Instructions for paper. please read the attached pages from my textbook that i h

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Instructions for paper. please read the attached pages from my textbook that i have included with the order astated below in the instructions
Teach the Teacher: Theater Past & Present
1. Choose an era of theatre from Part 4 of your text (pgs. 256-423)
2. Construct a 3-page essay exploring the theater of time.
3. Include theatrical styles, dramatic literary works, theatrical purpose and more…
4. Include a works cited page with three scholarly, external digital or print resources. Include intext citations.
5. Include 5 images, in addition to your 3 pages of text.
6. Text should be 12pt font, Times New Roman, double spaced.

Discuss 2b scenario. Joe Morgan, Controller From Me, Accounting Analyst On analyzing two costing methods ie.

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Write a 2 pages paper on assignment 2b scenario. Joe Morgan, Controller From Me, Accounting Analyst On analyzing two costing methods ie. Job order costing as against Process costing following emerge:

Job Order Costing: In this system of costing, direct and indirect costs are allocated to batches or jobs rather than processes. All the direct costs are recorded on job order cost sheets. Indirect factory overheads (both labor and material) are allocated as per predetermined rates estimated in advance. More suitable for service industry, large order executors, ship builders, computer repair, etc.

Process Costing: This system applies all the manufacturing costs to processes and assumes uniform consumption by all the units produced. It is suitable for continuous / homogeneous production.

Job order costing is more applicable to Pharmafin, for the following reasons:

The production is neither continuous nor homogeneous.

Each equipment is manufactured separately by integrating 20 modules, 15 of which are supplied by third parties. Thus actual cost cannot be assumed to be uniform.

Cost of manufacture of each equipment can be ascertained with more accuracy

Pharmafin can easily determine the overhead allocation rate as the number of units and the overheads are already quantified based on the target orders and past years cost incurred.

The Job Order Costing system for Pharmafin would as follows:

Identify Direct and Indirect Costs

Cost of the modules purchased and manufactured would be the main direct material costs and labor hours spent on assembling and on quality assurance would be the direct labor cost. These can be easily ascertained with the help of job sheets

Estimate the indirect / overhead cost for the manufacture of the equipments for the entire year

Estimate the number of units manufactured for the year ( 100 for this year)

Determine the overhead rate for allocating the overhead rate to know the cost of goods manufactured. This we can take based on last year’s financial reports

Apply the over head rate to the units manufactured.

As we have considerable experience in production process and fairly good idea of the number of units needed, not many issues are seen in the implementation of job order costing system for both the models. The only point to be kept in mind is the comparison of the allocated overheads to actual overheads at the end of the year, if the difference is negligible, then the entire difference can be adjusted to the cost of goods sold otherwise if there has been significant under allocation, the same will have to be allocated to the work in progress, cost of manufacture and cost of goods sold.

The detailed information needed to be tracked by Pharmafin to implement Job Order Costing would be as follows:

Cost of Material-

Cost of construction of 5 in house modules. These include all direct and indirect costs which are already known to us.

Invoices of the 15 modules procured from other vendors. As the shipping cost is included in the invoices there no need to track them separately.

Direct Labor – Man hours in integrating the modules and performing quality assurance procedures.

Indirect costs – The rate determined based on the prior estimate of the overhead cost and production level.

Year end comparison – Actual overhead cost with allocated overheads based on the actual cost and units produced, to see under or over allocation of overheads and take appropriate action.

I hope this memo would help us to take the right decision.

paper that discusses working in a virtual world. This brings in the best of the talent present in the multiple locations in which the virtual world exists. Moreover, the virtual

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Create a 8 pages page paper that discusses working in a virtual world. This brings in the best of the talent present in the multiple locations in which the virtual world exists. Moreover, the virtual world brings forth the use of many technologies, which makes it even more interesting, as communication and collaboration becomes easier and working on any project becomes a dream-come-true even if each member of the project is kilometers away from each other. The barriers that would have been present in any virtual organizations – that of time and distance – have been conveniently removed by the technologies that are used, essentially that of telecommunications and computing. Furthermore, the virtual organization is flexible, because it is the management of an organization over a virtual set up. This also makes the virtual organization dynamic and ever-changing. it is restless in nature and dares to experiment with new ideas and creative techniques of operation. And lastly, the most important attribute which gives virtual organizations a unique touch is the integration that results and which enhances and brings out the best in all individuals to level out complete synergy and work in favor of the organization.

