The Impact of Contingencies on Management Accounting...

TABLE OF CONTENTS ACKNOWLEDGEMENT ii TABLE OF CONTENTS iii 1.0 INTRODUCTION 1 2.0 Contingency Theory on Management Accounting SYSTEM 1 3.0 THE IMPACT OF CONTINGENCIES ON MANAGEMENT ACCOUNTING SYSTEM DEVELOPMENT 2 ( i ) Environment 2 ( ii ) Strategies and mission 3 ( iii ) Technology 4 ( iv ) Firm interdependence 4 ( v ) Business unit, firm, and industry variables 5 ( vi ) Knowledge and observables factors 5 ( vii ) Culture 6 4.0 Summary and Conclusions 6 5.0 REFERENCE BOOKs 7 1.0 INTRODUCTION The management of a company needs to develop cost and management accounting systems which will provide adequate information about main impacts on cost characteristics and companies performance. The cost and†¦show more content†¦* Organisation that is continuously launching new products needs more sophisticated forecasting capability from its system than one that is well established in a stable predictable markets. Internal contingencies are determined as organizational aspects, technology and strategy. The effectiveness of performance measurement and evaluation depends on the internal factors and the management accounting practice. Additionally, feedback from the effectiveness of performance measurement and evaluation of the management accounting practice can be considered features within the environment of an organisation that affect the design of an accounting-based control system include its degree of predictability the degree of competition faced in the marketplace, the number of different product-markets faced, and the degree of hostility exhibited. ( ii ) Strategies and mission The adoption of varying corporate strategies and firms’ strategic mission also determine the level of management accounting system to be in place. The strategies may be to lower the cost or differentiation, defending or prospecting and harvesting or divesting. It is observed that with low cost and defending strategies the firms main focus remains towards standardized or limited product lines, lower costs, economies of scale, and ensuring operatingShow MoreRelatedWhy Firms Should Not Be An Effective Functioning State Of The Corporations1647 Words   |  7 Pagesactions and prohibit inadmissible behaviour. There is a lot management control, including financial and non-financial factors. Ittner and Larcker (2000) stress the limitations of control system based on financial data to measure company performance and support the statement by the survey of U.S. financial services firms. Most of the institutions not satisfied with traditional financially oriented, thus made an extensive change in the control system during the past two years. Therefore, this paper is stronglyRead MoreThe Effect of Contextual Factors on the Design of Management Control Systems1766 Words   |  8 Pagesdesign of Management Control Systems. 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How to Read Shakespeare Dialogue Aloud

On first sight, Shakespeare dialogue may seem daunting. Indeed, the idea of performing a Shakespeare speech fills many young actors with fear. However, you should remember that Shakespeare was an actor himself and wrote for fellow performers. Forget criticism and textual analysis because everything an actor needs is right there in the dialogue – you just need to know what you’re looking for. Shakespeare Dialogue Every line of Shakespeare dialogue is packed with clues. Everything from the imagery, structure, and use of punctuation is an instruction for the actor - so stop looking at just the words in isolation! Clues in the Imagery Elizabethan theater didn’t rely on scenery and lighting to create a scene, so Shakespeare had to carefully choose language that created the right landscapes and moods for his plays. For example, read aloud this passage from A Midsummer Night’s Dream where Puck describes a place in the forest: I know a bank whereon the wild thyme blows,Where oxlips and nodding violet grows. This speech is loaded with words to suggest the dream-like quality of the text. This is a clue from Shakespeare on how to read the speech. Clues in the Punctuation Shakespeares use of punctuation was very different – he used it to signal how each line should be delivered. Punctuation forces the reader to pause and slows down the pace of the text. Lines without punctuation naturally seem to gather momentum and emotional energy. Full stop (.) Full stops naturally bring the sense and energy of the line to a close.Infrequent commas (,)A comma forces a slight pause in delivery to reflect a tiny development or shift in the character’s thought process.For example, read aloud Malvolio’s line from Twelfth Night: â€Å"Some are born great, some achieve greatness, and some have greatness thrust upon them.† Did you notice how the commas forced you to pause and split this sentence into three parts?Repetition of commas (,)Commas can also cause a line to gather in emotional intensity. If you see lots of commas together, evenly spaced and splitting the lines into small snappy chunks, then this is Shakespeare’s way of asking you to emotionally invest in the dialogue and build up its rhythmic intensity, as in this example from King Lear: ... No, no, no life!Why should a dog, a horse, a rat have life,And thou no breath at all? Thou’it come no more;Never, never, never, never, never.Colon (:) A colon signals that the next line should sound as if it is responding to the previous line, as in Hamlet’s â€Å"To be, or not to be: that is the question.† Do Not Add Punctuation If you’re reading aloud a speech written in verse, you may feel the need to pause at the end of each line. Do not do this unless the punctuation specifically requires you to do so. Try to carry the sense of what you’re saying into the next line and you’ll soon discover the correct rhythm of the speech. You should think of a Shakespeare play as a blueprint for performance. All the clues are there in the text if you know what you’re looking for – and with a little practice, you’ll soon discover that there’s nothing hard about reading Shakespeare’s dialogue aloud.

