If you are the HR manager, what items should you tell a supervisor to include in order to have adequate documentation? List at least 4 items. When should these items be recorded and why is documentation important?   This is related to documenting misconduct.

Plan production for a four-month period: February through May. For February and March, you should produce to exact demand forecast. For April and May, you should use overtime and inventory with a stable workforce; stable means that the number of workers needed for March will be held constant through May. However, government constraints put a maximum of 5,000 hours of overtime labor per month in April and May (zero overtime in February and March). If demand exceeds supply, then backorders occur. There are 90 workers on January 31. You are given the following demand forecast: February, 80,640; March, 69,120; April, 100,240; May, 40,240. Productivity is four units per worker hour, eight hours per day, 24 days per month. Assume zero inventory on February 1. Costs are: hiring, $46 per new worker; layoff, $66 per worker laid off; inventory holding, $12 per unit-month; regular time labor, $12 per hour; overtime, $18 per hour; backorder, $24 per unit.

Develop a production plan and calculate the total cost of this plan. Note: Assume any layoffs occur at beginning of next month. (Leave the cells blank, whenever zero (0) is required. Negative values should be indicated by a minus sign. Round your answers to the nearest whole number.)

Discussion

Accreditation in KSA. Your opinion regarding: Challenges (at each one of the different system level)

Bob​ Carlton's golf camp estimates the following workforce requirements for its services over the next two​ years:

Each certified instructor puts in 480 hours per quarter regular time and can work an additional 120 hours overtime.​ Regular-time wages and benefits cost Carlton $7,200 per employee per quarter for regular time worked up to 480 ​hours, with an overtime cost of $20 per hour. Unused regular time for certified instructors is paid at $15 per hour. There is no cost for unused overtime capacity. The cost of​ hiring, training, and certifying a new employee is $10,000. Layoff costs are $4,000 per employee. Currently 8 employees work in this capacity.

a. Find a workforce plan using the level strategy that allows for no delay in service. It should rely only on overtime and the minimum amount of undertime necessary. What is the total cost of the​ plan?

​b. Use the chase strategy that varies the workforce level without using overtime or undertime. What is the total cost of this plan? (Enter your response as an integer)

C. Consider the following proposed plan for a different demand scenario. In this​ case, each certified instructor puts in 480 hours per quarter regular time. All other cost and capacity values are the same as above.

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what is one compensation issue and one employee benefits issue for each of the four groups of contingent workers? Why are these issues? What do you think should be done about them?

what obligation do you think the government has to provide assistance to those physically hurt or financially harmed by natural disasters? After all, i is possible to buy private insurance to cover loss and damage. But many individuals cannot afford to buy insurance- r fail to take advantage of the opportunity.

The Accounting Beast Company would like to hire a new account bookkeeper. Before hiring, company need to develop a pay structure and an incentive plan for this position.

1. What benefits would be appropriate for this position and how much would benefits cost to the company?
2. Whether it will be an exempt or non-exempt position, piecework rate, commission, bonuses, or other method of pay?
3. Determine the total cost of the pay and benefits for this position.

For the past decade, your company has encouraged sales teams to work together in a cooperative and cohesive manner. This initiative is closely aligned with one of the company’s core values: “Together, we achieve more.” To motivate sales associates to cooperate with one another in their respective teams, at the end of each fiscal year, team managers evaluate their respective teams by rating them on a number of behavioral dimensions related to cooperation and cohesion. Teams that receive high marks on their evaluations receive year-end bonuses, and this bonus program accounts for 10% of compensation for those working as salespeople; the remaining 90% of compensation is distributed in the form of a base salary. Thus far, the company has found this pay-for-performance system to be quite effective, as team cooperation and cohesion have improved demonstrably. Lately, your company has lost some of its top sales associates to competitors, and exit interviews revealed that some sales associates believed that they were not recognized and rewarded for their unique, individual contributions to the organization—namely, their sales productivity. To address this issue, the company has decided to implement a new pay-for-performance program designed to reward individual sales associates for their sales productivity; specifically, the company plans to implement a sales commission program. This new variable-pay program constitutes 40% of their compensation, and the remaining 60% will be distributed in the form of a base salary (50%) and a team bonus based on manager ratings of team cooperation and cohesion (10%). Ultimately, the organization wants to incentivize team cooperation and cohesion as well as individual sales productivity in an effort to encourage collaboration and individual contributions. Consider the entire compensation package from a systems perspective.

