Task Report Essays

Task Report Essays Task Report Essay Task Report Essay It can take some time to recover sales lost during an economic downturn, and given that sales were down 15% between year 7 and year 8, o go from a 15% decrease in sales to a 3. 2% increase in sales in the span of only two years may be an unrealistic goal. I would want to see a specific plan in place for how the company plans to accomplish this substantial increase in sales in such a challenging market (such as an increase in advertising budget, or RD developing a new product feature that will help differentiate Cabs bikes from the competition). Another concern is the wide swings in the amount allocated to Research and Development (R) year to year. For the previous three years, the R budget has aired significantly: Year 6: $71,460 Year 7: $98,280 (increase of 37. 5% from year 6) Year 8: $82,284 (decrease of 16. 3% from year 7) In year 9 CB has allocated $85,861 to R. This budget line item should be analyzed and actions taken so there is not so much variance in the budget year to year. The advantage of this is it will be easier to manage and track. Variances will also be easier to identify and analyze. The final concerns involve two line items within the Selling, General, and Administrative Budget. The first is the budget for Utilities in year 9 of $150,000. Since CB has increased production of bikes in the budget from 3,400 in year 8 to 3,510 in year 9, an increase in utilities associated with this increase in production would reasonably be expected. Also, looking at the Income Statement, utilities have been trending up year over year since year 6 (of particular note is the 11% increase between years 7 and 8). Based on these points of data, the $1 50,000 budget may not be enough to cover expenses in this area. The other area to highlight is a line item that is described as Other Utilities and Services. In prior years this line item did not exist. Its not clear what this line item includes, and while its not a large expense (5. 2% of the budgeted total Facility and General Operations Level Expenses in year 9) it should still be examined further since Cabs expenses have been rising year over year without an accompanying rise in revenue, and extra expenses that have not existed before should be flagged. Perhaps this expense could be decreased, combined with overall utilities or eliminated altogether. Budgeting is essential for a company to succeed. A budget is required for efficient resource allocation across company departments. Its also a helpful tool for valuating employee or group performance, by comparing their actual results with budgeted results. Without budgeting, management has no way to track how money is being spent, which can lead to waste or fraud. A fixed budget, while easier to manage, can be inflexible and does not accommodate unforeseen circumstances that would affect production. These unforeseeable circumstances make it very difficult to implement an accurate fixed budget within a company. Business circumstances often change, and money often needs to be reallocated from one area of the company that may have a surplus to another squiring additional funds. To accommodate changing business circumstances, a flexible budget system was developed. The major difference between a flexible budget and a fixed budget is how they are calculated. Fixed budgets are calculated with fixed sale level as a base, and only account for one sales scenario. A flexible budget calculates the budget by factoring in changes in activity throughout the year for variable factors such as sales level or production costs. Companies can collect data throughout the year and compare it to the budgets they have set. They compare this actual spending to their gutted amounts for all line items, and variances are calculated. Variances are the differences between the what was budget and what was actually spent. Activity Variances Within the Flexible Budget Performance Report for Year 9, we begin with units sold and net sales. Net Sales Planning Budget: 3,510 units, Net sales Flexible Budget: 3,423 Units, Net Sales $5,1 17,385 (unfavorable net sales variance of $130,065). This clearly shows that CB overestimated their sales goal in light of unfavorable economic conditions. Given these conditions, the fact that they still sold ore bikes than in year 8 should be considered a positive result. Within the Variable Costs section, all of the line items included favorable variances: Direct materials Planning Budget: Flexible Budget: $2,235,219 (favorable variance of $56,809) Direct Labor Planning Budget: $1 Flexible Budget: $1 (favorable variance of $26,100) Manufacturing Overhead