The car was bought about seven years back and the cost of vehicle was $5000. The life time of the vehicle was estimated as 10 years. A new vehicle, of course with improved facilities for patrolling and…
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On the other hand new vehicle would be depreciated by $900 if the same technique were to be followed.
The vehicle would be used, on an average 80 kilometers. The fuel efficiency is 8 kms per litre of petrol. Thus, there is a requirement to use 10 liters petrol. Each litre is costing about $2 and so petrol cost would be $20 per day and for 355 days, it would be $7100. The new vehicle has better fuel efficiency giving 10 kms per litre. It would thus require 8 litres per day and with the same cost of petrol, the yearly requirement would be $5680 (that is, 8 litre * $2 * 355 days).
Cost of maintenance has gone up in the recent time. As the vehicle has been subject to severe wear and tear, the maintenance cost is estimated in the order of 20 percent of the car. That is, $1000 this year. But maintenance cost for the new car would be very low. It would not exceed 2 percent of its actual cost. This would be therefore $180 per year.
Based on the information provided as above, the budget for operating the old vehicle has been mapped below. This has been juxtaposed against the possible cost that will be incurred for operating a new vehicle for similar purpose.
Based on the above consideration, operating old vehicle is costlier than the new one. For instance, the annual cost of running the old patrol car is $8600, whereas that of new car would be $6760. There is a difference of $ 1840.
In one of the company meeting, it was decided to have annual gathering under the pretext of a training program. The participants included middle level manager numbering about 25 from the United States. The department conducted basically a training program involving talk by about eight invited guests, who had to be given mementos. As these experts were drawn from best performers’ list working for our organization, it was decided that no honorarium would be paid. These participants were asked to stay in a hotel for 2 days. Hotel room tariff was $ 400 per day on twin sharing
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The company over the years has grown and developed its various divisions. The main aim of this paper is to analyse the company and to make a brief analysis of the company’s current position. The paper also focuses on the current role of the financial manager and based on the analysis a detailed discussion for improvements has been included.
Here, the people are considered to be an asset which is different from the other resources like finance, operations, etc. Thus the strategies that are developed in this model pertain to encouraging commitments from the workers. One of the important models of soft human resource management is the Harvard model.
These help in strengthening the management of financing and avoid common mistakes like miscalculating or underestimating the cost.
Financial resource management is of great significance for production as well as consumption of goods. It is through trade that goods produced at particular places are equitably distributed among users.
Resource management lies not only in assessing the viability of a particular strategic proposal, but also in assessing the ability of the organization to adapt to change. The main questions raised in the articles under analysis include the following:
Can the firm deal with changes in demand or can it withstand a price war with its competitors Has it the financial backing to invest in new technology Is the age profile of its staff sufficiently balanced to ensure succession Many such questions deal with issues of resource balance.
Basically, the success or failure of an organisation lies on the hands of its employees (Nankervis, Compton & Baird, 2008). Generally, organizations involved in the provision of services such as health
Currently, Berry Ltd is using the traditional absorption costing system in which the organization uses single allocation base (machine hours). However, this mechanism has failed to generate accurate costing information relating to the products. Based on this premise,
the proponents of ABC, it is justifiable to allocate overheads to production units based on cost drivers, which take into account the costs absorbed by individual products as opposed to using an absorption rate that allocates costs to products using a pre-determined figure
Therefore, each product cost will be directly proportional to the activities done in production (Baker 1998). Unlike the traditional method where cost share accumulated within departments, then allocated arbitrarily to products and services or customers.
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