Tort Law Free Essays

In any given situation, it is evidently clear that the company should remain responsible and legally liable to their people or employe and among the consumers that patronize their product. Thus, should there be any accident and/or damages that badly harm these people in the course of exercising their duties, as employees and workers, the company could be held liable and sue to settle their legal obligations in shouldering the damages and lost of these people. As for the case of The Bug Plant located in Shady Town, USA, the employees and the vendor that have been attacked and robbed in the parking lot of the company could possibly file a law suit against the The Bug Plant under the legal offense of Negligence, as written in the Tort Law. We will write a custom essay sample on Tort Law or any similar topic only for you Order Now Given the fact that the incidents of robbery against these people have happened within the premises of the company’s grounds, wherein these people are working as the company’s workers, both of the employees and the vendor could sue the company under the Tort Law, as it is evident that The Bug Plant has failed to ensure the safety and security of these people while staying and performing their duties and responsibilities for the company. More so, with the prior information that the Shady Town has been plagued with a recent crime wave, the case of Negligence could be filed against The Bug Plant, as the company failed to do the necessary adjustment to strengthen their company security and ensure the welfare of their people. Thus, The Bug Plant could be sued under the Tort Law, as they failed to exercise and meet the required standard of care in doing business. Lastly, The Bug Plant could use the notion that the incidents of robbery in the parking lot against the second shift employees have happened after their shift and/or beyond their official work hours, as the BUG’s potential defense. On the other hand, The BUG Plant could also use the fact, as their defense, that the vendor who has been robbed, while waiting for the dock manager, is not their legal employee and that they do not have direct employment connection with this person and they should not be held liable for any damages. References Definition of Tort. (n. d. ). Retrieved June 12, 2009, from http://www. personal-injury-info. net/definition-of-tort. htm Product Liability. (n. d. ). Retrieved June 12, 2009, from http://www. personal-injury-info. net/product-liability. htm How to cite Tort Law, Papers

Management Principles Digital Technological Evolution

Question: Discuss about the Management Principles for Digital Technological Evolution. Answer: Introduction The 21st century has been a stage of digital technological evolution and which has seen a lot of innovations and inventions in the sector. According to Cowan (2012), technology refers to the dominant world domain in commerce; most of the companies depend on ICT to reduce costs, gain competitive advantage and also improve overall performance. Many companies have been developed each progressing at its stage depending on the strategies of management and operations. Most of the technological companies attribute their success to the constant use of teamwork to achieve their goals. According to Schwalbe, (2007), the unpredictability of technology and complexity of the field has led to the need of building strong communication networks between units so as to allow for the frequency of information. No software or technology is simple enough in these companies to get operated upon by one person no matter how educated or talented they are (Lencioni, 2013). There is a need for collaboration of the various technicians and departments so as to achieve maximum coordination and performance. Team performance is based on the overall culture of the organization and in most times, managers lack the necessary team leader skills to make teams work. Skills like strategic planning, communication, and decision-making enable managers to inspire team members and prompt their effectiveness (Beck, 2004). Technology companies apply the use of cross-product function development teams to innovate new products; members may range from the RD, sales and marketing, engineering among other functional units (Cowan, 2012). The managers put in charge of these departments fail to realize the importance of change management and that different teams warrant different approaches to management and distinct cultures since members are different and experiences also differ. Due to the failure to understand their role in developing the team and defining roles, the implicat ions include information asymmetries and lack of objectivity which in the long run leads to failure of the team (Boller, 2005). This case study report aims at analyzing teamwork at