Variable Planned Budget: $331,798 Flexible Budget: $323,574 (favorable variance of $8,224) Variable Selling Expenses Planned Budget: $157,424 Flexible Budget: $1 53,522 (favorable variance of $3,902) Planned Budget: $28,412 Flexible Budget: $27,708 (favorable variance of $704) Transportation Out Planned Budget: $105,300 Flexible Budget: $102,690 (favorable variance of $2,610) Given that variable costs are tied to production and they should move in tandem, with sales coming up short, it makes sense that these variable costs would be lower than anticipated as well. All of these favorable variances can be attributed to adjustments to the flexible budget when lower bike sales were factored in. This is one of the advantages of a flexible budget. Contribution Margin Planning Budget: $1,279,489 Flexible Budget: $1,247,773 (unfavorable variance of $31 ,716) Contribution Margin measures profitability and is calculated by subtracting variable costs from revenue, then dividing by revenue. This unfavorable variance means that Cabs profit per unit in the Flexible budget was less than planned for in the Planning Budget. This makes sense given that CB produced fewer bikes than anticipated. Revenue and Spending Variances Reviewing Cabs actual output against their flexible budget for variable costs reveals a mixed bag of favorable and unfavorable variances as noted here: Direct Materials Flexible Budget: $2,235,219 Actual Output: $2,035,219 (favorable variance of $200,000) The favorable variance for Direct Materials was a net result of a $300,000 favorable price variance, minus a $100,000 unfavorable efficiency variance. CB likely used some of the substantial raw materials inventory they had on hand, and since bike production was lower than expected, and they reacted to the change in sales volume by ordering less than they had budgeted originally for additional raw materials (components and carbon strips). They might have gotten a price break from a supplier on raw materials also. Direct Labor Flexible Budget: Actual Output: $1 , 126,900 (unfavorable variance of $100,000) The unfavorable variance for Direct Labor likely stems from the fact that CB overestimated the number of bikes they would need to build, and this results in Direct Labor hours also being overestimated. Workers may have been on the Job but idle due to production being lower than expected. Manufacturing Overhead Variable Actual Output: $350,000 (unfavorable variance of $26,426) The unfavorable variance for this category is rather surprising, considering overhead costs are tied to production levels; given that production was lower than expected, overhead usually moves in tandem and that would result in favorable variance. CB should review their manufacturing overhead costs and determine areas where they are going over budget. Advertising Expenses Flexible Budget: $27,708 Actual Output: $31 ,462 (unfavorable variance of $3,754) The unfavorable variance here might be explained by looking at the amount of advertising CB did throughout year 9. Its possible that the company saw they werent on track to sell as many bikes as anticipated, and reacted to the decline in sales volume by purchasing additional advertising in an attempt to Jump start sales. Flexible Budget: $102,690 Actual Output: $108,297 (unfavorable variance of $5,607) This unfavorable variance could be due to factors that CB can control (the vendors in their product delivery network may have raised their prices) as well as factors they cannot control (fuel costs). CB has a contract with their vendors that includes a fixed price per delivery for more bikes than were actually built. Given that the product delivery vendor was chosen for their reliability and superior handling of the product as noted in the storyline, the costs for delivery are likely higher than average. Within the Fixed Expenses sections, there are a few unfavorable variances, but the majority are favorable: Distribution Network Contracted Support Flexible Budget: $50,830 Actual Output: $50,460 (favorable variance of $370) This favorable variance is likely to due to CB only using the support they needed throughout the year, and not paying for support they didnt need. Since fewer bikes were sold than anticipated, having contract labor in this area provides more flexibility (adjusting the work hours when needed). Administrative Salaries Flexible Budget: $170,000 Actual Output: $171 ,OHO (unfavorable variance of $1,000) This unfavorable variance could be the result of paying overtime to employees over Executive Compensation Flexible Budget: $220,000 Actual Output: $218,000 (favorable variance of $2,000) If CB tied executive compensation to company