Manage Discussion Entry
Janet Eltzroth
ThursdayApr 30 at 11:15am
Manage Discussion Entry
The manager is sensing the store manager 9 is creating trouble with the stores they are in. In store 6 they obviously used all of the budget for advertising for the first few months they were there and then when they got moved there had been no advertising done so it sets this store up to have to spend more to get customers in store 6. Store 9 cannot go on without spending on training because it will negatively impact the store not only now but also long into the future. This manager is very unethical. Our book talks about ethics in chapter 1.2 how the unethical behaviors as managers. (2017, Schneider). Part of that unethical behavior is by not spending anything with the budget in turn making it look as the store is profitable when in reality the manager is not doing anything to help the store because they think if there is more budget left they will look as though the store is more profitable and that making their bonus bigger and that is unethical.
Not having community involvement does have a large impact on the stores overall. Since the manger pulled out of store 6 community involvement it has had a large impact on the overall store traffic which has had a decline in sales. In our store we take donations for our firefighters for the summer and the community knows this is coming and they will intentionally come in to the store and donate Gatorade and water for our firefighters. If that stops it is going to impact the community and they will not want to be in our store as much which will impact sales. So it is right for the regional manager to have concerns with this manager especially if there is a trail of problems that are following this manager
Schneider, A. (2017). Managerial accounting: decision making for the service and manufacturing sectors (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.edu/
Christian Argueta
ThursdayApr 30 at 11:51am
Manage Discussion Entry
The manager of store nine must be an exceptional employee to have successfully managed other profitable stores in the past and approaching a promotion to a larger store. However, Zoya does have her reason to sense otherwise considering all scenarios. The first noticeable factor is that store 9 has almost no personnel training expenses when compared to 14 other stores, which can mean that the store manager trains individuals based on their own experience and knowledge which translates to staff being dependent on managers as opposed to training them and making them independent and more self-sustained. This can become problematic at a larger store if employees have questions or need help and this manager is on vacation, sick, or simply enjoying a day off. Training employees on decision making and ethical practices is critical for the business in order to ensure rules and regulations are being enforced and followed by everyone including the manager. Another noticeable concern is that store 9 has stopped participating in several community events which are intended to give them more exposure and bring in more business to drive up revenue as opposed to incurring more expenses. When comparing store 6 to store 9 Zoya should question what they are doing wrong now and what the store manager was doing right in order to keep operating expenses low and profits high. Budgeting is important when it comes to advertising, in addition most successful stores have advertising throughout the year to attract and retain new and existing customers. Zoya has reason to question why these expenses are being spent in the first quarter as opposed to throughout the year because she has an ethical responsibility to question and observe managers who are practicing unethical behaviors, especially before putting them into a bigger store with more responsibility. As a regional manager she has several stores and managers to keep an eye on and ensure they are following all rules and regulations while making ethical decisions in stores. In other words, she has the last say on if the manager should get this new store or not based on what she sees and how she feels. Promoting someone who does not deserve it can also ruin her reputation and lead to her being looked at differently by her peers.
Reference
Schneider, A. (2017). Managerial Accounting: Decision making for the service and manufacturing sectors (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.ed
Deontray Johnson
ThursdayApr 30 at 5:55pm
Manage Discussion Entry
Greetings all,
According to our text, a variable cost is a cost that does not have a set price and a fixed cost would be completely the opposite (2017, Schneider). When reading the introduction to chapter two, What Is the Cost of a Brake Job, Greg is looking for a way to have cost in a database or system that will allow him the ability to give a direct price for parts and service. In most applications shops go by rates, which is a variable because all jobs do not weigh the same in the amount of time it takes to complete a job. Parts are also not the same price year-round either. The wage would also fluctuate according to the mechanic’s work schedule. In the given scenario, it is a task to forecast the cost of goods and services being sold or produced.
In the manufacturing realm, if a company, Lighting, sells street light fixtures to a company based on the current price of steel only to fund out that the price of steel increases due to tariffs, this would be a variable on two ends. To ensure the profits for the company are profitable the fixture will have to be either produced fast or with less manpower to help offset the cost of the product being made. In this case, it is better to price on-demand or buy in bulk, which raises the inventor cost and most companies do not want inventory cost to be high.
In reference to Judy’s statement, when thinking about a manufacturing company that is paying lease/rent to use a building, this should be considered a fixed cost, meaning that the price does not fluctuate. Having been in a rental building for church the note a month was around 1,400 and each quarter of the month, the bill would escalate higher to cover any misc fees, such as damage to the building, garbage disposal, and insurance. You would think that this would all be added into the primary note and divided over the course of a year, but it wasn’t. Even though the lease was a set price, it had the ability to fluctuate.
In reference to a variable cost we expect to see bills such as phone, cable, internet, utilities to vary each month or within a yearly budget, but in most cases, some bills remain the same throughout the contract. Currently, we use an internet service that has the power to flex but it has been the same for the past years. Most companies set budgets on what will be spent over the course of the year with the intent not to exceed the budget.
Reference:
Schneider, A. (2017). Managerial Accounting: Decision making for the service and manufacturing sectors (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.edu/
Randi Slaughter
ThursdayApr 30 at 6:21pm
Manage Discussion Entry
A controller is responsible for managing the entire accounting side of a company (Schneider, 2017). The controller provides the answers to a managerial accountant’s questions and report needs. These answers and reports help assess the viability of a business. When understanding these reports, a managerial accountant can determine the impact a cost driver has on a cost, or the cost behavior. Two types of costs are: variable costs and fixed costs. Variable costs will change in direct proportion to changes in the level of activity or output. Fixed costs do not fluctuate regardless of what happens. When Judy Koch says that she rarely sees a real variable cost or truly fixed cost it is because fixed and variable costs can be changed by management action. This action then changes the cost behavior of certain activities.
Looking at an annual event my company puts on there are both variable costs and fixed costs associated with the event. Since variable costs increase or decrease in tandem with sales activity or production volume, an example would be food or drink costs since they are determined by the changing number of attendees. Likewise, print material would also be a variable cost because it changes with the amount of invitations deemed appropriate to mail out. However, what will not change and is a fixed cost is the venue price, a performer’s fee, and other finalized contracts.
Schneider, A. (2017). Managerial Accounting: Decision making for the service and manufacturing sectors (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.edu/
Janet Eltzroth
ThursdayApr 30 at 11:15am
Manage Discussion Entry
The manager is sensing the store manager 9 is creating trouble with the stores they are in. In store 6 they obviously used all of the budget for advertising for the first few months they were there and then when they got moved there had been no advertising done so it sets this store up to have to spend more to get customers in store 6. Store 9 cannot go on without spending on training because it will negatively impact the store not only now but also long into the future. This manager is very unethical. Our book talks about ethics in chapter 1.2 how the unethical behaviors as managers. (2017, Schneider). Part of that unethical behavior is by not spending anything with the budget in turn making it look as the store is profitable when in reality the manager is not doing anything to help the store because they think if there is more budget left they will look as though the store is more profitable and that making their bonus bigger and that is unethical.
Not having community involvement does have a large impact on the stores overall. Since the manger pulled out of store 6 community involvement it has had a large…
