Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
MBA Strategic Management Individual project on Procter & Gamble. I performed a strategic situation analysis of both internal and external factors for the purpose of value creation through strategic formulation and implementation.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
MBA Strategic Management Individual project on Procter & Gamble. I performed a strategic situation analysis of both internal and external factors for the purpose of value creation through strategic formulation and implementation.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Winning the Budget Game: How to Get the Money You Need for IT Every TimeNicole Forsgren
Getting the resources your team needs is a matter of knowing just enough about finances to communicate what you want, and explaining how it will benefit the company. The trick is to speak their language. Learn the basics of budgeting, benchmarking, resource allocation, cost-benefit analysis, and communicating costs using tools like net present value. Understand the importance of your business cycle and the difference between cap-ex and op-ex. These are slides from a half-day course that also covers spreadsheet magic, like pivot tables and pivot charts.
Actual Cost Vs Plan Projection Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Are you facing trouble in creating a professional presentation on the concept of actual cost vs plan projection? Do not worry! SlideTeam has come up with the predesigned actual cost vs plan projection PowerPoint presentation slides. Using this actual vs forecast PPT presentation, you can represent an organization future revenue and expenditure. This planning budgeting and forecasting presentation PPT includes a template on relevant sub-topics such as actual cost vs budget, month wise budget forecasting, overhead cost budget analysis, quarterly budget analysis, master budget vs actual variance analysis, actual vs budget analysis, actual vs target variance, budget vs plan vs forecast, forecast vs actual budget, and forecast and project. It also covers a template on budget vs forecast vs. actual. With the assistance of these financial planning PPT slides, you will be able to achieve an organization economic prosperity. Employ this PPT presentation to compare the past and present report to predict the future performance of an organization. Our PowerPoint designers have used visuals and images of charts and graphs so that you can quickly represent the financial statistics of the business. So, do not wait; download this actual vs. forecast PPT presentation. Achieve the correct ambiance with our Actual Cost Vs Plan Projection Powerpoint Presentation Slides. Create the exact atmosphere you desire. https://bit.ly/3qIdZO5
How to Build a Great Cloud/SaaS Business Case Analysis for Technology InvestmentGotransverse
Shifting from a CAPEX to an OPEX model is one of the many potential benefits when considering cloud-based technology solutions. In this presentation, Drew Wright, co-founder of Technology Finance Partners and expert in ROI and SaaS pricing strategies, will help shed light on the economics of the cloud and provide insights into quantifying the financial benefits of smart technology investments.
Discussion Board Rubric
Proficient
Novice
Introduction and quality of discussion’s Argument
1 point
It is consistent with application in research related to its context. Clarity of ideas.
0.50 point
The topic has a partially weak association to clarity of ideas and related topic.
Objectivity of Tone, overall quality & Review of Literature in APA 6th format within past 7 years
1 point
Tone is consistent, addressed professionally and objectively.
Evidence in literature supports arguments.
0.50 point
The tone is not consistently objective. Partially poor evidence in review of literature.
Quality of Reply posts
0.5 point
Consistent clarity and supported by research evidence.
0.25 point
Partially lack of clarity or lack of support with research evidence.
Balance Sheet RatioChoice HotelsRatiosSeptember 30, 2018 9 Month EndDec. 31, 2017Formulas* Prof feedback: Working Capital is wrong for both years and Total Asset Turnover are all wrong. Since you did not show your work, I can't determine what is wrong.Current ratio0.941.41current ratio = current assets / current liabilitiesConsolidated Balance Sheets - USD ($ in Thousands)Sep. 30, 2018Dec. 31, 2017Working capital$ (663,823.00)$ (641,918.00)working capital = current assets – current liabilities$ in ThousandsTotal Asset Turnover ratio0.250.27total asset turnover ratio = net sales / total assetsNote: Net sales can be described as operating income from the income statement.Current assetsCash and cash equivalents$ 30,916$ 235,336Receivables (net of allowance for doubtful accounts of $15,509 and $12,221, respectively)$ 185,586$ 125,870Income taxes receivable$ 308$ - 0Notes receivable, net of allowance$ 32,642$ 13,256Other current assets$ 31,163$ 25,967Total current assets$ 280,615$ 400,429Property and equipment, at cost, net$ 117,610$ 83,374Goodwill$ 173,641$ 80,757Intangible assets, net$ 263,923$ 100,492Notes receivable, net of allowances$ 83,034$ 80,136Investments, employee benefit plans, at fair value$ 21,542$ 20,838Investments in unconsolidated entities$ 107,905$ 134,226Deferred income taxes$ 32,730$ 27,224Other assets$ 80,037$ 67,715Total assets$ 1,161,037$ 995,191Current liabilitiesDeferred RevenueAccounts payable$ 71,684$ 67,839Deferred revenue consists of the following:Accrued expenses and other current liabilities$ 78,591$ 84,315December 31,Deferred revenue$ 65,810$ 52,14220172016Current portion of long-term debt$ 1,099$ 1,232(in thousands)Liability for guest loyalty program$ 82,346$ 79,123Loyalty programs$127,921$115,851Total current liabilities$ 299,530$ 284,651Long-term debt$ 781,433$ 725,292Initial, relicensing and franchise fees8,9059,352Long-term deferred revenue$ 107,370$ 98,459Deferred compensation and retirement plan obligations$ 26,137$ 25,566Procurement services fees3,9397,668Income taxes payable$ 26,276$ 29,041Deferred income taxes$ - 0$ 39Other346347Liability for guest lo.