performance and sales (at least in part) that would explain this favorable variance. For example, executives would get a bonus if sales met or exceeded the goal set at the beginning of the year. Since sales did not meet the goal set, no bonus was paid out. Employment Taxes Flexible Budget: $29835 Actual Output: $29,758 (favorable variance of $77) This variance is small and is likely Just the variance in taxes from year to year. Utilities Flexible Budget: $1 50,000 Actual Output: $148,223 (favorable variance of $1,777) This favorable variance is likely due to the fact that fewer bikes were built, therefore fewer utilities were needed. Its good to see that CB reversed the trend in years 6-8 of rising utility costs year over year. Research and Development Flexible Budget: $85,238 (unfavorable variance of $2,397) Actual output: $82,841 This area of the budget is one I noted in my list of budgetary concerns, due to the amount of fluctuation in the budget. CB may have taken money from the R budget to spend elsewhere, or management is not committed to developing new features or technological advances for their product. Other General and Administrative Expenses Actual Output: $172,000 (unfavorable variance of $2,000) The specific expenses that fall within this line item are not given. This expense has been increasing year over year since year 6. The increase between years 8 and 9, while not nearly as high as between years 7 and 8, is still a concern that should be addressed. Overall Cabs trend of rising expenses and declining or flat sales is a nakedness for the company, and is not sustainable if they want to be profitable and provide shareholder value. AAA. Corrective Actions current budget and analyze each item that has a variance, positive or negative. The goal of this is to get a better understanding of why the variance occurred in each case. Once CB understands why the variances occurred, they can then put a plan of action in place to address each one ideally as part of the year 10 budget planning process. My overall recommendation is for CB, in addition to creating a yearly budget, to also create a flexible budget for each quarter for year 10. This system will require more planning and effort (four additional budgets to create every year rather than one) but the benefits include more flexibility and the ability to factor in seasonal variances. CB likely sells more bikes in the spring and summer, and quarterly budgets will allow the company to be more nimble in factoring in a few different sales scenarios. They can then review the sales results and other metrics each quarter, and use that information to inform the next quarters budget. Corrective actions to address each variance in the Flexible Budget Performance Report are listed below. Corrective actions Activity Variances Net Sales $130,065). Corrective action: CB should take into account the market conditions and the economic downturn when estimating units sold and net sales for year 10. In their flexible budget they could factor in various sales scenarios, such as flat sales, a 2% increase and a 5% increase. Planned Budget: Planned Budget: $1 Planned Budget: $10500 Corrective action for these variable cost variances: Implementing a quarterly budget with more realistic sales budgets would help decrease the number of variances within Cabs variable costs. Flexible Budget: $1 (unfavorable variance of $31 ,716) Corrective action: This variance could be improved by finding ways to make each unit of product be more profitable. Possibilities include streamlining processes within their supply chain (manufacturing, production, delivery) to get more profit out of each bike. The other option would be to increase the sales price however, given the current economic conditions, this might be a long-term strategy to pursue when conditions improve, or if CB develops a bike with features/technology better than what their competitors are offering. Corrective Actions Revenue and Spending Variances Corrective action: CB should review their raw materials costs on a yearly basis, working with their suppliers to get the best price possible (this would possibly involve changing suppliers). They should also work on optimizing the amount of inventory they have on hand, perhaps by planning a bit more inventory when they are building product for the spring/summer busy season and having less during off-peak periods. Actual Output: $1 , 126,900 (unfavorable variance of $100,000) Corrective action: CB could consider changing their labor policy, perhaps by changing schedule of their errors to be a more flexible one with variable hours they work more hours during the busy season and less during