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Please answer the following two questions separately. Each question should be 2 or more paragraphs.
1. Focusing on the material related to team building, compare and contrast this MGMT591 session with a team that you are familiar with. In what aspects does the class resemble a team? Are there parallels between the stages of team development and the progression of our class? What type of team formation is going on in this classroom? Does the notion of social loafing apply to our class in any respect?
Please be specific in your examples, and support your opinion with evidence from the text.
2.
- “Help! I have just been assigned to head a new product design team at my company. The division manager has high expectations for the team and for myself, but I have been a technical design engineer for four years since graduating from college. I have never managed anyone, let alone led a team. The manager keeps talking about her confidence that I will be very good at creating lots of teamwork. Does anyone out there have any tips to help me master this challenge? Help!”
- You immediately start to formulate your recommendations. What are the three key things you will advise her to do, and why those three first?
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ACCT 561 University of Jeddah Decision Making Accounting Quiz Worksheet
Over-land’s management is considering the proposal from
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and ...
ACCT 561 University of Jeddah Decision Making Accounting Quiz Worksheet
Over-land’s management is considering the proposal from
FHP. There are many issues involving strategy, cost, risk,
and capacity. Prepare a recommendation to management.
Use the following questions to guide your analysis. 1. Assume Over-land could service the contract with
existing equipment. Use Exhibit 1 to identify the
relevant costs concerning the acceptance of FHP’s
request to add two additional loads per week. Which
costs are not relevant? Why?
2. Calculate the contribution per mile and total annual
contribution associated with accepting FHP’s proposal.
What do you recommend? (Use 52 weeks per year in your
calculations.)
3. Consider the strategic implications (including risks)
associated with expanding (or choosing not to expand)
operations to meet the demands of FHP. Analyze this
question from a conceptual point of view. Calculations are
not necessary. 4. After a closer examination of capacity, management believes
an additional rig is required to service the FHP account.
Assume Over-land’s management chooses to invest in one
additional truck and trailer that can serve the needs of FHP
(at least initially). Assume the annual incremental fixed
costs associated with acquiring the additional equipment is
$50,000. Further, FHP would agree to pay $2.20 per mile
(total including FSC and miscellaneous) if Over-land would
sign a five-year contract. What is the annual number of
miles required for Over-land to break even, assuming the
company adds one truck and trailer? What is the expected
annual increase in profitability from the FHP contract? (Use
52 weeks per year in your calculations.) 5. Over-land has business relationships with independent
contractors, though Alan is reluctant to use them. Another
possibility for expanding capacity is to outsource the
miles requested by FHP. One of Over-land’s most reliable
independent contractors has quoted a rate of $1.65 per
mile. As with question 4, assume FHP would agree to pay
$2.20 per mile if Over-land would sign a five-year contract.
Further, assume Over-land would incur incremental fixed
costs of $20,000 annually. These costs would include
insurance, rental trailers, certain permits, salaries and
benefits of garage maintenance, and office salaries such
as billing. How many annual miles are required for Overland to break even if the miles are outsourced? What is the
expected annual increase in profitability from the FHP
contract? What are your conclusions?
6 a. Why might Over-land use an independent operator if
the variable cost per mile is higher than if the company
had purchased a rig and hired a driver?
b. At what point would management be indifferent
between the scenarios illustrated in questions 4 and 5?
Based on your analysis, would you recommend adding
capacity by purchasing an additional rig or by utilizing
the services of an independent contractor? Why? 7. The case references J. B. Hunt and Landstar as two
publicly traded companies that have two very different
cost structures. This is true because the companies
practice two different philosophies for using (or not
using) owner operators (e.g., independent contractors).
Speculate about the company that may produce higher
profits in periods of high economic demand. Why?
Speculate about the company that may have a less risky
cost structure in poor economic times. Why?
8. All organizations have the potential to perform work,
which is determined by the types of resources and the
organization’s capacity. Effective use of resources can be
critical to a firm in any competitive market. In their efforts
to efficiently use capacity, managers may ask questions such
as: What portion of the available capacity is in use? Of the
capacity in use, what portion is used productively? How can
we increase the productive use of capacity? Why is a portion
of available capacity not in use? Can we eliminate unused
capacity? Over-land’s management is no different. In fact,
management is not exactly clear about how to view capacity.
Discuss the challenges that Over-land’s management faces
with defining and managing capacity. Consider various
definitions of capacity, such as theoretical, practical, normal,
and actual capacity. Based on the facts presented in the case,
prepare an estimate of capacity for Over-land (assuming one
driver per rig without slip seating or team driving).
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Most Popular Content
7 pages
Intercultural Communication 3
It cannot be denied that globalization is on the increase. As a result, businesses are also seeking to diversify their ope ...
Intercultural Communication 3
It cannot be denied that globalization is on the increase. As a result, businesses are also seeking to diversify their operations by increasing their ...
ACCT 561 University of Jeddah Decision Making Accounting Quiz Worksheet
Over-land’s management is considering the proposal from
FHP. There are many issues involving strategy, cost, risk,
and ...
