Subject Code: GB519
Subject Name: Measurement and Decision Making
Assessment Title: Written Assignment 2
Weighting: 30% (Assessable value) (20% Part A and 10% Part B)
Total Marks: 40 marks for Part A (will be weighted down to 20 marks) 10 marks for Part B
Due Date: 15 February 2016 by 11:59 PM (AEDT).
Adelaide and Brisbane students please allow for time difference.
The assignment will need to be submitted electronically through the student portal – use the link under “Assessments overview and submission” to submit the information. The portal will close at 11:59 PM (AEST). Adelaide and Brisbane students please allow for time difference.
This assessment consists of two parts:
• Part A: Measurement and decision making - You are required to answer all of the following four questions (see details below)
• Part B: Critical reflection (see details below)
The assignment must be completed individually and submitted before the due date to avoid any late penalties. Please make sure you follow the guidelines noted in your subject outline especially those relating to presentation of written work, late policy and academic integrity.
Part A: 4 tasks @ 10 marks each
Task 1 (10 marks) (approximately 500 words)
Blake Romney became Chief Executive Officer of Peters Inc. two years ago. At the time, the company was reporting lagging profits, and Blake was brought in to “stir things up.” The company has three divisions, electronics, fibre optics, and plumbing supplies. Blake has no interest in plumbing supplies, and one of the first things he did was to put pressure on his accountants to reallocate some of the company’s fixed costs away from the other two divisions to the plumbing division. This had the effect of causing the plumbing division to report losses during the last two years; in the past it had always reported low, but acceptable, net income.
Blake felt that this reallocation would shine a favourable light on him in front of the board of directors because it meant that the electronics and fibre optics divisions would look like they were improving. Given that these are “businesses of the future,” he believed that the stock market would react favourably to these increases, while not penalizing the poor results of the plumbing division. Without this shift in the allocation of fixed costs, the profits of the electronics and fibre optics divisions would not have improved.
But now the board of directors has suggested that the plumbing division be closed because it is reporting losses. This would mean that nearly 500 employees, many of whom have worked for Peters their whole lives, would lose their jobs.
1. If a division is reporting losses, does that necessarily mean that it should be closed?
2. Was the reallocation of fixed costs across divisions unethical?
3. What should Blake do?
Task 2 (10 marks) (approximately 500 words)
Easton Corporation makes two different boat anchors—a traditional fishing anchor and a high-end yacht anchor—using the same production machinery. The contribution margin of the yacht anchor is three times as high as that of the other product. The company is currently operating at full capacity and has been doing so for nearly two years. Bjorn Borg, the company’s CEO, wants to cut back on production of the fishing anchor so that the company can make more yacht anchors. He says that this is a “no-brainer” because the contribution margin of the yacht anchor is so much higher
Unit 4 – Personal and professional development in health and social care
Business strategy assignment help.
Write a short memo to Bjorn Borg describing the analysis that the company should do before it makes this decision and any other considerations that would affect the decision.
Task 3 (10 marks)
Twyla Company operates a small factory in which it manufactures two products: C and D. Production and sales results for last year were as follows.
Product C Product D
Units sold 9,000 20,000
Selling price per unit $95 $75
Variable cost per unit $50 $40
Fixed cost per unit $22 $22
For purposes of simplicity, the firm averages total fixed costs over the total number of units of C and D produced and sold.
The research department has developed a new product (E) as a replacement for product D. Market studies show that Twyla Company could sell 10,000 units of E next year at a price of $115; the variable cost per unit of E is $40. The introduction of product E will lead to a 10% increase in demand for product C and discontinuation of product D. If the company does not introduce the new product, it expects next year’s results to be the same as last year’s.
Should Twyla Company introduce product E next year? Explain why or why not. Show calculations to support your decision.
Task 4 (10 marks)
Crede Inc. has two divisions: Division A makes and sells student desks and Division B manufactures and sells reading lamps.
Each desk has a reading lamp as one of its components. Division A can purchase reading lamps at a cost of $10 from an outside vendor. Division A needs 10,000 lamps for the coming year.
Division B has the capacity to manufacture 50,000 lamps annually. Sales to outside customers are estimated at 40,000 lamps for the next year. Reading lamps are sold at $12 each. Variable costs are $7 per lamp and include $1 of variable sales costs that are not incurred if lamps are sold internally to Division A. The total amount of fi xed costs for Division B is $80,000.
Required: Consider the following independent situations:
Understanding specific need in health and social care
Unit 6 Research project
1. What should be the minimum transfer price accepted by Division B for the 10,000 lamps and the maximum transfer price paid by Division A? Justify your answer.
2. Suppose Division B could use the excess capacity to produce and sell externally 15,000 units of a new product at a price of $7 per unit. The variable cost for this new product is $5 per unit. What should be the minimum transfer price accepted by Division B for the 10,000 lamps and the maximum transfer price paid by Division A? Justify your answer.
3. If Division A needs 15,000 lamps instead of 10,000 during the next year, what should be the minimum transfer price accepted by Division B and the maximum transfer price paid by Division A? Justify your answer.
Part B: Critical reflection (approximately 1,000 words)
You had to practically apply the decision making models and tools you have learned about throughout the subject. Reflect on your experience in completing the various assessments in this course. What major learning on measurement and decision making can you apply in practice as a manager in your organisation?
The list below provides some questions you may wish to consider in your critical reflection. These are suggestions only. You may address issues that are not on this list.
1. Has what you have learned in this subject created an increased awareness of the importance of decision making as a management activity? Why or why not?
2. Which model or tool most influenced you as you worked your way through the subject? Why?
3. How critical do you believe the quality of decision making is to an organisation? Why?
4. Which of the models and tools would you use as a manager? Why?
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