other times of year. Another option would be to use contract labor in addition to their regular workers during the busy season. This would be more expensive but would likely result in less resistance and more loyalty from the workers. Flexible Budget: $323,574 determine areas where they are going over budget, then work on trimming those expenses. Actual Output: $31,462 (unfavorable variance of $3,754) Corrective Action: Planning the advertising spend for each quarter (instead of once re year) should allow for more flexibility because seasonal needs are taken into account. If sales are lagging, advertising spend can be increased. This is a proactive approach instead of a reactive one. Corrective action: CB should review the contracts for vendors who handle delivery of the product to see where some cost savings can be gained. Perhaps rather than a fixed charge per unit, another option such as a sliding scale dependent on delivery distance could be explored. Corrective action: Moving to a quarterly budget should help CB more accurately forecast support needs and should help eliminate this variance. Corrective action: CB should carefully monitor administrative budgets and workload to ensure that no overtime is taken that would cause a variance. Corrective action: With shorter-term budgeting, CB should be able to more accurately forecast sales numbers tied to executive compensation and bonuses, helping eliminate variances. The variance in taxes from year to year. Flexible Budget: $150,000 Corrective action: CB could offset utility rate fluctuations affecting their budgets but pre-paying for utilities where possible. They could also do an energy audit of their manufacturing facilities to see where efficiencies could be gained. Corrective action: Since fluctuation is the issue with this line item, CB should review their short- and long-term strategy for RD and implement a plan for how they want their product to evolve over time. The quarterly budget should feature a more consistent number for RD so that workers in that area can better plan how they are going to contribute to the companys goals. Corrective action: CB should audit all expenses within this line item and consolidate them with other line items or eliminate them where possible. Quarterly budget planning should help offset variances here as well. Baby. Management by Exception When creating and monitoring flexible budgets and variances, one important part of the process is the concept of management by exception. The basis behind this idea is that managers do not have the time or the inclination to investigate every variance in a budget; however, they do take the time to investigate significant budget variances. This frees them up to do other management tasks and prevents budgeting from taking up all of their time. Departments can work with accounting to define a variance threshold, and managers will only follow up on variances that exceed that threshold. How this threshold is decided is subjective and usually decided by management. This can be a dollar amount, or a percentage variance. Managers usually use historical costs as a guideline, as well as researching and knowing how much materials (as well as the finished good) should cost. They also take into account how often the variance is occurring and the overall trend of the budget by viewing income statements and balance sheets from prior years, to spot potential areas of concern. Relative size of the variance is also important: A manager is more likely to investigate a $20,000 eternal quantity variance that is 20 percent of the standard direct-material cost of $100,000 than a $50,000 labor efficiency variance is only 2 percent of the standard Incorporating the idea of management by exception at CB, managers could choose to set the variance threshold for variable costs at 5% of the total amount in the fixed budget. For year 9, it would be calculated as follows: Year 9 total variable costs budget: $3,869,612 x . 05 = $193,480. 60 This could be broken down further into individual line items within variable costs for example, direct materials. Applying the same percentage: x . 05 = $1 11,760. 95. If these thresholds are exceeded, the accounting department would inform the relevant department manager, and that person would then investigate the variance. Management by exception can be a useful tool for keeping budgets from spiraling out of control. Companies benefit when managers implement cost-saving and efficiency measures as a result of investigating variances. REFERENCES Hilton, R. (2011). Managerial accounting: Creating value in a dynamic business environment (9th De. ). McGraw-Hill. Hardcover ISBN: 9780073526928.

