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t:115%;font-family:"Times New Roman","serif"">53% of the maintenance
division has a negative attitude toward their jobs; this is as high as the Food
Services Division, 55%. 20% of BIMS employees do not enjoy working for the
organization. 25% of employees are discontent with their assigned shift work,
and 34% of employees believe supervisors and managers treat them unfairly. 34%
of employees was absent from work due to sickness in the last month.
53% of employees do not
fear losing their jobs. 23% of employees evaluated communication within BIMS
negatively. The survey reflected that supervisors provided adverse responses at
a rate of 65% when asked about losing their jobs.
The mean (2.19), the
mode (2) and median (2) indicate a consistent answer of negativity. The
standard deviation of .92 further indicates that the majority of the workers
feel as though they are not compensated fairly.
Management is not good
at communicating. The mean (2.22), the mode (2) and the median (2) indicate
that the consistent answer was negative. A standard deviation (.86) further
indicates that the majority of the employees feel this way.
Those categories that
have the lowest standard deviations, indicating consistent answers, were in the
negative range indicating a problem. It appears from the data that rewards and
communication are the two main problems with the organization contributing to
1. BIMS response rate
of 17.2% is considerably low. Team A believes drawing conclusions based on the
limited data collected may be premature. BIMS should encourage remaining
employees to participate in the surveys. Team A recommends, an experience
survey company to administer the survey in the future. This will provide a
sense of confidentiality to employees. Once other surveys are administered, the
new analysis should be repeat.
2. Focus groups shall
be conducted, as a follow-up randomly with chosen employees, using outside
facilitators. Reasons for employee’s low morale and high turnover rate can be
identified by conducting focus group. The use of focus groups can add significance
to the previously collected raw data.
3. Team A recommends
establishing contact with employees who have departed the organization within
the last six months to obt...(1470 more words & 1 attachments).
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B. When undertaking one project prevents investing in another project, and vice versa, the projects have a positive payback
C. A conventional project has an initial cash outflow followed by one or more expected future cash inflows
D. Whenever projects are independent and conventional, the internal rate of return (IRR) and net present value (NPV) methods will disagree
19) In practice, the __________ rule is the preferred criteria to accept or reject a capital investment project
B. profitability index
20) The Jerome Inc. western regional branch has been looking to install a new distribution center. The analysts have run the numbers on the distribution center costs and annual inflow from the investment. The project will cost $5 million at the beginning of the first year. The project will generate $1 million in earnings before interest and taxes at the end of each year. Jerome is in the 35% tax bracket and annual depreciation equates to $500,000 per year. The distribution center's end of the fifth year's salvage equals its book value, or $2,500,000. Compute the project's NPV, assuming Jerome’-s WACC equals 12%.
21) The __________ method breaks down when evaluating projects in which the sign of the cash flow changes
22) Studies show systematic differences in capital structures across industries. These are due primarily to differences in __________
A. a firm's inventory turnover ratio
B. the ability of assets to support borrowing
C. accounting practices
D. management's attitude toward what other industries are doing
23) Capital structure decisions refer to the
A. dividend yield of the firm's stock
B. blend of equity and debt used by the firm
C. capi...(604 more words & 1 attachments).
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