Do you have any concerns regarding the implementation of the new sales commission program? Do you think there will be any unintended consequences? Consider this decision using the following criteria. Please provide the rationale for your answer to each of the questions below.

Is the compensation package legal, ethical, and fair?

Is it evidence based/evidence informed?

Does it foster healthy employee–employer relationships?

Is it time and cost effective?

Does it take a systematic stakeholder perspective?

Considering your analysis, overall, do you think this would be an effective decision? Why or why not?

What, if anything, do you think should be done differently or considered to help make this decision more effective?

write a report about the critical success factors of Total Quality Management (TQM ) implementation in a company.

Hint:

the company working field: designing the armored military vehicle.

the report shall focus on the benchmarking importance

• Analyze the five components of emotional intelligence and their relationship to transformational leadership.
• Discuss how to use transformational leadership combined with the use of emotional intelligence to improve a situation involving teams at work.
• Distinguish between transactional, situational, and transformational leadership and the usefulness of each in impacting team performance.
• Discuss the impact of culture and ethics on the leadership of teams.

Discuss how early American history related or compared to real-world situations like political issues of today's time. Your response must be at least 200 words in length

A product has a daily demand of 26 units per day. Ordering costs are $60 per order. The annual carrying costs are measured at 20% of item value. Your supplier has offered you three item cost/price and quantity scenarios (1) you pay $150 per unit if your order quantity is 199 units or less, (2) you pay $121 per unit if your order quantity is between 200 and 4999 units, and (3) you pay $114 per unit if your order quantity is 5000 units or more. Assume there are 365 days per year. Find the optimal order quantity and total cost for each of these plans and pick the one that is best.

Q1. define the term stakeholders. identify who are the following stakeholders relevant to the municipality and describe their specific concerns, using appropriate examples for each one.

a. Customers

b. Suppliers

c. Strategic Partners

d. Society

e. Owners

Many firms are now including annual corporate social responsibility (CSR) reports on their web­sites. See whether Tesla does so. If they do not, are there other indications of a triple-bottom-line approach, including social and ecological elements, in the firm’s strategies?

Case 24.1 –

It’s Not My Fault Scenario: Cabinets, Inc., is a large manufacturer of modular kitchen cabinets, sold primarily to builders and developers. The company uses a standard cost system. Standard production costs have been developed for each type of cabinet; these costs and any cost variances are charged to the production department. A budget also has been developed for the sales department. The sales department is credited with the gross profit on sales (measured at standard cost) and is charged with selling expenses and any variations between budgeted and actual selling expenses.

In early April, the manager of the sales department asked the production department to fill a rush order of kitchen cabinets for a tract of 120 homes. The sales manager stated that the entire order must be completed by May 31. The manager of the production department argued that an order of this size would take 12 weeks to produce. The sales manager answered, “The customer needs it on May 31, or we don’t get the business. Do you want to be responsible for our losing a customer who makes orders of this size?” Of course, the production manager did not want to take that responsibility. Therefore, he gave in and processed the rush order by having production personnel work overtime through April and May. As a result of the overtime, the performance reports for the production department in those months showed large, unfavorable labor rate variances. The production manager, who in the past had prided himself on coming in under budget, now has very ill feelings toward the sales manager. He also has stated that the production department will never again accept a rush order.

(MUST POST FIRST) Initial Post – As an employee, write an internal memo to your manager addressing the following:

1) Identify any problem that you see in the company’s standard cost system or in the manner in which cost variances are assigned to the responsible managers.

2) Make recommendations for changing the cost accounting system to reduce or eliminate any problems that you have identified.