1. What leadership advice would you give to an ANZ manager who has just been promoted to a more seni

1. What leadership advice would you give to an ANZ manager who has just been promoted to a more senior leadership role in different branch, with responsibility for many more staff than they had led before?

2. What leadership style is being demonstrated at ANZ? Is it an appropriate style to bring about change?

3. ANZ put a lot of emphasis onto sustainability. What kinds of power are the groups responsible for this likely to have, and how could they exert this power to promote the change that ANZ is seeking? ……. …..

4. What kind of culture exists at ANZ, and in what ways might it be modified to help drive change?

5. What or who are the key resistance points that ANZ should manage, and how should they be managed?

6. What kind of change model is ANZ using? Is it appropriate?

7. Describe and discuss the diagnosis tools used by ANZ? How did the analysis of the information (or data) used by these tools support the change process?

8. How does ANZ bank prepare itself to be change ready?

9. What kind of culture exists at ANZ, and in what ways might it be modified to help diverge change?

……. …..

10. ANZ puts a lot of emphasis on sustainability. What kinds of power are the groups responsible for this likely to have and how could they exert this power to promote the change that ANZ is seeking?

11. ANZ has decided to expand into a new range/location/retail format.

i. Construct an evaluation plan (including a formative component for ANZ)?

ii. Construct an evaluation framework appropriate for ANZ case study?

iii. Describe an approach to evaluation in change project that involves significant staff behavior?

12. Discuss the relationship between ANZ’s culture and its capacity to create change.

13. What factors-both internal and external to the organisation have influenced ANZ’s push for sustainability?

14. ANZ has decided to think beyond its internal environment. Who are the boarder external stakeholders for ANZ and how should they be managed?

15. ANZ created a ‘sustainability circle” and “environmental change” within the organisation. What kinds of power are these groups likely to have and how they exert this power to promote the change that ANZ is seeking? ……. …..

16. In this case study reference is made to changes in culture being an essential component of the overall change process. Explain what was wrong with the initial culture at ANZ and how modifying it is helping ANZ achieve its change goals.

17. What have been the main drivers and factors for change, both internal and external to the organisation that has influenced ANZ’s strategic choices and decisions?

18. What impact would/could/should ANZ does vision/mission/values have on the company’s capacity to overcome change resistance?

