Answer:
Materials quantity variance and labor efficiency variance.
Explanation:
Material quantity variance is defined as the difference that exists between the actual amount of a material that is used in production and the expected amount to be used. It measures the efficiency with which a raw material is converted into product.
MQV is calculated by multiplying standard price of material by difference between standard quantity and actual quantity.
Labour efficienct rate on the other hand measure efficiency of using labour.
It is calculated by multiplying standard labour rate with difference between standard labour amount and actual labour amount.
Answer:
B. Greater efficiency
Explanation:
Efficiency, in this case, will refer to achieving the desired results with minimal or no wastage. A distribution manager has the responsibility to ensure goods get to their destination as scheduled. The manager's efficiency will be gauged by the speed, accuracy, and safety of deliveries.
Other than cost savings, the distribution manager has to aim at achieving greater efficiency. Customer service and pricing are functions of other managers.
<span>The statement that formal planning means specific goals are formulated and never reduced to writing but simply communicated is false.
</span><span>In opposite formal planning is type of strategic planning that includes writing of the organization's goals and objectives. The given definition refers to the informal planning. </span>
You said that S = 2(lw + lh + wh)
Divide each side by 2 : S/2 = lw + lh + wh
Subtract 'lh' from each side: S/2 - lh = lw + wh
Factor the right side: S/2 - lh = w(l + h)
Divide each side by (l + h) : (S/2 - lh) / (l + h) = w
The performance management approach that uses job performance evaluations to identify a company's best, average, and worst performing employees, using person-to-person comparisons, is known as "forced ranking".
<h3>What is forced ranking?</h3>
The contentious practice of "forced ranking," which grades employees against one another rather than against performance standards, is very popular in corporate America.
The problem with forced ranking are-
- This can lead to a lack of motivation and disengagement among employees as well as unneeded internal competition that can harm collaboration, creativity, and innovation and divert attention from market competition.
- Although contentious, forced ranking systems are legal. Employers who choose to take action based on those rankings, however, run a number of legal dangers.
The forced rankings beneficial from an employee perspective, here are reasons-
- This system teaches a manager how to assess employees objectively with the right management training.
- When the management system needs to be improved or formalised, forced rankings are advantageous.
- An essential component of business is analysing trends and developments.
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