Answer:
the stock price after the acquisition is $37.30
Explanation:
The computation of the stock price after the acquisition is given below:
= Worth of combined synergy ÷ (outstanding shares = harrods shares)
= £194 million ÷ (4 million + 1.2 million)
= £194 million ÷ 5.2 million shares
= $37.30 per share
hence, the stock price after the acquisition is $37.30
We simply applied the above formula so that the correct answer could come
Answer:
In every form of analysis, it is always safer to take a macro or holistic view of the situation. This is true for the investment performance of a manager. One investment decision that went right does not suffice to classify an investment portfolio manager as proficient, neither is one that went south enough to tag him deficient.
The forecasting ability of managers, on the balance of probability, will vary for different cases, with a helicopter view of providing a more accurate measure of their performance.
However, if it was possible to analyse the market for volatility and adjust our forecasts it becomes unnecessary to look at and analyse all the information from a 12-month cycle before coming to terms about the performance of the manager.
Cheers!
Answer:
Firstly i will discuss General electric philosophy. So, what happens is sometimes when you don't put pressure on managers then they become lethargic and slow. For this matter they needs reminder to stay on tip of their game. But at the same time its demotivating too.
Secondly, in Valero energy they believe in psychological safety, to make their employees feel secure and safe. It has great impact on employee performance.
Actually, company's performance is not measured by profit and loss alone. It also measures by other factors like employee safety, employee motivation, impact of policies on employees and bringing positive addition to the life of employee.
General electric is high performing company in terms of profit and revenue. They follow negative reinforcement philosophy.
Both concepts eargs the employees to perform better. But one approach is better i.e to make them feel secure and make them believe that company cares for their career, future and well being. That actually motivates the employee. In return employees works wonders for that company.
In latest HR practices, many professionals are shifting from General electric philosophy to Valero energy philosophy. Because it increases productivity of employee by positive reinforcement. Which actually is better.
Answer: Wide variations in capital structures exist between industries and also between individual firms within industries and are influenced by unique firm factors including managerial attitudes.
Explanation:
Out of the options that are given in the question, the correct option is that wide variations in capital structures exist between industries and also between individual firms within industries and are influenced by unique firm factors including managerial attitudes.
All the other options are false. Debt-to-total-assets ratios varies much among different industries.
Answer:
Explanation:
1. Some of the operational and behavioral benefits that are generally attributed to a participatory budgeting process are as follows:
a) Utilization of the best knowledge of activities in a specific area, because the participants are close to daily operations.
b) Goals that are more realistic and acceptable.
c) Improved communication and group cohesiveness.
d) A sense of commitment and willingness to be held accountable for the budget.
2. Four deficiencies in Patricia Eklund’s participatory policy for planning and performance evaluation, along with recommendations of how the deficiencies can be corrected:
Deficiencies Recommendations The setting of constraints on fixed expenditures includes uncontrollable fixed costs, thereby mitigating the positive effects of participatory budgeting. Rewards should be based on meeting budget and/or organizational goals or objectives. The arbitrary revision of approved budgets defeats the participatory process. The contingency budget should be separate, over and above each department’s srcinal submission. The division manager holds back a percentage of each budget for discretionary use. Managers should be involved in the revision of budgets. Managers could submit a budget with programs at different levels of funding. Evaluation based on budget performance must be accompanied with intrinsic rewards. Divisional constraints could be at a budget "kick-off meeting;however individual limit of controllable expenses should be set by each manager
