First-line managers generally require more technical skills and fewer conceptual skills.
Conceptual skills are vital for top managers, less critical for mid-degree managers and no longer required for first-stage managers. As we move from the bottom of the managerial hierarchy to the pinnacle, the significance of these capabilities will upward thrust. Professional first-line managers can pay attention, talk, and write truely and continually, speaking for maximum effect with people at all degrees inside the organization, including team members, superiors, friends, and others. it is specifically important to correctly speak desires and expectations.technical abilities are the most vital for lower level managers because the managers surpervise the workers who produce products or serve clients. Group leaders and first-line managers want technical understanding and competencies to train new employees and help employees remedy problems. Pinnacle managers need sturdy conceptual abilities, whilst the ones at midlevels need top interpersonal abilities and those at lower stages want technical abilities. All managers want robust communication, selection-making, and time-management skills.
Because of this first-line managers need to be skillful hassle solvers who recognize the way to quick expand alternative plans and enforce them within teams. First-line managers have to remain agile and flexible when shifts unavoidably occur within an organizational structure.
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Answer:
equipment 3,700
Explanation:
First we calcualte the values of the machine given up:
<u>traded-out assets</u>
purchased 23000
depreciation <u>20,000 </u>
book value 3,000
fair value 5,000
gain on disposal 2,000
This gain would be recognzie if there was commercial substance. In this case we don't have commercial substance. So it is deffered.
Value given up forthe new equipment:
cash 700
traded-out <u>5,000 </u>
total value 5,700
We subtract the deffered gain on disposal to get the accounting value for the new equipment:
deferred gain (2,000)
accounting value 3,700
The machine will enter the accounting with 3,700
journal entry
equipment 3,700
acc del 20,000
equipment 23,000
cash 700
The actions of Mulally in doing the above can be said to be part of his <u>Strategy </u>for <u>Ford</u>.
<h3>Actions by John Mulally.</h3>
- Were done to turn Ford Motors around so that it would be successful again.
- Involved closing down plants and increasing labor productivity.
John Mulally was the CEO of Ford Motors and when he took over, Ford needed a turnaround in their fortunes. He engineered a series of changes to ensure that Ford would be competitive again.
In conclusion, this was his strategy.
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Answer:
It may lead to groupthink.
It may affect the message's clarity.
Explanation:
Collaborative business message writing has to do with when a group of people creates a project or business message together rather than doing it individually.
Groupthink describes when a group sets asides their personal belief to get a consensus within a group and this can lead to bad decisions as members of the group can sidestep problems in order to fit into a group's decisions.
The clarity of the message can be affected because the different members of the group all have different ideas and would try to sacrifice some of their ideas for the group.
Answer and Explanation:
The journal entry is shown below;
Cash $656,600
Factoring charges (2% of $670,000) $13,400
To Trade Receivables $670,000
(Being recording these receivables)
Here cash and factory charges is debited as it increased the assets and expense while the trade receivable is credited as decreased the assets