Why You Should Avoid Checkbook Journalism

Why You Should Avoid Checkbook Journalism Checkbook journalism is when reporters or news organizations pay sources for information, and for a variety of reasons most news outlets frown on such practices or ban them outright. The Society of Professional Journalists, a group that promotes ethical standards in journalism, says checkbook journalism is wrong and shouldnt be used- ever. Andy Schotz, chairman of the SPJs ethics committee, says paying a source for information or an interview immediately puts the credibility of the information they provide in doubt. Exchanging money when youre looking for information from a source changes the nature of the relationship between the reporter and the source, Schotz says. It calls into question whether theyre talking to you because its the right thing to do or because theyre getting money. Schotz says reporters thinking about paying sources for information should ask themselves: Will a paid source tell you the truth, or tell you what you want to hear? Paying sources creates other problems. By paying a source you now have a business relationship with someone youre trying to cover objectively, Schotz says. Youve created a conflict of interest in the process. Schotz says most news organizations have policies against checkbook journalism. But lately there seems to be a trend to try to make a distinction between paying for an interview and paying for something else. This seems to be especially true for TV news divisions, a number of which have paid for exclusive interviews or photographs (see below). Full Disclosure is Important Schotz says if a news outlet does pay a source, they should disclose that to their readers or viewers. If theres a conflict of interest, then what should come next is explaining it in detail, letting viewers know you had a separate relationship other than just that of a journalist and a source, Schotz says. Schotz admits that news organizations not wanting to be scooped on a story might resort to checkbook journalism, but he adds: Competition doesnt give you license to cross ethical boundaries. Schotz advice for aspiring journalists? Dont pay for interviews. Dont give sources gifts of any kind. Dont try to exchange something of value in return for getting a sources comments or information or access to them. Journalists and sources shouldnt have any other relationship other than the one involved in gathering news. Here are some examples of checkbook journalism, according to the SPJ: ABC News paid $200,000 to Casey Anthony, the Florida woman accused of killing her 2-year-old daughter, Caylee, for exclusive rights to videos and pictures that ran on the network and its website. Earlier ABC had paid for Caylee Anthonys grandparents to stay three nights at a hotel as part of the networks plan to interview them.CBS News reportedly agreed to pay Caylee Anthonys grandparents $20,000 as a licensing fee to participate in the networks news coverage.ABC paid for Pennsylvania resident Anthony Rakoczy to pick up his daughter in Florida after a fake kidnapping attempt and for return plane tickets for Rakoczy and his daughter. ABC covered the trip and disclosed the free air travel.NBC News provided a chartered jet for New Jersey resident David Goldman and his son to fly home from Brazil after a custody battle. NBC got an exclusive interview with Goldman and video footage during that private jet ride.CNN paid $10,000 for the rights to an image taken by Jasper Schuringa, the Dutc h citizen who overpowered an alleged Christmas Day bomber on a flight from Amsterdam to Detroit. CNN also got an exclusive interview with Schuringa.

Summary Article Example | Topics and Well Written Essays - 250 words - 16

Summary - Article Example The second question that the author discusses is the capability of computers crossing geographical distances, thus making world a small place. The third argument questions the ability of computers to act and remain intelligent, while being at the disposal of the human being. However, as one can witness from the current trend, computers have revolutionized the way world is conducting business currently. The ability of computers to deal with information has changed age-old supply chain systems, advertising patterns, warfare techniques as well as marketing and social networking. Author argues that informational boom had started almost 100 years back, as witnessed by inventions of radio and TV, as well as haul trucks and other equipment. However, the way computers have increased the efficiency of these gadgets is for all of us to witness now. Global distances have disappeared with use of computer and internet is another example of computers making our life easier and simpler, as geographical distances do not matter now for a project manager coordinating his project sites across the world. The author may be correct in questioning the intelligence of computers, as human brains still function in a superior manner, while directing a computer for finishing certain tasks. However, super-intelligent breed of computers will pave the way for creating intelligent smart machines, better than we have today. Gelernter, David â€Å"Computers and the Pursuit of Happiness†, goggle books, nd, web, 12 March 2015:

18th and 19th Amendments Research Paper Example | Topics and Well Written Essays - 750 words

18th and 19th Amendments - Research Paper Example This paper tells that both the 18th and 19th amendments to the American Constitution and their implementation history show such a complex path of rising and fall. The 18th amendment, that came into effect between 1920 and 1933, prohibited manufacture, selling and transportation of alcohol in the country. The 19th amendment was ratified in 1920, which made constitutional the right of every citizen to cast vote in elections without being discriminated on the basis of race or gender. The alcohol prohibition amendment had to be later repealed as there was â€Å"widespread abuses of†¦(the)†¦ law†. But the 19th amendment stood the test of time and despite the attempts to legally contest it, the amendment was endorsed by Supreme Court as part of the Constitution. The 18th amendment had become a historical necessity because of the poverty and economic backwardness that grew in the society, as associated with drinking. In the first century and half of the colonial rule in Ame rica, drinking was considered quite a normal entertainment activity. Though drunkenness was considered as a vice, the blame always went to the drinker, not to those who manufactured or sold alcohol. But slowly, people came to understand the real nature of alcohol that is addictive and unhealthy. Thus alcohol came to be identified with poverty, breakage of peace in the family and also in the social fabric as well. The late 1800s and early 1900s saw the formation of temperance societies which campaigned against alcoholism. Though by 1916, 23 states enacted prohibition laws, it was the 18th amendment, passed in 1920, that applied prohibition to the whole of the nation. The major drawback of this legislation which eventually led to its repeal (owing to being ineffective), was that it only prohibited the manufacture, sale, and transportation of liquor, while possession, consumption or home production were not banned. The amendment had given a one year relaxation period to clear the exist ing stocks but this omission further weakened the legislation.