19. How did ANZ evaluate the success (or failure) of the changes it was implementing?

20. Who (or what) wer the change agents at ANZ? What strategies did these change agents adopt to drive change? ……. …..

5.10 Recommending a Candidate for an Overseas Position: The Executive Committee needs to recommend… 1 answer below »

5.10 Recommending a Candidate for an Overseas Position Your company sells customized computer systems to businesses large and small around the world. The Executive Committee needs to recommend someone to begin a three-year term as Manager of Eastern European Marketing. As your instructor directs, a. Write a memo to each of the candidates, specifying the questions you would like each to answer in a final interview. b. Assume that it is not possible to interview the candidates. Use the information here to write a memo to the CEO recommending a candidate. c. Write a memo to the CEO recommending the best way to prepare the person chosen for his or her assignment. d. Write a memo to the CEO recommending a better way to choose candidates for international assignments. e. Write a memo to your instructor explaining the assumptions you made about the company and the candidates that influenced your recommendation(s). Information about the candidates: All the candidates have applied for the position and say they are highly interested in it. 1. Deborah Gere, 39, white, single. Employed by the company for eight years in the Indianapolis and New York offices. Currently in the New York office as Assistant Marketing Manager, Eastern United States; successful. University of Indiana MBA. Speaks Russian fluently; has translated for business negotiations that led to the setting up of the Moscow office. Good technical knowledge, acceptable managerial skills, excellent communication skills, good interpersonal skills. Excellent health; excellent emotional stability. Swims. One child, age 12. Lived in the then–Soviet Union for one year as an exchange student in college; business and personal travel in Europe. 2. Claude Chabot, 36, French, single. Employed by the company for 11 years in the Paris and London offices. Currently in the Paris office as Assistant Sales Manager for the European Economic Community; successful. No MBA, but degrees from MIT in the United States and l’Ecole Supérieure de Commerce de Paris. Speaks native French; speaks English and Italian fluently; speaks some German. Good technical knowledge, excellent managerial skills, acceptable communication skills, excellent interpersonal skills. Excellent health, good emotional stability. Plays tennis. No children. French citizen; lived in the United States for two years, in London for five years (one year in college, four years in the London office). Extensive business and personal travel in Europe. 3. Linda Moss, 35, African American, married. Employed by the company for 10 years in the Atlanta and Toronto offices. Currently Assistant Manager of Canadian Marketing; very successful. Howard University MBA. Speaks some French. Good technical knowledge, excellent managerial skills, excellent communication skills, excellent interpersonal skills. Excellent health; excellent emotional stability. Does Jazzercize classes. Husband is an executive at a US company in Detroit; he plans to stay in the States with their children, ages 11 and 9. The couple plans to commute every two to six weeks. Has lived in Toronto for five years; business travel in North America; personal travel in Europe and Latin America. 4. Steven Hsu, 42, of Asian American descent, married. Employed by the company for 18 years in the Los Angeles office. Currently Marketing Manager, Western United States; very successful. UCLA MBA. Speaks some Korean. Excellent technical knowledge, excellent managerial skills, good communication skills, excellent interpersonal skills. Good health, excellent emotional stability. Plays golf. Wife is an engineer who plans to do consulting work in eastern Europe. Children ages 8, 5, and 2. Has not lived outside the United States; personal travel in Europe and Asia. Your committee has received this memo from the CEO. To: Executive Committee From: Ed Conzachi EC Subject: Choosing a Manager for the New Eastern European Office Please write me a memo recommending the best candidate for Manager of East European Marketing. In your memo, tell me whom you’re choosing and why; also explain why you have rejected the unsuccessful candidates. This person will be assuming a three-year appointment, with the possibility of reappointment. The company will pay moving and relocation expenses for the manager and his or her family. The Eastern European division currently is the smallest of the company’s international divisions. However, this area is poised for growth. The new manager will supervise the Moscow office and establish branch offices as needed. The committee has invited comments from everyone in the company. You’ve received these memos. To: Executive Committee From: Robert Osborne, US Marketing Manager RO Subject: Recommendation for Steve Hsu Steve Hsu would be a great choice to head up the new Moscow office. In the past seven years, Steve has increased sales in the Western Region by 15%—in spite of recessions, earthquakes, and fires. He has a low-key, participative style that brings out the best in subordinates. Moreover, Steve is a brilliant computer programmer. He Swims. One child, age 12. Lived in the then–Soviet Union for one year as an exchange student in college; business and personal travel in Europe. 2. Claude Chabot, 36, French, single. Employed by the company for 11 years in the Paris and London offices. Currently in the Paris office as Assistant Sales Manager for the European Economic Community; successful. No MBA, but degrees from MIT in the United States and l’Ecole Supérieure de Commerce de Paris. Speaks native French; speaks English and Italian fluently; speaks some German. Good technical knowledge, excellent managerial skills, acceptable communication skills, excellent interpersonal skills. Excellent health, good emotional stability. Plays tennis. No children. French citizen; lived in the United States for two years, in London for five years (one year in college, four years in the London office). Extensive business and personal travel in Europe. 