annual meeting of Norge’s personel directors would take place. Silva would meet the personel directors...
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...Answers Fundamentals Level – Skills Module, Paper F5 Performance Management 1 Chaff Co (a) June 2008 Answers When assessing variances it is important to consider the whole picture and the interrelationships that exist. In Chaff there appears to be doubt about the wisdom of some of the decisions that have been made. Favourable variances have been applauded and adverse variances criticised and the managers in charge dispute the challenge to their actions. Purchasing manager. The purchasing manager has clearly bought a cheaper product, saving $48,000. The cause of this is not specified and it could be due to good buying or negotiation, reductions in quality or changes in overall market conditions. We are told the market for buying seeds is stable, so there is more likely to be an internal reason for the problem. The material usage variance is significantly adverse, indicating much more waste than is normal has occurred in month 1. This suggests that the quality of the seed bought was poor and as a result a $52,000 excess loss has occurred. It is possible that the waste was caused by the labour force working poorly or too quickly and this has to be considered. The sales price achieved is also well down on standard with the sales price variance showing an $85,000 loss of revenue and (therefore) profit. We are told that the market for sales of brown rice is stable and so it is reasonable to presume that the fall in sales price achieved is as a result of internal quality issues...
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...Resource Profession Map (HRPM), also identify different effective communication skills, understanding customer needs and how to delivery effective service. Activity 1 Human resource professional map The Human Resource Map also known as HRPM has been developed to help Human Resources practitioners and organisations to be successful and effective in their role and also to develop further in their career. The HRPM is broken up in to four key components – Professional areas, behaviours and band and transitions. There are ten professional areas, two of them being Core professional areas – Insights, Strategy, and Solutions and Leading HR. The first core professional area insights, strategy and solutions show the direction of the profession as a practiced business discipline with a people and organisation specialism. Secondly leading HR has three main areas for leadership to develop, personal leadership, leading others and leading issues. Next there are eight other professional areas – Organisational design which ensures the organisation is set up to achieve objectives in both the short and long term and that structural change are managed efficiently. Organisational development provides the organisation to have a committed workforce and that culture, values, support, performance and adaptability are assessed and developed. Resourcing and talent planning is all about making sure the organisation appeal to key people and meets balance of resource. Learning and development ensures...
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...stores were split into different sections like kitchen, laundry, office with their individual showcase. The company had a fundamental HR philosophy behind their ongoing success. Their philosophy was reflected in their activities and practice used which helped to develop an excellent organizational culture. The company provided huge effort and time to recruit and select employees by HR staffs. The firm spent enough time training its employee. They paid higher salary than other retail stores. The company was committed to provide excellent career opportunity for employees. The managers of the company used to keep constant communication with their employees, play as more team leader than supervisor. Sales at the firm have increased 20–25% each year. On HR measure, the employee turnover rate has averaged 15–25% yearly, compared to the 100% rate common in retail jobs. Obviously, the Container Store has the “right package” that enables its employees to be significant contributors to its success. General overview of the Company The Container Store: the original storage and Organization Store The Container Store established by Kip Tindell (Tindell), Garrett Boone (Boone), and John Mullen in 1978 was a leading storage and organization products retailer in the US. The store offered a range of storage solutions for home and office needs that were aimed at optimizing the customer's space as well as time. The structure of the company stores were split into different...
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