There is always a limit as to the efficient performance of the communications network that has been set up. As will be mentioned in the next few pages, handling and managing communication with remote workers will be one of the biggest challenges for the organization. For example, there will be a potential limit as to how much of transmission can the bandwidth set up do. Therefore, the moment that limit is crossed, the speed of communication gets slowed down and thus collaboration gets difficult. (Gareth, 1998)

A very big disadvantage for virtual organizations lies in the fact that there may be hardware and software compatibility issues with the remote workers. The hardware that the remote worker uses will most probably be personal and would not be a specialized computer, rather just a simple one to keep at a house. The software that the management expects the remote worker to use would be specialized and would not be that efficient on an old, slow or mediocre computer. Thus, this mismatch is likely to result in low productivity and frustration of the employee to get things done the way management wants him to do.

Computer security is an issue for the virtual organizations because they exist on around a million personal computers of all their remote workers. Leakage of information is highly likely.

Technology that is being used in managing a virtual organization is most likely to evolve over time. Updating it in the many computers of the many remote workers would be difficult.

The Advantages – Employee and Employer

The virtual organization has many advantages for the employee:

Often organizations experience an increase in production, but there is no as such acceleration in productivity, as should be the case. Therefore, implementing a virtual organization helps increase productivity and the number of output per worker, thus improving quality and not just the quantity of work that is being produced.

paper on organisational behavior in hospitality industry. Various factors that affect employee loyalty in the British hospitality workplaces in the context of national and private ser

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Write a 10 pages paper on organisational behavior in hospitality industry. Various factors that affect employee loyalty in the British hospitality workplaces in the context of national and private service sector patterns cannot ignore the fact that employment in the service sector is subject to regulation in areas such as minimum wages, lack of pay and reward system, traditional managerial approach, gender issues, etc. But beside regulations what matters, is the different economic, social, legal and political factors that create particular cultures and diverse employment systems to understand the context in which employee loyalty can be understood and measured. Despite the efforts to make employment relations in the British service industry from ‘vulnerable’ to ‘secure’, there is a difference when the national service sector is compared with the private one. On one hand, employment policies and practices are responsible for conforming to the management-driven ungoverned individualism thesis which is based on cost-control, whereas on the other they reflect a more affiliated and liberal managerial approach within a customer-service attribute.

It is not necessary to alienate employees, however, they may trade-off low pay for other compensations demonstrating enfranchised pragmatism. The employment relationship is based upon transactional, relational, and exploited recruitment. What is important in employee management is to realize that front-office or other hotel employees are different and they are subjected to a unique compelling task that trade unions face. Managers need to develop an attitude to measure their attempts in recruiting members and organize workplaces while understanding the nature of the common barriers between managers and employees. This helps them to visualize what they do not share as commonly held assumptions of ‘good’ employment relations. This paper analyses the leadership and management style adopted in circumstances that escorts the managers to face challenges like employee shortage and lack of loyalty. There was a time when managers used to deploy strict procedures and peer support while approaching a bureaucratic managerial style. Contemporary management has no room for bureaucracy and prefer charismatic leadership, and when it comes to hospitality management, leadership does not require a simple set of traits to function but is more likely to be dependent upon a range of interacting elements that require genetically as well as culturally determined traits like attitudes towards employees, rational expectations, accent and emotions towards employees performance and attitudes to work along with them.

A leader requires to be highly adaptive in the hotel industry because he confronts not only the problems of employees but also guests, who are the first priority in selling any service or product business. Motivation works well with the performance and skill of the service, resulting in customer satisfaction. But to make an employee contended is a highly complex phenomenon particularly in a contemporary epoch where competition rules. In this scenario motivation alone is not sufficient to gain employee loyalty, what matters is to supervise working environments in order to analyze and shape the nature of employee’s attitudes and assess the problems that underlie their attitudes.