3. Linda Moss, 35, African American, married. Employed by the company for 10 years in the Atlanta and Toronto offices. Currently Assistant Manager of Canadian Marketing; very successful. Howard University MBA. Speaks some French. Good technical knowledge, excellent managerial skills, excellent communication skills, excellent interpersonal skills. Excellent health; excellent emotional stability. Does Jazzercize classes. Husband is an executive at a US company in Detroit; he plans to stay in the States with their children, ages 11 and 9. The couple plans to commute every two to six weeks. Has lived in Toronto for five years; business travel in North America; personal travel in Europe and Latin America. 4. Steven Hsu, 42, of Asian American descent, married. Employed by the company for 18 years in the Los Angeles office. Currently Marketing Manager, Western United States; very successful. UCLA MBA. Speaks some Korean. Excellent technical knowledge, excellent managerial skills, good communication skills, excellent interpersonal skills. Good health, excellent emotional stability. Plays golf. Wife is an engineer who plans to do consulting work in eastern Europe. Children ages 8, 5, and 2. Has not lived outside the United States; personal travel in Europe and Asia. Your committee has received this memo from the CEO. probably understands our products better than any other marketing or salesperson in the company. Steve is clearly destined for success in headquarters. This assignment will give him the international experience he needs to move up to the next level of executive success. To: Executive Committee From: Becky Exter, Affirmative Action Officer BE Subject: Hiring the New Manager for East European Marketing Please be sensitive to affirmative action concerns. The company has a very good record of appointing women and minorities to key positions in the United States and Canada; so far our record in our overseas divisions has been less effective. In part, perhaps, that may stem from a perception that women and minorities will not be accepted in countries less open than our own. But the experience of several multinational firms has been that even exclusionary countries will accept people who have the full backing of their companies. Another concern may be that it will be harder for women to establish a social support system abroad. However, different individuals have different ways of establishing support. To assume that the best candidate for an international assignment is a male with a stay-at-home wife is discriminatory and may deprive our company of the skills of some of its best people. We have several qualified women and minority candidates. I urge you to consider their credentials carefully. To: Executive Committee From: William E. Dortch, Marketing Manager, European Economic Community WED Subject: Recommendation for Debbie Gere Debbie Gere would be my choice to head the new Moscow office. As you know, I recommended that Europe be divided and that we establish an eastern European division. Of all the people from the States who have worked on the creation of the new division, Debbie is the best. The negotiations were often complex. Debbie's knowledge of the language and culture was invaluable. She’s done a good job in the New York office and is ready for wider responsibilities. Eastern Europe is a challenging place, but Debbie can handle the pressure and help us gain the foothold we need. probably understands our products better than any other marketing or salesperson in the company. Steve is clearly destined for success in headquarters. This assignment will give him the international experience he needs to move up to the next level of executive success. To: Ed Conzachi, President From: Pierre Garamond, Sales Representative, European Economic Community PG Subject: Recommendation for Claude Chabot Claude Chabot would be the best choice for Manager of Eastern European Marketing. He is a superb supervisor, motivating us to the highest level of achievement. He understands the complex legal and cultural nuances of selling our products in Europe as only a native can. He also has the budgeting and managerial skills to oversee the entire marketing effort. You are aware that the company’s record of sending US citizens to head international divisions is not particularly good. European Marketing is an exception, but our records in the Middle East and Japan have been poor. The company would gain stability by appointing Europeans to head European offices, Asians to head Asian offices, and so forth. Such people would do a better job of managing and motivating staffs which will be comprised primarily of nationals in the country where the office is located. Ending the practice of reserving the top jobs for US citizens would also send a message to international employees that we are valued and that we have a future with this company. To: Executive Committee From: Elaine Crispell, Manager, Canadian Marketing EC Subject: Recommendation for Linda Moss Linda Moss has done well as Assistant Manager for the last two and a half years. She is a creative, flexible problem solver. Her productivity is the highest in the office. Though she could be called a “workaholic,” she is a warm, caring human being. As you know, the Canadian division includes French-Speaking Montreal and a large Native Canadian population; furthermore, Toronto is an international and intercultural city. Linda has gained intercultural competence both on a personal and professional level. Linda has the potential to be our first woman CEO 15 years down the road. She needs more international experience to be competitive at that level. This would be a good opportunity for her, and she would do well for the company.

