Classical Studies 3612F/G Lecture Notes - Chryses, Troy Book, Thersites

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indigoweasel955

26 Nov 2011

School

Western University

Department

Classical Studies

Course

Classical Studies 3612F/G

Professor

Richard Brown

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Document Summary

Iliad: books divisions made by alexandrian editors (24 letters in greek alphabet, potentially broken into 3 oral performances. Book i: proem (prelude): first several lines of the poem, thought that the poems should bring us in medias res (into the middle of the matter) First word (greek) is wrath theme of poem; also treatment of bodies/mutilation of corpses; conflict (especially between agamemnon & achilles); banquet perversion; divine apparatus; objectivity of women; time; fathers and sons. Poems are largely massive feats of memory. Symbol of the knowledge of past famous deeds & people: agamemnon is king of argos. Attack on troy is one of greek kings. Agamemnon considered most important because of the power of mycenae at the time. First directed against agamemnon, but later against hector: treatment of bodies after death also a common theme, banquet perversion also appears several times (odyssey uses very different connotations of hospitality & feasting, divine apparatus.

Related Questions

22jul15

Q1. Which is not likely to improve the effectiveness of a self-managed team?
a. let members share in financial gains from improved performance
b. change the membership frequently to give the team fresh ideas
c. provide accurate, timely information relevant to team activities
d. give members training in interpersonal and problem solving skills

Q2. Which type of activity is least likely to be delegated to a self-managed team?
a. evaluating each team member's task performance
b. firing a team member who has unsatisfactory performance
c. determining the work procedures to be used by the team
d. determining which team member will carry out each task

Q3. The primary purpose of a dialogue session is to:
a. debate competing proposals and identify the best one for the team
b. help members learn more about each other's interests and aspirations
c. encourage members to express their dissatisfaction with each other openly
d. increase understanding of implicit assumptions and mental models

Q4. Members are most likely to experience role conflict and divided loyalties in:
a. a cross-functional project team
b. a self-managed operational team
c. a traditional work team
d. an executive team

Q5. What is the most useful role for the external leader of a self-managed group?
a. select new members of the group when they are needed
b. mediate internal conflicts and encourage cooperation
c. monitor the group to ensure it does not become a social club
d. serve as a coach, facilitator, and advocate for the group

Q6. Which is not characteristic of Bradford's group-centered leadership?
a. the leader should emphasize group maintenance behavior as much as task oriented behavior
b. the leader should encourage members to share the responsibility for performing leadership functions
c. the leader should strive to maintain a rational discussion without emotional outbursts or expression of feelings
d. the leader should allow the group to make the final choice

Q7. What was found in research on the effectiveness of self-managed teams?
a. productivity and quality improved substantially
b. organizational commitment usually increased
c. turnover and absenteeism were lower
d. the results were inconsistent across studies

Q8. Which leadership function is especially important when a cross-functional team is initially formed to carry out a project?
a. planning and scheduling team activities to meet project deadlines
b. influencing outsiders to provide adequate resources, approvals, and assistance
c. articulating a vision or objective that inspires commitment by team members
d. mediating conflicts among members and helping them find integrative solutions

Q9. Which of the following is least likely to be a reason for an organization's failure to adapt to a changing environment?
a. leaders with a long-term perspective
b. highly specialized subunits
c. declining financial performance
d. institutionalization of power

Q10. Which condition is least important for the success of a new strategy?
a. it is based on the core competencies of the organization
b. it is compatible with significant changes in the external environment
c. it has a few clear themes relevant to the shared values of the members
d. it is similar to a strategy that was previously successful

Q11. What pattern of behavior is most likely for a CEO who has been in office for 3-4 years?
a. after the CEO consolidates power, he or she becomes more willing to experiment with innovative strategies
b. as the CEO gains confidence with a strategy that is working, he or she becomes more excited about gathering information to improve it
c. after the CEO selects a strategy and implements it, he or she becomes complacent and inflexible about changing it
d. after the CEO institutionalizes power, he or she becomes more willing to allow others to participate in making major decisions

Q12. Which condition does not limit a chief executive's discretion to make major changes in the strategy of an organization?
a. the organization has a few major clients who account for most sales
b. the organization has ample financial reserves
c. the culture of the organization is strong
d. the organization has a strong board of directors