ACCT 561 University of Jeddah Decision Making Accounting Quiz Worksheet
Over-land’s management is considering the proposal from
FHP. There are many issues involving strategy, cost, risk,
and capacity. Prepare a recommendation to management.
Use the following questions to guide your analysis. 1. Assume Over-land could service the contract with
existing equipment. Use Exhibit 1 to identify the
relevant costs concerning the acceptance of FHP’s
request to add two additional loads per week. Which
costs are not relevant? Why?
2. Calculate the contribution per mile and total annual
contribution associated with accepting FHP’s proposal.
What do you recommend? (Use 52 weeks per year in your
calculations.)
3. Consider the strategic implications (including risks)
associated with expanding (or choosing not to expand)
operations to meet the demands of FHP. Analyze this
question from a conceptual point of view. Calculations are
not necessary. 4. After a closer examination of capacity, management believes
an additional rig is required to service the FHP account.
Assume Over-land’s management chooses to invest in one
additional truck and trailer that can serve the needs of FHP
(at least initially). Assume the annual incremental fixed
costs associated with acquiring the additional equipment is
$50,000. Further, FHP would agree to pay $2.20 per mile
(total including FSC and miscellaneous) if Over-land would
sign a five-year contract. What is the annual number of
miles required for Over-land to break even, assuming the
company adds one truck and trailer? What is the expected
annual increase in profitability from the FHP contract? (Use
52 weeks per year in your calculations.) 5. Over-land has business relationships with independent
contractors, though Alan is reluctant to use them. Another
possibility for expanding capacity is to outsource the
miles requested by FHP. One of Over-land’s most reliable
independent contractors has quoted a rate of $1.65 per
mile. As with question 4, assume FHP would agree to pay
$2.20 per mile if Over-land would sign a five-year contract.
Further, assume Over-land would incur incremental fixed
costs of $20,000 annually. These costs would include
insurance, rental trailers, certain permits, salaries and
benefits of garage maintenance, and office salaries such
as billing. How many annual miles are required for Overland to break even if the miles are outsourced? What is the
expected annual increase in profitability from the FHP
contract? What are your conclusions?
6 a. Why might Over-land use an independent operator if
the variable cost per mile is higher than if the company
had purchased a rig and hired a driver?
b. At what point would management be indifferent
between the scenarios illustrated in questions 4 and 5?
Based on your analysis, would you recommend adding
capacity by purchasing an additional rig or by utilizing
the services of an independent contractor? Why? 7. The case references J. B. Hunt and Landstar as two
publicly traded companies that have two very different
cost structures. This is true because the companies
practice two different philosophies for using (or not
using) owner operators (e.g., independent contractors).
Speculate about the company that may produce higher
profits in periods of high economic demand. Why?
Speculate about the company that may have a less risky
cost structure in poor economic times. Why?
8. All organizations have the potential to perform work,
which is determined by the types of resources and the
organization’s capacity. Effective use of resources can be
critical to a firm in any competitive market. In their efforts
to efficiently use capacity, managers may ask questions such
as: What portion of the available capacity is in use? Of the
capacity in use, what portion is used productively? How can
we increase the productive use of capacity? Why is a portion
of available capacity not in use? Can we eliminate unused
capacity? Over-land’s management is no different. In fact,
management is not exactly clear about how to view capacity.
Discuss the challenges that Over-land’s management faces
with defining and managing capacity. Consider various
definitions of capacity, such as theoretical, practical, normal,
and actual capacity. Based on the facts presented in the case,
prepare an estimate of capacity for Over-land (assuming one
driver per rig without slip seating or team driving).
Case Study: Project Management Blues
1. Case overview2. Offering an informed point of view of the problem statement3. What would you do differently, if anythin ...
Case Study: Project Management Blues
1. Case overview2. Offering an informed point of view of the problem statement3. What would you do differently, if anything, given the chance to start this project all over again?4. What should your agenda for tomorrow’s meeting be? Should you press on with your strategy, or is it a change of course in order?5. APA formate; use headings and sub-headings; 1000 words.
18 pages
Acc 345 Final Project 2
The selected company for this project is Apple Incorporation, an entity that designs and sells mobile communication and me ...
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The selected company for this project is Apple Incorporation, an entity that designs and sells mobile communication and media services. The company ...
FastCat Phase II - Step 3: Choose Pay Policy Line
We have 3 structures jobs each one has graph I want to write one paragraph under each one this is example for the paragrap ...
FastCat Phase II - Step 3: Choose Pay Policy Line
We have 3 structures jobs each one has graph I want to write one paragraph under each one this is example for the paragraph:"Figure 5 shows FastCats’ two different pay policy lines. The green
dotted line is lagging the market by 5% and the black dotted line is leading
the market by 5%. The red line illustrates the average pay in the market. We decided
to use the green dotted line as our pay policy because we plan to lag the
market in salary. We chose this option because FastCat needs to focus on
cutting labor costs and raising production. We did not want to lag more than 5%
because we felt that the employees would not be motivated if it were any lower.
Since we are lagging the market, we plan to give incentives for innovation and
high productivity in order to retain our valued employees. 9+"I will send you the graph and all he information.
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