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Typically, department managers have control over spending within the limits of their departmental budgets.  There are signing limits set however, as to expense amounts a manager can approve; expenses over that approval limit have to be authorized by a more senior manager in the reporting line (i.e., “up the food chain”).

Department managers have control over spending within the limits

Typically, department managers have control over spending within the limits of their departmental budgets.  There are signing limits set however, as to expense amounts a manager can approve. Expenses over that approval limit have to be authorized by a more senior manager in the reporting line (i.e., “up the food chain”).  Suppose for instance, a department manager has a budget limit for total supplies expense set at $20,000 for the year, and a signing limit of $1,000 on any given purchase.

That manager will therefore be able to approve an individual requisition for $300 (since it is less than $1,000). As long as the total spending is within the overall budget limit of $20,000.  If a requisition is worth $1,500 however, then the managers boss, or someone more senior up the reporting line would have to approve the requisition before the requisition could be passed on to the Purchasing department for further processing.

Some have suggested that the Purchasing department should be involved in the approval process. Such that if a department is over-spending, the Purchasing department should be able to refuse to act on the requisition.  Explain why this approach is not a good idea.  Note that the answer is not in the textbook — you’ll have to think your way through this one.

To receive credit, your posting must be at least 75 words, in clear, well-written English, and must effectively address the question asked.

In the procure to pay process, the responsibility for creating a requisition and the responsibility for creating a purchase orders are separate d so that typically, one person is not permit ed to do both. Why is this separation a good business practice?

To receive credit, your posting must be at least 75 words. Clear in , well-written English. Must effectively address the question asked.

Please make sure to answer both questions separately.

Description

This is a report, you have been commissioned by the CEO to EVALUATE THE STRATEGIC ENVIRONMENT in which they operate.provide a fresh view of the current internal and external Situation with the view to influencing any future strategic direction. Use your analysis to generate conclusions and evaluate what your find mean for the organisation.

1) select a company and conduct a research through accessing a range of information that includes information produced by the company and also 11/11/2019 Writers Hub – Freelance Writing https://www.writershub.org/writer/orders/499254#instructions 5/7 external academic or professional evaluation. You are advised to check if you can access enough information before finalising your choice.

2)identify, select and use a range of strategic management tools to help you access both internal and external environment in which the company operates.

3)use your analysis and research to generate conclusions that will help advise the CEO on the best strategic way forward for the company.

4) produce a document that presents this information in a coincise professional way. Please use the ANSOFF matrix / bow mans strategic clock. the title page and content page/appendices isnt part of the word count. anything that doesnt fit in the report itself can be put in the appendices.

Operations Management – Breakfast at the Paramount Case Analysis

Provide answers to the following questions via a typed analysis. Your paper should be typed, in paragraph form, 12 point font, double-spaced. You should provide a thorough analysis that includes answers to the questions below. Your paper should be a minimum of 3-5 typed pages. The case focuses on the restaurant’s interesting seating policy and a recent increase in the popularity of carryout orders, which poses a threat to the service experiences of customers and the sustainability of the operation. Please read, watch the videos, and engage with the interactive exhibits in the multimedia case, and use the following questions to guide your analysis. 1) Based on your reading of the case and your observations through interaction with the videos and multimedia exhibits, what factors contribute to and detract from dine-in customers’ service experiences waiting in line at the Paramount? How might Michael Conlon redesign the process to improve the experience? 2) Analyze the Paramount’s seating policy. How does the seating policy contribute to the restaurant’s capacity to serve customers? Why does it work? 3) Experiment with the queuing calculator and calculate the length of the Paramount’s line. What happens when the arrival rate (the number of customers arriving per hour) rises in relation to the service rate (the number of customers served per hour)? 4) What advice do you have for Michael Conlon about how to respond to the increase in carryout orders at the Paramount? Your analysis of this case can be broken down into seven parts: 1) an analysis of the Paramount’s operating process; 2) an exploration of how its seating policy stacks up against traditional table service; 3) consideration of how the Paramount’s operational design influences customer experiences and behaviors; 4) the effect of increasing carryout orders on queuing dynamics; 5) a re-examination of customer experiences and behaviors under carryout orders; 6) a re-examination of the Paramount’s value proposition under carryout orders; and 7) a discussion of customer compatibility and the centralized selection strategy used by the Paramount to manage it. Develop a process flow diagram, and by using information in the case, calculate the processing time for each stage of the process. The case describes how the Paramount’s cafeteria-style seating policy is uncomfortable for guests. Why is Paramount choosing to inflict this experience on customers? Based on your process analysis, calculate the number of customers the Paramount can serve per hour with its existing seating policy, and compare that to an estimate of how many customers it could serve per hour with a traditional table service model.