Q13. When the competition is intense and the environment is changing rapidly, it is especially important to:
a. maintain a high level of external monitoring
b. have detailed plans and operating procedures
c. increase the power of the chief executive
d. strengthen the organization culture

Q14. When an organization has declining performance, a CEO who has been in office for several years is least likely to:
a. look for ways to improve implementation of the existing strategy
b. make small, incremental changes in the strategy
c. give a pep talk and urge people to redouble their effort
d. make major changes in the organization's strategy

Q15. Which of the following was not given as a guideline for external monitoring?
a. examine a wide range of developments and trends in the environment
b. make an extra effort to learn what clients and customers want and need
c. identify both the strengths and weaknesses of competing products
d. rely primarily on your own intuition to analyze the environment

Q16. Which statement about institutionalization in organizations is most accurate?
a. it describes how subunits with expertise gain power in organizations
b. it makes it easier for organizations to adapt to a changing environment
c. it describes how people use power to gain more power
d. it demonstrates why political tactics are unnecessary to maintain power

Q17. Which of the following usually includes a mix of formal training and learning from experience working on management projects?
a. mentoring
b. job rotation programs
c. action learning
d. behavior modeling

Q18. What training method is most useful for improving interpersonal skills?
a. computer simulations
b. behavior role modeling
c. large scale simulations
d. analysis of short cases

Q19. Which of the following was not recommended for effective training?
a. use concrete examples, diagrams, and mnemonics in explanations
b. relate training objectives to the person's interests and career ambitions
c. integrate complex material into longer learning modules
d. allow ample opportunity for practice with feedback

Q20. Which developmental method is most useful for helping managers to understand their inner feelings and values?
a. outdoor challenge programs
b. personal growth programs
c. mentoring programs
d. multisource feedback workshops

tealbadger30

Question 2: Budget (20 marks in total)

Kuipers Manufacturing is a medium sized company thatmanufactures and markets a range of products. The divisions ofKuipers Manufacturing include whitegoods, kitchenware and outdoorfurniture. The senior management team oversees the budgetingprocess. This includes the managing director, the financialcontroller, the manufacturing director and the marketing director.Jack Kohler the managing direct of Kuipers Manufacturing,recognises the importance of the budgetary process for planning,control and motivation. He believes that a properly implementedprocess of participative budgeting and management by exception willmotivate managers and their subordinates to improve productivitywithin their particular divisions. Based upon this philosophy,Kohler has implemented the following budgetary procedures:

A target sales revenue and target profit figure are determinedby the senior management team and given to each divisional managerfor the following budget year. Profit targets are based on targetedoverall increases in returns to shareholders and are assigned todivisions based on senior managementsâ expectation of whichdivisions need to improve in the coming year. Target sales revenuesare based on a percentage increase in the prior year's salesrevenues for each division.
Divisional managers develop their individual divisional budgetswithin the following constraints, as directed by the companyfinancial controller:
- The target sales revenue and profit targets can only differ by10 per cent, and this deviation must be clearly justified by thedivisional manager.
- All fixed commitments should be included in the budget. Fixedexpenditures include such items as long-term supplier contracts andsalaries.
- All capital expenditure projects that are undertaken indivisions at the direction of the senior management team should beincluded in the divisional budgets.
- An estimate of head office charges is provided to divisions forincorporation in their budgets.
- Division budgets need to specify all line items forexpenditure.
The final divisional budgets are approved by senior management,after scrutiny by the senior management team. Sometimes, as anincentive to motivate divisional managers, the estimated officecharges are increased which has the effect of reducing budgeteddivisional profits. Divisional managers are then asked to reviewtheir overall budgets to find areas of cost saving to meet t heirprofit targets.
The final budget is used as the basis of control for amanagement by exception form of reporting. Excessive expendituresby each division are highlighted monthly. Divisional managers areexpected to account for all expenditures over budget. Financialresponsibility is an important factor in the overall performanceevaluation of all managers. Kohler believes that the polity ofallowing the divisional managers to participate in the budgetprocess and then holding them accountable for the final budget isessential especially in time of limited resources. He furtherbelieves that the division managers will be motivated to increasethe efficiency and effectiveness of their divisions because theyhave provided input into the initial budgetary process and arerequired to justify any unfavourable performance.

