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3 years ago

What are the implications of formal and informal communications to managers at the workplace

Business

1 answer:

exis [7]3 years ago

3 0

Answer:

Formal communication is communication through predefined channels set by organizations. Typically conveyed from top leadership to various departments that funnels down to lower level employees. Formal communication is backed by organizational procedure, and it is necessary to fulfill the goals of the organization. Formal communication is created to increase efficiency within an organization and provides a smooth and streamlined method of communication that travels upward and downward. It is used to easily communicate rules, procedures, and company policy to lower level employees. Also, formal communication is used in situations where documentation is needed to prove or disprove a claim or complaint.

Informal communication is more relational than formal. It is not backed by any predetermined channels and can happen anywhere within the organization. The primary goal of informal communication is to preserve and establish relationships with colleagues, superiors, and subordinates. Since it is not defined by any channels, informal communication moves a lot faster; however, it does not leave a paper trail or official documentation. Informal communication is all about relationships, but it is also critical to businesses because it allows employees to give feedback to their superiors. It facilitates the action of upward interface and enables communication to go both ways efficiently.

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Budget Performance Reports for Cost Centers Partially completed budget performance reports for Delmar Company, a manufacturer of

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Answer:

Delmar Company

Budget Performance Report—Vice President, Production

For the Month Ended June 30

Plant Actual Budget Over Budget (Under) Budget

Eastern Region $4,200,000 $4,250,000 $(50,000)

Central Region 6,175,000 6,200,000 (25,000)

Western Region 8,515,000 8,200,000 $375,000

$18,890,000 $18,650,000 $375,000 $(75,000)

Delmar Company

Budget Performance Report—Manager, Western Region Plant

For the Month Ended June 30

Department Actual Budget Over Budget (Under) Budget

Chip Fabrication $4,300,000 $4,000,000 $300,000

Electronic Assembly 2,575,000 2,500,000 75,000

Final Assembly 1,640,000 1,700,000 $(60,000)

$8,515,000 $8,200,000 $375,000 $(60,000)

b. Memo to Randi Wilkes, Vice President

To: Vice President, Production

From: FC

Subject: Budget Performance Report—For the Month Ended June 30

Date: July 3, 2021

The above-mentioned subject refers.

The production division incurred $315,000 more costs than budgeted. The extra costs are reflected in the increasing cost of producing light duty motors in the Western Region. The overall increase is caused by the regional differences in Chip fabrication and Electronic Assembly.

There is a need to review production activities with these two production processes with a view to reducing costs.

Regards,

Explanation:

a) Data and Calculations:

Delmar Company

Budget Performance Report—Vice President, Production

For the Month Ended June 30

Plant Actual Budget Over Budget (Under) Budget

Eastern Region $4,200,000 $4,250,000 $(50,000)

Central Region 6,175,000 6,200,000 (25,000)

Western Region (g) (h) $(i)

$(j) $(k) $(l) $(75,000)

Delmar Company

Budget Performance Report—Manager, Western Region Plant

For the Month Ended June 30

Department Actual Budget Over Budget (Under) Budget

Chip Fabrication $(a) $(b) $(c)

Electronic Assembly 2,575,000 2,500,000 75,000

Final Assembly 1,640,000 1,700,000 $(60,000)

$(d) $(e) $(f) $(60,000)

Delmar Company

Budget Performance Report—Supervisor, Chip Fabrication

For the Month Ended June 30

Cost Actual Budget Over Budget (Under) Budget

Factory wages $1,450,000 $1,200,000 $250,000

Materials 1,575,000 1,600,000 $(25,000)

Power and light 945,000 900,000 45,000

Maintenance 330,000 300,000 30,000

$4,300,000 $4,000,000 $325,000 $(25,000)

a. = $4,300,000

b. = $4,000,000

c. = $300,000 ($325,000 - $25,000)

d. = $8,515,000 ($4,300,000 + 2,575,000 + 1,640,000)

e. = $8,200,000 ($4,000,000 + 2,500,000 + 1,700,000)

f. = $375,000 ($300,000 + 75,000)

g. = $8,515,000

h. = $8,200,000

i. = $375,000

j. = $18,890,000 ($4,200,000 + 6,175,000 + 8,515,000)

k. = $18,650,000 ($4,250,000 + 6,200,000 + 8,200,000)

l. = $375,000

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2 years ago

Peggy is in the business of factoring accounts receivable. Last year, she purchased a $30,000 account receivable for $25,000. Th

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Answer:

e. None of these.

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3 years ago

Production and sales estimates for April for Crane Co. are as follows: Estimated inventory (units), April 1 19,000 Desired inven

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Answer:

a. 11,000 units

Explanation:

Particulars Amount

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Add: Ending inventory 18,000

Less; Beginning inventory <u>19,000</u>

Number of units expected to be manufactured <u>11,000 </u>

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3 years ago

By participating in as many newsworthy events as possible, such as visiting orphanages or disaster sites, candidates are often a

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3 years ago

An accounting clerk for Chesner Co. prepared the following bank reconciliation:

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Answer:

A. Adjusted balance $17,760

Adjusted balance $17,760

B. $17,760

Explanation:

A. Preparation of a new bank reconciliation for Chesner Co.

Cash balance according to bank statement l

$14,220

Add Deposit in transit on August 31 $6,690

Deduct Outstanding checks $3,150

Adjusted balance $17,760

Cash balance according to company's records $6,570

Add Error by Chesner Co. in recording Check No. 1056 as $820 instead of $280 540

Add Note for $10,300 collected by bank, including interest 10,710

Less Bank service charges 60

Adjusted balance $17,760

B. Based on the above bank reconciliation If a balance sheet were prepared for Chesner Co. on July 31, 2016 the amount that should be reported for cash is $17,760

From the data prepared by the accounting clerk,

b. If a balance sheet were prepared for Chesner Co. on July 31, 2016, what amount should be reported for cash?

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3 years ago

What are the implications of formal and informal communications to managers at the workplace​

What are the implications of formal and informal communications to managers at the workplace