Encoursa Webinar: Developing Your First Cost and Price ProposalRobert E Jones
Contracts subject to the submission of cost or pricing data, (flexibly-priced contracts), require an acceptable basis of estimate including hours and dollars by line item, time-phased to match the project schedule, and sufficient detail to support the effort proposed. This course will dive into the complexity of those details and show you how to maximize profit and ensure regulatory compliance by preparing an adequate basis of estimate for every contract, regardless of type, when developing your cost and price proposal.
Actual Cost Vs Budget Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Presenting this set of slides with name Actual Cost Vs Budget Powerpoint Presentation Slides. The stages in this process are Actual Cost Vs Budget, Marketing Budget, Plan Vs Forecast. https://bit.ly/3HhsBcS
Actual Cost Vs Budget PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Actual Cost Vs Budget PowerPoint Presentation Slides.The stages in this process are Actual Cost Vs Budget, Marketing Budget, Plan Vs Forecast.
Compensation Toolbox: Guidelines for Building an Effective Compensation PlanPYA, P.C.
PYA Consultant Allison Wilson recently presented "Compensation Toolbox: Guidelines for Building an Effective Compensation Plan" at the Medical Group Management Association (MGMA) 2015 Financial Management and Payer Contracting Conference, March 1-3, in Phoenix, Arizona.
Actual Cost Vs Plan Projection PowerPoint Presentation Slides SlideTeam
Are you facing trouble in creating a professional presentation on the concept of actual cost vs plan projection? Do not worry! SlideTeam has come up with the predesigned actual cost vs plan projection PowerPoint presentation slides. Using this actual vs forecast PPT presentation, you can represent an organization future revenue and expenditure. This planning budgeting and forecasting presentation PPT includes a template on relevant sub-topics such as actual cost vs budget, month wise budget forecasting, overhead cost budget analysis, quarterly budget analysis, master budget vs actual variance analysis, actual vs budget analysis, actual vs target variance, budget vs plan vs forecast, forecast vs actual budget, and forecast and project. It also covers a template on budget vs forecast vs. actual. With the assistance of these financial planning PPT slides, you will be able to achieve an organization economic prosperity. Employ this PPT presentation to compare the past and present report to predict the future performance of an organization. Our PowerPoint designers have used visuals and images of charts and graphs so that you can quickly represent the financial statistics of the business. So, do not wait; download this actual vs. forecast PPT presentation. Achieve the correct ambiance with our Actual Cost Vs Plan Projection PowerPoint Presentation Slides. Create the exact atmosphere you desire.
Assignment Exercise 6–1: Allocating Indirect Costs
Study Table 6–1, Example of Radiology Departments Direct and Indirect Cost Totals, and Table 6–2, Example of Indirect Costs Allocated to Radiology Departments, and review the chapter text describing how the indirect cost is allocated. This assignment will change the allocation bases: A) Volumes, B) Direct Costs, and C) Number of Films.
Required
Compute the costs allocated to cost centers #557, 558, 559, 560, and 561 using the new allocation bases shown below. Use a worksheet replicating the set up in Table 6–2. Total the new results.
1. The new allocation bases are:
2. A) Volumes
3. 120,000
4. 130,000
5. 70,000
6. 110,000
7. 70,000
8. 500,000
9. B) Direct costs
10. $1,100,000
11. $700,000
12. $1,300,000
13. $1,600,000
14. $1,300,000
15. $6,000,000
16. C) No. of films
17. 400,000
18. 20,000
19. 55,000
20. 25,000
21. 20,000
22. 520,000
23.
