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更多“Level 3：MPT阶段的Launch book需要为Gr…”相关的问题
A.面谈咨询法
B.MPT法
C.JST法
D.工作实践法
Suppose the earth’s temperature rose by 3 degrees，________．
A.all the land in the World would be flooded
B.crops would be unable to grow on the earth
C.great harm would be done to mankind
D.the sea level would go by lo centimetres
level？
1 Understatement of closing inventories.
2 The incorrect inclusion in purchases of invoices relating to goods supplied in the following period.
3 The inclusion in sales of the proceeds of sale of non-current assets.
4 Increased cost of carriage charges borne by the company on goods sent to customers.
A 3 and 4
B 2 and 4
C 1 and 2
D 1 and 3
2 Which of the following are correct？
1. The balance sheet value of inventory should be as close as possible to net realisable value.
2. The valuation of finished goods inventory must include production overheads.
3. Production overheads included in valuing inventory should be calculated by reference to the company’s normal
level of production during the period.
4. In assessing net realisable value, inventory items must be considered separately, or in groups of similar items,
not by taking the inventory value as a whole.
A 1 and 2 only
B 3 and 4 only
C 1 and 3 only
D 2, 3 and 4
努力水平。工人选择他的收入减去努力以后的净工资w-e(努力的单位成本假设为1)最大化的努力水平。根据下列每种工资安排，确定努力水平和利润水平(收入减去支付的工资)。解释为什么这些不同的委托-代理关系产生不同的结果。
(1)对于e≥1, w=2;否则w=0。
(2)w=R/2。
(3)w=R-12.5。
A firm's short-run revenue is given by R= 10e-e2 , where e is the level of effort by a typical worker (all workers are assumed to be identical). A worker chooses his level of effort to maximize his wage net of effort w-e (the per-unit cost of effort is assumed to be 1). Determine the level of effort and the level of profit (revenue less wage paid) for each of the following wage arrangements.
Explain why these differing principal-agent relationships generate different outcomes.
a. w=2 for e≥1; otherwise w =0,
b. w= R/2.
c. w=R-12.5.
Section B – TWO questions ONLY to be attempted
Forion Electronics (Forion) manufactures a range of electronic goods. Its business has grown rapidly over the last ten years and is now complex and international. Forion manufactures over 100 different products, selling into 25 different countries. There is a supplier base of over 200 companies from which Forion sources. As the business has become more complex, the board has found it difficult to pull together all the information that they require in order to make decisions.
The current information systems are developed in-house and are based in the functional departments (such as purchasing, manufacturing, warehousing and delivery, selling and marketing). The organisation uses the financial system as a means of bringing together information for an overview of corporate performance.
There have been a number of examples of problems encountered with information in Forion:
– there are inefficiencies arising from ordering the wrong amount of subcomponents;
– there are often stock-outs or obsolescence of unsold goods in the warehouses, although the marketing department prepares good sales forecasts; and
– sometimes, there are insufficient delivery vehicles available to meet customer deadlines.
The board of Forion believes the problems arise from poor information sharing within the company. They are considering the purchase of an enterprise resource planning system (ERPS) to be the single information system for the whole organisation.
Also, Forion is planning to launch a smartphone. However, in order to make it competitive they need to have high-visibility, durable screens. As the cost of screen development is considerable, it has been decided to form. a strategic alliance with a well-known screen manufacturer to provide this key component for the new smartphone. Bon Accord Screens (BAS) has been chosen as the strategic ally, as they have a strong reputation for their quality of manufacturing and new product development. BAS has been trying to break into the smartphone market for several years.
The alliance agreement has stipulated three critical areas of performance for BAS’ supply to Forion:
1. quality of manufacturing, measured by fault rates of screens supplied being within agreed tolerances (so that they fit Forion’s phone-bodies);
2. time of delivery, measured by the number of times a shipment is more than one day overdue; and
3. the ability to provide technical upgrades to the screens as the market demands.
The service level agreement (SLA) will be based on these three points and there will be financial penalties built into the agreement if BAS fails to meet these.
Required:
(a) Discuss the integration of information systems in an ERPS and how the ERPS may impact on performance management issues at Forion. (10 marks)
(b) Evaluate, from Forion’s viewpoint, the usefulness of the three critical areas in the alliance agreement for measuring the performance of BAS. (8 marks)
(c) Evaluate the relative reliability of financial and non-financial data from internal and external sources in the context of the alliance between Forion and BAS. (7 marks)
In relation to the essential legal system of China:
(a) explain the conditions under which the people’s congresses of provinces, autonomous regions and municipalities (provincial level people’s congresses) may enact local laws; (3 marks)
(b) (i) explain the conditions under which Ministries and Commissions under the State Council may issue rules and regulations; (4 marks)
(ii) state which shall prevail where there is a conflict between rules and regulations issued by Ministries and Commissions under the State Council and the local people’s congresses at provincial level. (3 marks)
What must be carried out in order to launch and inflate an inflatable liferaft？
A.Pull on the hydrostatic release，pull on the sea painter
B.Push on the hydrostatic release，pull on the sea painter
C.Push on the hydrostatic release，push on the sea painter
D.Pull on the hydrostatic release，push on the sea painter