Tracing the development of painting Term Paper Example | Topics and Well Written Essays - 1250 words

Tracing the development of painting - Term Paper Example The essay "Tracing the development of painting" discovers the development of painting. The chronological discussion of painting styles proves the difference in visual characteristics but with a number of similarities and are related to each other in some way or other. This painting style was originated around 1600s and influenced the following centuries. Besides, this form of painting style is rich and deep in color, and the intense usage of light and shadow. The exponents of Baroque style made use of the most exact moment or the dramatic point of events arouse emotionality in the minds of viewers. One of the best examples for Baroque as a painting style is The Deposition by Caravaggio. Neoclassicism dominated the European art from 18th century to 19th century. Neoclassicism was basically a reaction against Rococo style in European Art. As a painting style, Neoclassicism gave due importance to Roman and Greek art. Its influence is not limited to the sphere of painting, but it extends to other forms of art like literature and architecture. One of the best examples for Neoclassicism as a painting style is The Death of Marat by Jacques-Louis David. Realism originated in Europe, especially in France, in 1850s. Besides, it was a movement against Romanticism. Realism was totally against the emotionalism projected by Romanticism, and was in favor of the ideology of Objective Realism. So, truth and accuracy were the fundamental principles of Realism in painting. In short, realism gave due importance.... Impressionism: Impressionism originated in Paris, as an Art movement in 19th century. The name Impressionism is originated from Claude Monet’s art work, namely ‘Impression, Sunrise’. The usage of thin brushstrokes, perfect lighting, usage of ordinary subjects, and strange visual angles are some of its main characteristics. One of the best examples for Impressionism is The Abduction of Egypt by Shwidkiy Andrey (see appendix -4). Post-Impressionism: Post-Impressionism was developed in France during 1880s. Roger Fry, the renowned British Art critic was behind the creation of the term Post-Impressionism. Post-Impressionism was an extension of Impressionism, but rejected the limitations of Impressionism. The exponents of Post-Impressionism gave more importance to geometric forms. The usage of unnatural color in paintings is one of the most important features of Post-Impressionism. One of the best examples for Post-Impressionism is Sunflowers by Vincent van Gogh (See ap pendix – 5). Cubism: Cubism transformed the scenario of painting in Europe and deeply influenced other forms of art like sculpture and music. The basic element of Cubism is to break down the object, analyze it, and to re- assemble the same. This helps the painter to present the art work with difference in subject matter. The usage of random angles is the most important aspect of cubism. One of the best examples for Cubism is Guernica by Pablo Picasso (see appendix-7). Geometric abstraction: Geometric abstraction is based on abstract art. Besides, it is based on non-objective and two dimensional models. It rejects exaggeration and illusionistic modes of painting and makes use of canvas as

Mutiple Sclerosis Research Paper Example | Topics and Well Written Essays - 750 words - 1

