Read both the paragraphs, review the different measures, and post up additional ideas for how those customer
Question:
Read both the paragraphs, review the different measures, and post up additional ideas for how those customer measures could be "abused" by employees. Write the additional critique for both paragraphs individually. Explain it clearly.
Paragraph 1: I work as an Accountant, in the Finance department where I deal with a lot of payments and invoices. Mainly AP-related materials. The learning outcome is when there is communication and when I have able to express my thoughts and ideas. However, there are times where we let it pass based on the judgment made by my boss irrespective of the ideas that I pass. When we look at the internal factor, it is typically where the effort we take to get certain things done will still have issues as math has the key to everything. There are times when we might not meet the requirements of other employees, but doing the best we have is what can make others happy in the efforts we put in to accomplish the results. And finally, working on the finance department is where I typically deal in close contact with checks and money to make the company accomplish its goals in meeting the success target.
Working with higher officials are always an experience we get to see what we can learn out from them to increase out efforts and to get better.
Paragraph 2: Creating a shared vision: The vision in learning organizations should be developed in collaboration with the company's employees. Many leaders have individual visions that do not transfer into collective ones. Compromise between the organization's and everyone's visions is the only way to achieve a shared vision. People who do not share the same vision may not give as much to the organization. Employees perform activities when they wish to rather than when they are instructed to do so as a result of having a common vision. It alters the relationship with the business and transforms its performance into a teaching tool.
Consideration of Systems: Systems thinking represents the observational process of a complete system as opposed to concentrating on problems. The correlation between every action and its result is something that managers must comprehend. Managers frequently fail to understand the larger picture because they are too focused on particular actions. Understanding the correlation allows us to recognize links and patterns of change in specific circumstances. It will be possible for managers to link causes and effects.
Patterns in the Mind: Employees need to understand the organization's values and the purpose of the enterprise, according to Peter Senge. When we have a clear grasp of who we are, it will be easier for us to see where we want to go and how to advance. The organization must be willing to adapt to new mental models and a fresh perception of the business.
Collective instruction: Teamwork and learning are of utmost importance to achieve outstanding functional team dynamics. It is the practice that combines individual expertise with a group vision. Colleagues must be viewed as teammates rather than competitors in the workplace. Establishing dialogues in which participants dare to be open and honest about who they really are is the first step. There should be safety in the workplace and forgiveness for sincere errors. Learning cannot take place without this.
Identity: Personal mastery happens when a person has a precise sense of reality coupled with a clear vision of a goal. The contrast between the desired state and the actual state motivates the employee to engage in all required relevant tasks. A precise knowledge of the present reality is necessary to sustain this creative tension. Because of this, examining and communicating the truth is a vital requirement for both individual mastery and the associated discipline of a shared vision. However, staff members can think they lack the skills necessary to succeed. It may have been tough to break out of the vicious spiral it has created. Peter Senge argues that because it can solve complicated issues more quickly than our consciousness can, we should train our subconscious mind.
Management Accounting Information for Decision-Making and Strategy Execution
ISBN: 978-0137024971
6th Edition
Authors: Anthony A. Atkinson, Robert S. Kaplan, Ella Mae Matsumura, S. Mark Young