International paper 1 answer below »

Read Case Study #3: “International Paper’s Wildlife and Recreation Program” and questions 1 and 4 on page 11 of the article. The answers could be like 4 sentences each no more than one paper for the two questions.

Costs of ABC 1 answer below »

Read the article "Profit Priorities from Activity-Based Costing". Describe 3 ways that activity based costing (ABC) can be used to reduce or mitigate business risk and why ABC isn't used more often to do so.

one page limit

Question 1: Will Company has a 20 % marginal tax rate and uses a 12% discount rate to compute NPV…

Question 1: Will Company has a 20 % marginal tax rate and uses a 12% discount rate to compute NPV. The firm started a
venture that will yield the following before-tax cash flows: year 0, $28,000; year 1, $60,000; year 2, $90,000; year 3,
$85,000.
a) If the before tax cash flows represent taxable income in the year received, calculate the NPV of the cash flows to Ace..
b) Calculate the NPV if Ace can defer the receipt of years 0, 1 and 2 cash flows/ until year 3. (It would receive no cash in
years 0, 1 and 2 and would receive all the cash flows in year 3).
c) Calculate the NPV if ACE can defer paying tax on years 0 and 1 cash flows until year 2. (It would receive $90,000 cash in
year 2 but would pay tax on $178,000 of income). It would as well still receive $85,000 of cash in year 3.
Question 2: Kline Company, an accrual basis calendar year corporation, reported $760,000 net income before tax on its
financial statements prepared in accordance with GAAP for 2012. Kline’s records reveal the given information: (Kline’s MTR
is 35%. and all items have been properly reported under GAAP).
a) The allowance for bad debts as of January 1, 2012 was $180,000. Write-offs for the year totaled $90,000, and the
addition to the allowance for the year was $50,000. The allowance as of December 31 was $140,000.
b) Kline paid $95,000 in traffic tickets to the State of New Jersey for various violations.
c) Kline’s lawyers established an estimated fund for a pending lawsuit, which they expect to cost the company $125,000.
This liability meets the fixed and determinable standard relating to contingent liabilities under GAAP. Kline actually paid out
$125,000 relating to this law suit in 2012.
d) Kline received $45,000 in Municipal Bond interest that is not taxable.
e) Kline had tax depreciation of $189,000 and book depreciation of $94,000
Compute Kline’s taxable income, and prepare the required journal entry to record the tax expense, tax payable and deferred
account, if any.
Question 3: Good Health Company Inc. began business in 2008 and has operating results as listed below. In 2010 it
generated a net operating loss of $85,000. This loss is determined after the company had filed its 2012 return. The given
table shows Good Health Company’s taxable income and tax before consideration of any NOLD. The tax rate for all years is
35%.
Year 2008 2009 2010 2011 2012
Taxable Income 80,000 (95,000) (85,000) 120,000 19,000
Tax 28,000 0- -0- 42,000- 6,650
Re-compute Good Health Company’s taxable income and tax as well as any refunds due. Also find out any net operating
loss carryover to years subsequent to 2012. Suppose that the company elects to carry any losses back (two years) then
forward.
Question 4: The books of Seal Company, a calendar year taxpayer, had assets and related information (as detailed below)
as of December 31, 2012. Seal’s policy is to record depreciation on December 31 by way of a journal entry. Seal also takes
advantage of any early write-offs of its purchased assets allowed by law. Based on the information given calculate Seal’s
maximum depreciation deduction for 2012. The office equipment purchased is new and Seal’s taxable income for the year
is $1,000,000. Bonus depreciation in effect for 2012 is 50%. Seal purchased office equipment of $240,000 on February 1,
2012.The expensing election for 2012 is $500,000 and the threshold is $2,000,000.
Asset Basis Year Purchased
Manufacturing Tools 120,000 2011
Trucks 300,000 2010
Water Trans, Equip 150,000 2009
Fencing—Plant 90,000 2008
Question 5: This year, the Coral Company Inc. generated $450,000 from its routine business operations. In addition, it sold
the following assets, all of which were held for more than 12 months. In addition in the five prior years the company recorded
section 1231 losses of $254,000 in total of which $31,000 was previously recaptured under the look-back rule. Calculate
Coral’s taxable income for 2012 and the characterization of its section 1231 gains if any.
ASSET BASIS ACCUM. DEPR. SALES PRICE
EQUIP-P $90,000 $25,000 $120,0000
EQUIP-C 450,000 100,000 450,000
FURN. 184,000 22,000 148,000
TRANS. EQUIP 800,000 640,000 240,000
LAND-BUS 280,000 -0- 390,000
BLDG* 700,000 500,000 370,000
*BLDG has $200,000 of accelerated depreciation, which is part of the $500,000 reflected above.
Question 6: Jim Student has asked you to determine if he is allowed to deduct as a bad debt a loan of $10,000 he made to
John his best friend in 2011. In 2012 John informed Jim that he would not repay the loan. What Internal Revenue Code
section(s) and Treasury Regulation(s) would cover this issue?

hi 1 answer below »

i need an answer

Examine the practical application of organizational behavior theory for managing people and…

Examine the practical application of organizational behavior theory for managing people and organizations effectively.

Attribution Theory Research on attribution theory shows that people tend to attribute their own beha

Attribution Theory

Research on attribution theory
shows that people tend to attribute their own behavior more to the specific
situation, while they more often attribute the behavior of others to
personality traits What implications does this fact have for how society
functions?

Assignment 2 Topic: Discuss: At the centre of many HRM approaches to organisational transformation.. 1 answer below »

Assignment 2 Topic: Discuss: At the centre of many HRM approaches to organisational transformation and culture change is the concept of the HR professional as change agent. Discuss the role of HR in managing change within organisations. Format: Essay Value: 40% Length: 2000 words Due date: Midnight Friday Week 11 Assignment information: Discuss the role of HR in managing change within organisations. You will need to: ? Identify and discuss possible catalysts for change ? Discuss resistance to change ? Identify potential areas of change management that would involve HR ? The role of HR professionals in implementing change and the competencies they would require Use appropriate theories to support your arguments Your assignment must be in essay format. However, heading are acceptable. CDU Harvard referencing style must be used. For the assessment criteria refer to the assessment rubric on learnline.

I need answer for each question seperate. 1 answer below »

1)Often a good place to start is with personal experience. This week's first discussion assignment requires observation. At your place of employment, what types of communication are being used on a daily basis?
2)How is each of these types of communication important to the efficient operation of your business?
3)Are these types of communication being used effectively?
4)To communicate effectively, we must first acknowledge that individuals with whom you communicate are just that, individuals. And so are you. It is highly probable that the students in this classroom represent a diverse population.
5)Trust is a huge factor when communicating ethically. Your image and the image of your company depend upon their social responsibility.
6)Please share personal experiences or news stories that illustrate positive communication or negative communication practices. Provide at least one detailed example. Was communication handled in a proper manner? What would you have done differently?