Employees at Nakai have been working for Nakai for an average of ten years and it is time to offer them the chance to handle more responsibilities. Cross training is training an employee to do a different part of the organization’s work. Training worker A to do the task that worker B does and training B to do A’s task is cross training. Cross training is good for managers, because it provides more flexibility in managing the workforce to get the job done. Cross training an employee is good for the employee as well as for the employer by job enrichment and job enlargement.
Cross training is easy to do and will benefit everyone. Cross training Start with a simple spreadsheet which help prepare a strategy plan. The spreadsheet will include all activity during cross training. Each employee will train the other employee his or her job for a month and then vice versa. Management will interview both parties to see how the prospects are going. Overall, Nakai will work more efficiently and will help make Nakai a great place to work. A little bet of cross training will go a long way to ease our lives at least at work. Cross training has many benefits and is not hard to accomplish.
Please take this proposal into consideration. Cross Training Nakai International Employees Since 1916, Nakai International hot foil manufacturing company has developed elegant gold and silver color threads that were first used for kimonos. Nakai’s products are now used for both households and industry. Nakai future plan is to expand into the vacuum metallization process which includes expansion into electronics. In this process Nakai should improve current employees by cross training. As the company expands so will the responsibility of the employees so it’s important to prepare them for what’s ahead.
Cross training employees will help the employee to be flexible and manage other areas that need help. There are many benefits from cross training employees and Nakai should start the process before starting an expansion into electronics. Employees need to work as a team and cover for each other when needed. Cross training will benefit the employee and the employer. The process is not difficult once it’s carefully planned. Each circumstance should be considered and managed professionally. Cross training employees is a powerful tool that will help Nakai operate effectively.
Business – Coca-Cola
Business – Coca-Cola.
For this milestone, you will conduct an analysis of your chosen company’s financial statements for the last three consecutive years. Your analysis should include the review and interpretation of data from the following financial statements: the income statement, balance sheet, statement of cash flow, and statement of retained earnings. Using your review of these statements, you will assess the organization’s financial performance and financial health. Provide quantitative and qualitative support for your assessment. Prompt: As a newly hired manager at your chosen company, you have the first task of reviewing the company’s past and current financial documents and making initial financial projections so that the company can begin planning for the upcoming year. Your report will include several tables, along with a comprehensive narrative describing the organization’s financial performance and health. Note that, in addition to the organization’s financial statements and website, other authoritative news sources—such as annual reports and external sites like Bloomberg—may offer insights that facilitate analysis or provide information on the organization’s priorities and challenges. Specifically, you must address the following critical elements from section II of the final project: A. Organizational Context 1. What key goods or services does your organization provide, and for whom, where, and why? How do these features of the organization (e.g., major products or services, customers, location) help set the boundaries for business decisions? 2. How is the company organized and managed (by product groups, geographic region, function, etc.)? How does that affect accounting and financial information and subsequent business decisions? B. Recent Financial Performance 1. Assess what the organization’s consolidated income statements for the last three years say about its financial performance. Use relevant indicators, graphs, and spreadsheets to support your narrative. (Include all spreadsheets in an appendix.) For example, what do the amounts and year-to-year changes in revenue, operating income, net profit or loss, and earnings before interest, taxes, depreciation, and amortization tell you? Do any items stand out? 2. Assess what the organization’s consolidated cash flow statements for the same time period say about its financial performance. Use relevant indicators, graphs, and spreadsheets to support your narrative. For example, what do the amounts and year-to-year changes in cash from operating activities, cash from investing, cash from financing, and total cash flow tell you? Do any items standout? 3. Assess the organization’s underlying financial performance. Support your answer with the analysis above and relevant research. For example, is recent performance substantially affected by unusual events such as a major acquisition or spin-off? Is the business thriving or struggling in its industry? How do you know? C. Current Financial Health 1. Assess how the organization is capitalized and what that tells you about its financial health. Support your response with relevant graphs, spreadsheets, and indicators such as cash and cash equivalents, total debt, shareholders’ equity, current ratio, debt/equity ratio, and days sales outstanding (DSO). For example, does the organization have enough cash for payroll and other bills? Does it have the right mix of debt versus equity (stock)? How do you know? 2. Does the organization have the right amount of cash and other resources (key people, technologies, reputation, physical assets, etc.) to fuel future growth? What does this suggest for business decisions? For example, if it has too much cash, should it pay a large dividend, repurchase its own shares, or reinvest the excessfunds? 3. Assess the financial value of the company using relevant indicators. What does your assessment imply for future business health and performance? For example, what is the business’s current market value? What is its price-to-earnings ratio? What do these suggest about investor perceptions of the business’s future?
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