Using a worksheet replicating the set up in Table 6–1, enter the new direct cost and the new totals for indirect costs resulting from your work. Total the new results.
Assignment Practice Exercise 7–I: Analyzing Mixed Costs
The Metropolis Health System has a system-wide training course for nurse aides. The course requires a packet of materials that MHS calls the training pack. Due to turnover and because the course is system-wide, there is a monthly demand for new packs. In addition the local community college also obtains the training packs used in their credit courses from MHS.
The Education Coordinator needs to know how much of the cost is fixed and how much of the cost is variable for these training packs. She decides to use the high-low method of computation.
Required
Using the monthly utilization information presented below, find the fixed and variable portion of costs through the high-low method.
Month
Number of Training Packs
Cost
January
1,000
$6,200
February
200
1,820
March
250
2,350
April
400
3,440
May
700
4,900
June
300
2,730
July
150
1,470
August
100
1,010
September
1,100
7,150
October
300
2,850
November
250
2,300
December
100
1,010
Assignment Exercise 7–1: Analyzing Mixed Costs
The Education Coordinator decides that the Community College packs may be unduly influencing the high-low computation. She decides to re-run the results omitting the Community College volume.
Required
24. Using the monthly utilization information presented below, and omitting the Community College training packs, find the fixed and variable portion of costs through the high-low method. Note that the college only acquires packs in three months of the year: January, May, and September. These dates coincide with the start dates of their semesters and summer school.
25. The reason the Education Coordinator needs to know how much of the cost is fixed is because she is supposed to collect the appropriate variable cost from the Community College for their packs. For her purposes, which computation do you believe is better? Why?
Month
...
Preparing Your Exit Strategy from Veterinary PracticeOculus Insights
Dr Mike Pownall presented a half day session during the Oculus Insights 2017 EU Summits in Amsterdam on planning an exit strategy for practice owners for any type of veterinary practice.
SBC 2020-Left Brain Professionals: Developing Your First Cost & Price Proposal Robert E Jones
Contracts subject to the submission of cost or pricing data, (flexibly-priced contracts), require an acceptable basis of estimate including hours and dollars by line item, time-phased to match the project schedule, and sufficient detail to support the effort proposed. This course will dive into the complexity of those details and show you how to maximize profit and ensure regulatory compliance by preparing an adequate basis of estimate for every contract, regardless of type, when developing your cost and price proposal.
Similar to Xyberspace Consulting Case Analysis (20)
6.
RB
Problem
Actual costs were allocated at the end of the year and
they were higher than the consulting group’s budget.
The significant differences between the budgeted and
actual cost rates surprised David Anderson
•
He received a large portion of the bill
•
Responsible for a profit center
•
Variation due to nothing on his part
7. RB
Single Rate
Budgeted
Actual
+/-‐
Total
Salaries
$250,000
$265,000
$15,000
Benefits
$50,000
$53,000
$3,000
So8ware
Licenses
$20,000
$27,500
$7,500
Deprecia?on
$28,000
$28,000
Maintenance
Contract
$2,000
$2,000
Course
Development
$12,500
$12,500
Professional
Development
$10,000
$22,500
$12,500
Travel
$8,800
$12,000
$3,200
Phone/Fax
$2,600
$3,800
$1,200
Office
Supplies
$800
$800
Training
Supplies
$67,500
$64,775
$
(2,725)
Trainee
Lunches
$45,000
$56,250
$11,250
Other
$500
$500
Total
$497,700
$548,625
$50,925
8. Advantages
• Remove majority of variable and fixed costs associated with
the Training Department.
• Rate of $500 per session
Disadvantages
• Some fixed costs remain
• Loss of customized training; potential loss of consultant
competitiveness
Outsourcing
9. Outsourcing
New total falls between the case’s actual
and budgeted training costs.
Category
Cost
Salaries
$75,000
Other
$500
Training
$450,000
Total
$525,500
10. RB
Reciprocal
Most accurate method
• Recognizes reciprocal
services between
service departments
Not common practice
• Algebraic method
True cost
• The cost to serve all
producing departments
• PLUS the cost to
server the other
support departments
12. RB
Step Down Cost Allocation
What is it and how does it
work?
• Allocates support costs to
other departments that
consume and provide
mutual shared support
services provided among
support non-support
departments.
• One-Way Interaction
between Support
Departments prior to
allocation.
13. RB
Step Down Calculations
Does it apply?
