Answer:
The Balanced Scorecard for Management Control
Dana's company can deploy the Balanced Scorecard as a strategic management control approach which views organizational performance from four broad perspectives that are all-embracing. These perspectives include the Financial Perspective, the Customer Perspective, the Internal Business-Process Perspective, and the Learning and Growth Perspective. The aim is to ensure that control is not just about one aspect of the organization, but the whole, and a balance is struck by paying equal attention to the elements that make up an organization.
According to a well-known adage, "what you measure is what you get." The BSC approach strategically and holistically measures an organization's performance by identifying all the factors that cause improved organizational outcomes. Therefore, the benefits of using a balanced scorecard include improved internal capacity created by a focus on improving an organization's learning and growth through the Learning and Growth perspective. This cascades to improved internal processes which result from the internal perspective. With improved processes, customers and other stakeholders derive better and maximum satisfaction from the organization. This does not end here. Satisfied customers cause improved financial results, which are distributed to an organization's stakeholders, including the government in form of taxation, dividends for stockholders, and better pay for employees, etc. These stakeholders in turn try to add value to the organization with better processes and operations, improved financing, and business opportunities.
Looking at the value package of BSC, I agree with Dana that the BSC approach is better than using only financial controls alone. While financial controls are at the very core of resource management and operational efficiency in any organization, they do not represent the whole picture of management control. They are the endgames and not the starting strategies for a winning organization.
Explanation:
The Balanced Scorecard (BSC) utilizes a 360 degree approach to achieve effective control of resources toward attaining goals by viewing organizational performance from four broad perspectives, which cover all aspects of any organization. The four perspectives that BSC uses are the Financial Perspective, the Customer Perspective, the Internal Business- Process Perspective, and the Learning and Growth Perspective. By approaching performance evaluation and management with these perspectives, the Balanced Scorecard is able to achieve all-round management control because no aspect of the organization is left behind.
Answer:
B) $12,825
Explanation:
In order to calculate the worst case scenario of sales first we need to calculate the worst case for sales of units.
The Company estimates that 5,000 units will be sold with a 10 percent plus-or-minus range. So, let calculate the worst case for the sale of units, in this case being 90% of the 5,000 unit estimate. Calculate 90% of 5,000, and this gives us 4,500 units as the worst case scenario.
To calculate the the worst case scenario for price, lets use the $3.00 per unit estimated by the Company, and apply the same concept, however, taking into account that sales price has a 5 percent plus-or minus range. So we caclulate %95 of $3.00, and this gives us $2.85 as our worst case scenario for price.
Now, we take our worst case scenario for amount of units and price:
4,500 units x $2.85 = $12,825
$12,825 is the total dollar amount for the worst case scenario of this product.
Because of the Spending multiplier effect, small investment changes will create larger changes, and macroeconomic policy will undergo some improvements and expenditures
Hope this Helps :D
Each player owe Brian 92 cents.
4.99+5.99 = 10.98
10.98/12 = .915 or approximately 92 cents
to check : .915 x 11 = 10.065 + .915 (brian's share) = 10.98
Answer:
Following are the solution to the given question:
Explanation:
Revenue before continuing business 585000
less:income tax -187000
Continuous business revenue 398,000
Operations stopped
Loss of non-compliance -75000
Less: Applicable drop in income tax from 25500 - 49500
net sales 348500
Popular inventory per share
Continued operating revenue ![[\frac{398000}{100000}] \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \$3.98](https://tex.z-dn.net/?f=%5B%5Cfrac%7B398000%7D%7B100000%7D%5D%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%243.98)
Losses on disrupted businesses, tax net![[\frac{-49500}{100000}]](https://tex.z-dn.net/?f=%5B%5Cfrac%7B-49500%7D%7B100000%7D%5D)
Net-0.495
Net profits ![[\frac{348500}{100000}] \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 3.485](https://tex.z-dn.net/?f=%5B%5Cfrac%7B348500%7D%7B100000%7D%5D%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%20%5C%203.485)