Google and the role played by management to enhance the cooperation. Background Google is one of the giants of the technology arena and is highly rated by its users all over the world (Cowan, 2012). It is a publicly traded multi- national company based in the US. It is hard to believe that the company started operations in a garage (Witzel Warner, 2013). Google specializes in internet based transactions that involve search engines, software development, networking, communication, clouding, and advertising among others. Organization owns over one million servers all over the world which process over one billion searches in one day. Their mission is to enable the flow of information all over the world and make it useful and acceptable. Google has in the recent past been interested in teamwork and how it can be improved (Lencioni, 2013). The company was an ideal choice of strategies since it acknowledges the value of team works since the formation of the business itself was based on a team of two Stanford University students, known as Larry Sage and Sergey Brin. In the year 2012, the company established a project known as Aristotle to study the aspect of teamwork that was aimed at providing information about the norms that drive the success of a team. The company managers believed that by understanding the basics and behaviours in social and political aspects of teamwork, they would be able to develop the perfect team that would work together to develop the company products (Tyler, 2015).The survey was an analysis of over a hundred teams all found in the enterprise, in a period of one year. Most of the useful groups were seen to have very stable social relations even when not in the teams while others showed too much formality. Identification of issues and problems From the case study, there are weaknesses in the team effectiveness model of Matts team that are inhibiting the overall performance. Problems arise in the context of the group whereby there is poor leadership, poor evaluation of worker members and hot climate with no established trust. According to Schwalbe (2007), the team is set as a group of people who come together to achieve a common goal. For this to be possible there needs to be a clear set of relevant and attainable goals whereby each member of the team understands why he or she is a member of the team. Lack of objectivity leads to confusion and a deficiency in focus, that may, in turn, result in a lack of seriousness (Beck, 2004). The team; therefore, does not understand their role; hence, produce poor results. The second problem identified is the work design which includes the composition of the group in terms of skills recruited; the task identity and task significance .The survey showed that the members cannot comprehend their identity and significance. This may cause lack of proper motivation for team members that may hinder their effectiveness. It is mistaken most of the time that workers only work to gain monetary compensation which is not the case (Lencioni, 2013). The members of the team may be de-motivated and thus lack effectiveness. Another problem is that the manager does not create time for the team and also has a history of being too friendly so as to gain favor among team members. This scenario is evidenced by the engineer in the previous engineer who could talk and not give others time to speak; the manager did not do anything about that, and so this may also be an issue in this team. There is a lack of proper communication on both sides since the team does not communicate their problems and Matt does not check with them to see if they are okay, he just leaves them to do their work. The three problems are caused by the poor management of the team (Malhotra,2000).The manager may be a bit experienced in the field but does not adapt to change. All teams are different in composition, role, and behaviours, so a manager needs to adjust to the various dynamics of team building. The fact that the team members in Matt's team do not understand their roles shows that the team leader is not actively involved in the group and did not define the goals. Henry Fayol formulated a theory that is meant to guide the management of groups and teams (Malhotra, 2000). The theory talks about effective planning, organization and a good communication system which is lacking in the team setting. Belbin's theory of team building suggests that the behavior of team members is shaped by how well they understand their roles in the team (Kaptan, 2002). According to Malhotra (2000), the theory of action-centered leadership by John Adair states that for a team leader to be effective then he needs to define the goals and objectives of the team and be an active participant of the work, making frequent consultations on progress and offering counsel. It also proves