• The Training department provides shared services to
the Consulting and the Customer Care Groups but
does not receive services from either.
• The Training department does receive support
services from HR and other departments; there is no
support information presented in the case.
• Based on the information presented in the case, the
Step-Down method does not apply to Xyberspace.
14. RB
Step Down Calculations
Reasoning
• Based on the data and the service utilization
relationships presented the Step Down
calculations simply confirmed the current
problematic cost allocations.
• The Step Down allocation method is most
appropriate when you have multiple departments
both providing and receiving support services.
15. RB
Dual Rate
Advantages
• Proportionality (reduces the attendance disincentive)
• Relatively inexpensive and easy to implement
• *Relatively easy to explain to managers
Disadvantages
• *Proportionally allocates the cost of idle capacity
17. RB
Costs
Budgeted
Sessions Actual
Sessions +/-‐
Consul?ng 600 600 0
Customer
Care
300 225 75
900 825 75
Disadvantage : Proportionality allocates the cost of idle capacity
Practical Capacity Productive Capacity Idle Capacity=-
↑ ↑ ↑
18. RB
Management Direction & Incentives
• Senior Management should reiterate the training
directive of the CEO.
• Corporate goal to have “absolutely the best-educated
consultants”
• Each employee is required to receive one full week of training
twice a year.
• Each manager should have the goal of achieving 100%,
training participation. This goal should be incorporated in
the annual review and bonus system.
19. Questions
#1. Did the Training and Educational Services Group’s use of a
single rate cause its services to look too expensive to the
Consulting and Customer Care Groups?
Yes.
Budgeted: $497,700/900 sessions = $553
Actual: $548,625/825 sessions = $665
Single rate does not take into account the fixed costs and variable
costs separately.
20. RB
Question #2
Would a dual rate, which separates fixed from variable costs,
better capture the true costs of the training?
Yes
• Provides equitable allocation of cost
• Fixed cost is paid independently of participation
• Reflects the cost of running the service department
• Variable cost is paid based on participationReflects cost incurred
by each training session
21. RB
Question #2 Cont.
Budget Actual
Budget Actual
Total
Cost
$
363,800.00
$
389,300.00
Total
Cost
$
133,900.00
$
159,325.00
Care
Alloca?on
$
121,266.67
$
129,766.67
Care
Alloca?on
$
44,633.33
$
53,108.33
Consul?ng
Alloca?on
$
242,533.33
$
259,533.33
Consul?ng
Alloca?on
$
89,266.67
$
106,216.67
Sum
Alloca?ons
$
363,800.00
$
389,300.00
Sum
Alloca?ons
$
133,900.00
$
159,325.00
Budget
Actual
Total
Cost
Care
Consul?ng
Total
Cost
Care
Consul?ng
Fixed
$
121,266.67
$
242,533.33
Fixed
$
129,766.67
$
259,533.33
Variable
$
44,633.33
$
89,266.67
Variable
$
53,108.33
$
106,216.67
Sum
of
alloca?ons
$
165,900.00
$
331,800.00
Sum
of
alloca?ons
$
182,875.00
$
365,750.00
23. RB
Question #3
Should budgeted or actual rates be used to allocate
training costs to the user groups ?
• Budgeted rates should be used. Each manager is
responsible for managing their budget and actual
expenditures.
• Other managers or departments should not be affected by
the poor budgeting or budget mismanagement of another.
• Budgeting is about more than the dollars. Budget is a
means to managing a company’s strategy and performance.
Question #3
24. RB
Should the user groups be allocated training costs based on
their budgeted or actual usage of services?
• During the budgeting process the goal is to be as accurate as possible.
In situations of shared services, the allocation of actual costs should be
applied monthly or quarterly for better variance management.
• When shared services are involved fixed costs should be allocated
across all of the departments that use the shared service. Allocation rates
should be based on the proportional use of each group.
• Variable Costs should be allocated based on actual usage of training
services by respective groups
Question #4
25. RB
How should the cost of the TESG be allocated?
• Should allocate budgeted costs based on the dual
rate method because it takes fixed and variable costs
into consideration.
Question #5
26. RB
Recommendations
Dual Rate
More precise than single rate (closer to the bull’s-eye)
FC budgeted proportionally, as in single rate
Actual FC allocated proportionally even if one group doesn’t meet their targets
VC allocated equitably based on actual usage
Relatively easy and inexpensive to advocate and implement
Management Incentives
Director’s evaluations and bonuses should incentivize attendance
↑
↑
↑