Required:

Prepare a report to the senior management team that outlines theadvantages and limitations of participative budgeting. In yourreport describe the deficiencies in Kuipers Manufacturing budgetaryprocess. Recommend how each identified deficiency can be corrected.(500 words maximum)

cerisecrocodile161

BOR CPAs, Inc. is a closely held corporation owned by threestockholders who used the initials of their last names to form thecorporationâs name: Cyrus Bailey, John Ogden, and Samuel Rogers.The firmâs Certified Public Accountants (CPAs) perform audits ofboth public companies and privately owned companies. BORâs CPAsalso provide tax services to both individuals and businesses.

The corporation is divided into two profit centers: the AuditDivision and the Tax Division. Each division is composed of twocost centers. The Audit Division is composed of two cost-centerdepartments: Public Company Audits and Private Company Audits. TheTax Division is composed of two cost-center departments also:Individual Tax and Business Tax.

BOR, a decentralized organization, is interested in evaluatingthe performance of the two divisions. The stockholders areresponsible for deciding on investment in the two divisions. CyrusBailey is in charge of the performance evaluation, and turns to youfor assistance. Mr. Bailey is only interested in evaluatingoperations at the profit center (division) level, and not at thecost center (department) level.

Mr. Bailey is considering temporarily using some of the stafffrom the Tax Division to assist the Audit Division during theupcoming busy audit season, and would like to evaluate the effectof this on net income. The Tax Division is estimated to have 800hours of excess capacity.

The unit for determining sales revenue in both divisions is the"engagement", which means the total agreed-upon work for a givenclient in either audit or tax for a given year. The company chargeson average a fee of $75,000 per audit engagement, and $15,750 pertax engagement.

The company has its own Payroll Office, which provides payrollservices to both divisions and will allocate its total expenses tothe two divisions as service department charges.

The following chart shows some basic data for the company:

Hourly market rate for staff (theprice the company would have to pay from an outside contractor forstaff services)	$110.00
Average hourly cost rate for staff(the average price the company pays to its staff)	$50.00
Number of paychecks issued by AuditDivision	110
Number of paychecks issued by TaxDivision	340
Total expense for PayrollOffice	$29,250
Amount of assets invested in AuditDivision by BOR CPAs, Inc.	$10,000,000
Amount of assets invested in TaxDivision by BOR CPAs, Inc.	$4,000,000

Given that Mr. Bailey is evaluating BOR CPAs, Inc., which is aninvestment center, what transfer pricing option(s) would he mostprefer that the divisions use? Check all that apply.

No transfer between divisions

Market transfer price of $110.00 per hour

Variable standard cost transfer price of $50.00 per hour

Negotiated transfer price of $80.00 per hour

2. Which transfer pricing option(s) would the manager of theAudit Division prefer? Check all that apply.

Variable standard cost transfer price of $50.00 per hour

Market transfer price of $110.00 per hour

No transfer between divisions

Negotiated transfer price of $80.00 per hour

3. Which transfer pricing option(s) would the manager of the TaxDivision prefer? Check all that apply.

Market transfer price of $110.00 per hour

Negotiated transfer price of $80.00 per hour

No transfer between divisions

Variable standard cost transfer price of $50.00 per hour

4. Given the preferences of the managers of the Audit and TaxDivisions, and also considering the preferences of BOR CPAs, Inc.,what might be the decision that provides the best outcome for alllevels and entities within the company?

The company should use the market transfer price, since itâsimportant for the divisions to operate under real marketconditions.

If the divisional managers cannot come to an agreement, itâsbest to forgo any transfers between divisions in order to reduceconflict within the company.

Use the negotiated transfer price, so that each entity is betteroff than it would be without any transfers between divisions.

The company should use the variable standard cost transferprice, because it would be unfair for the Tax Division to make aprofit in dealing with the Audit Division, since theyâre in thesame company.

Classical Studies 3612F/G Lecture Notes - Chryses, Troy Book, Thersites

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