Memorandum To: Supervisor From: John Travolta-Junior Accountant Date: September 3, 2012 Subject: Challenges of Communicating Accounting Changes with Different Groups CC: Learning Team B Communicating changes of any kind can be difficult. When different groups are involved communication issues are compounded. Our firm needs to communicate changes from Standards on Auditing Statement (SAS) 115 to other accountants in the firm, key clients who may have limited accounting backgrounds
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Tell the class briefly (300-400 words) what happened when you sent the memo to the supervisor. How did you feel about making the request? What kind of response were you expecting? What kind of response did you get? Were you satisfied with the manager’s response to you and decision to follow up (or not) with your recommendations? What effects, if any, do you believe your actions will have on the morale, motivation, or future success of the employee? What did this assignment teach you about managerial
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Request For Permission To Pursue Research |Paychex, Inc | |Memo To: Frank Fiorille, Director CC: Michael Silsbee, Risk Management Supervisor: Doug Baxter, Credit and Banking Risk Manager From: Danielle Cole Date: 3/16/2010 Re: Request for research proposal Request for Approval I’d like your approval for me to continue with my research on the benefits of switching to a lockbox for our invoice payments. In this memo, you will find some of the highlighted benefits that I feel will
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resources and production, with the president’s office coordinating the program. Larsen explained, however, that he didn’t have time to get involved with TQM personally because he wanted to spend his time and energy improving profits. Mary Romero, a supervisor of the wire harness assembly team for the drone aircraft, is responsible for 11 people on the swing shift. Her people put together the thousands of color-coded electrical wires that make up a “harness.” Another production team sets the harness in
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Performance Improvement Plan (PIP) Confidential TO: (insert employee’s name) FROM: (insert manager’s name) DATE: (insert date) RE: Performance Improvement Plan (PIP) The purpose of this Performance Improvement Plan (PIP) is to define serious areas of concern, gaps in your work performance, reiterate Composite Maison Inc. expectations, and allow you the opportunity to demonstrate improvement and commitment. Areas of Concern: Observations, Previous Discussions or Counseling:
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progress in meeting your Improvement activities. Goal # Activity Checkpoint Date Type of Follow-up (memo/call/meeting) Progress Expected Notes Follow-up Updates: Date Scheduled Activity Conducted By Completion Date 30-day Update Memo [Supervisor/Manager] 45-day [or 60-day] Update Memo [Supervisor/Manager] 60-day [or 75, or 90 – Day] Status Memo [Supervisor/Manager] Timeline for Improvement, Consequences & Expectations:
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workers is to utilize a mix of a memo and e-mail. In these types of interactions, administrators must express why the modification is essential, what the modification will bring to the company, and develop a fresh mission. Describing the modification to workers will train them on why the modification must be made and provide them insight into the unfamiliar. The new administration mission will assist create company tradition that workers can buy into. Using a memo and e-mail is the most efficient
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advise him on the facts of the case and your opinion of their potential liability. He wants to settle the case. Write a memo to him which states your view of whether the company is exposed to liability on all issues you feel are in play. Include in your memo any laws which apply and any precedential cases either for or against Teddy’s case which impact liability. Include in the memo your suggested “offer of settlement” to Virginia. Back up your offer using your analysis of the case against Teddy’s.
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WENGART AIRCRAFT: BRIEFING NOTES Source: Harvey, D. & Brown, D. (2001). An experiential approach to Organisation Development (6th. Ed.). Upper Saddle River: Prentice-Hall. President Ralph Larsen of Wengart Aircraft has become increasingly concerned about profits. Though he is not fearful of a company takeover, he does feel an obligation to maximize shareholders' return on their investment. He and about a dozen top executives receive sizable stock bonuses, so it is to their advantage to obtain
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and to adopt a “just in time” strategy to reduce inventory. Your supervisor calls you into his office. “Do you know of any existing software products to help ABC keep better track of its inventory?” You mention a particular product that you have worked with in another job and point out that ABC could use it without any modification. The only drawback, you point out, is that this software is somewhat expensive. Your supervisor leans back in his chair, puffs on his cigar and says, “That’s no
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