that there are information asymmetries since Matt thought that the team was efficient, yet it had weaknesses. The manager's dis-involvement has led to little motivation about training and complimenting the workers constantly to tell them they are doing a good job. According to Tyler (2015), the theory of motivation by Abraham Marlow states various categories that an employee needs to satisfy; they range from basic needs that can be satisfied by pay but also involve other factors like self-esteem and need for recognition which the manager apparently does not provide. According to Malhotra (2000), McClelland's Human Motivation Theory states that a leader needs to appreciate the efforts of the team constantly so as to motivate them to do even better. The progress theory by Amabile and Kramer states that for a team to be active then the manager needs to be a figurehead, define goals, motivate the workers but most importantly allow them some time on their own to work independently but ensure to check on the progress of projects. Matt should apply this principle to his team (Kaptan, 2002). Possible solutions One of the solutions that need to get implemented is ensuring that roles and responsibilities are clearly defined so as to enhance team focus and objectivity according to the theory of team building by Belbin and the. According to Kaptan (2002), Amabile and Kramer's theory of progress states that the manager also needs to motivate the workers more and be more actively involved in the teamwork ensuring not to affect their independence. McClelland's Human Motivation Theory provides the third solution and states that the manager should understand his role as a figurehead, decision maker and also ensure to appreciate the efforts of the team as a whole and not individuals (Kaptan, 2002). Proposed solution The most important answer is the motivation of team members by the team manger. Most of the problems are just farfetched points that converge at motivation. Even the proper defining of goals acts as a motivator and the active participation of the team leader not to mention the management skills which are meant to organize the team. According to Adetule, (2011), most theories of team building emphasize on the motivation of team members since it is believed to be an essential ingredient to success. Motivation may include training, bonuses, and appreciation (Adetule, 2011). The theory of motivation by Maslow, talks of both intrinsic and extrinsic motivators. The theory X and Y by Douglas McGregor suggests that the output of any team or individual is determined by the conditions of employment and not just the monetary compensation (Lencioni, 2013). Matt, therefore, needs to lay a lot of emphasis on motivating the team and also consult the top managers since Google has a lot of resources to conduct training and give bonuses. This solution will benefit not only Matt's team but also the other teams who will learn from example (Lencioni, 2013). Recommendations One of the areas that need urgent attention is the manager playing his role as a leader and being more involved. This way there will be motivation strategies like training of workers on their functions and also other motivational tools that can be applied within the next two years. The top managers should oversee this process, but the team, and Matt, the team leader also have an important role to play. The improvement of the teamwork will benefit the organization as an example will be provided to how teams and team managers should conduct themselves thus improving the performance of the many teams in the organization which will improve overall performance. References Adetule, J. 2011. Handbook on management principles. Bloomington, Author House. Beck, R. C. 2004. Motivation: theories and principles. Upper Saddle River, N.J., Pearson Education. Boller, S. 2005. Teamwork training. Alexandria, Va, ASTD Press. Cowan, A. 2012. Starting a tech business a practical guide for anyone creating or designing a marketing program or software. Hoboken, N.J., Wiley. Kaptan, S. 2002. Team building. New Delhi, Sarup Sons. Lencioni, P. M. 2013. The five dysfunctions of a team a leadership fable. San Francisco, Calif, Jossey-Bass. Malhotra, Y. 2000. Knowledge management and business model innovation. Hershey, Pa. [u.a.], Idea Group Publishing. Schwalbe, K. 2007. Information technology project management. Boston, Mass, Course Technology, Cengage Learning. Sheldrake, J. 2003. Management theory. Australia, Thomson Tyler, J. 2015. Building great software engineering teams: recruiting, hiring, and managing your team from start-up to success. West, M. A. 2012. Effective collaboration: practical lessons from organizational research. Chichester, West Sussex, John Wiley Sons. Witzel, M., Warner, M. 2013. The Oxford handbook of management theorists.