Mutiple Sclerosis - Research Paper Example In addition, this disease is commonly reported among the female gender besides affecting young adults. At certain incidences, the infection may lead to either physical or cognitive disability (Kalb, 2011). Hence, worsen the ailing person’s condition because it assumes either relapse or progressive state (Kalb 2011). The disease’s pathophysiology is widely unknown to many, though numerous studies are underway with the intention of ascertaining other factors about it (Lezzoni, 2010). Multiple Sclerosis presents itself in two phases (Lezzoni, 2010). The initial phase encompasses brain hidden damage whereas the second is spinal cord paralysis (Lezzoni, 2010). During these phases, most lesions characterize the silent areas of brain damage thus, becoming difficult for doctors to detect them. What follows is infiltration of immune cells known as demyelination (Lezzoni, 2010). The depiction of this state mostly encompasses white matter and lesions appearing mainly in a peri-ventricular pattern (Lezzoni, 2010). Besides the intense injury of the normal white matter, the illness also damages cortex and profound gray material nuclei (Lezzoni, 2010). Symptoms of this illness majorly occur due to the accumulation of lesions in the central nervous system (Lezzoni, 2010). The most notable symptoms of th is disease encompass lapses, which are due to axonal conduction at the trace of the lesions (Lezzoni, 2010). Multiple sclerosis lesions in the brain and spinal cord lead to the damage of numerous central nervous system parts (Lezzoni, 2010). The disease professes various clinical symptoms that can be either mild or aggressive. For instance, numbness in limbs, slurred speech, fatigue and dizziness which represent mild symptoms, whereas vision impairment, pain in various body parts, lack of body coordination and balance breakdowns encompass aggressive symptoms (Lezzoni, 2010). Infected persons are extremely

Analysis of Business Excellence criteria Essay Example | Topics and Well Written Essays - 4000 words

Analysis of Business Excellence criteria - Essay Example This formula for such unflinching success has come through none of what management books could preach. The story behind the rise of Emirates Group lies in being an opportunist and seeking the opportunity at the right time and solving all their problems as and when they came through. This can be highlighted as one of company’s key strengths. Emirates has been working in a multicultural environment where the company seeks to address whatever shall keep the company motivated and ensure team functions to perform well. The key business practice is to keep things running as they are if they appear good, defying the conventional wisdom of not having any functional fit in the organization. Emirates group is run like a family rather than a management driven organization. It is a fully owned government organization based in Dubai. As a part of business strategy, the company has a policy of not entertaining any alliance and believes in making strategic partnerships with its competitors t o move forward on the path of success. Its range of services includes commercial airlines offering all of passenger, postal and cargo services. It also sells consumer goods in airlines as both wholesale and retail. It also operates in hotels and resorts and engineering products is leisure and destination management (The Emirates group, 2013C). As a part of company strategy, Emirates group does not believe in a fixed organizational structure and has built its company structure based on people strengths. Also, the company does not have a board of directors that comprises of executive and non-executive directors. They have a group of 30 people who discuss an agenda openly. The senior management and HH Sheikh Ahmed bin Saeed Al Maktoum act as the sole decision making body. This senior management believes in focussing on details, rather than the bigger picture. Emirates also follow a strategy of hiring people from all across the world. Staff salaries are pegged to their home country base s but recruitment from across the globe has its own economic advantages. Employees get attracted to the company despite its comparatively lower salary because of lack of tax implications in Dubai. This allows the company to have a competitive advantage over its staff costs. The paper is a survey that is based on the EFQM model. It analyses the Emirates Group on nine parameters of the model through survey results. The results are analysed and helps in determining key strengths and weaknesses of the company. Based on the analysis, the paper concludes with recommendations of suggested practices. Methodology In this section, the research methodology has been discussed. It is to be noted that the research was carried out by means of a questionnaire based on the EFQM excellence model. The questionnaire was answered based on the secondary data obtained from various print and online sources. Based on self assessment study, the answers to the questions were formulated, wherein each answer is based on information obtained through secondary source of data. No outside person, group of persons or body corporate was approached for seeking answers to the questionnaire. The question response format was based on a Likert scale of 1 to 6. However, each one of these numbers was defined in terms of attributes as Zero Base, Very Weak, Weak, Acceptable, Strong and Extremely Strong. The scores were assigned as 1