Critical analysis related to the care of critically ill patients Essay

Critical analysis related to the care of critically ill patients requiring high dependency care - Essay Example The 3 basic roles of a nurse are that of a practitioner, leader and researcher. As a practitioner, the nurse attends to all the medical needs of the patient and as a leader she takes decisions which relate to, influence and facilitate the actions of others with an aim to achieve a particular goal. As a researcher, the nurse aims to implement studies to determine the actual effects of nursing care and to work towards further improvement in nursing care (Nettina, 2006). The aim of this essay is to analyze and criticize the management and care of a 55 year old patient Mr. X, diagnosed with myocardial infarction. The name of the patient shall not be disclosed through out the essay for the purpose of confidentiality. Mr. X was brought to the casualty on a Saturday afternoon by his wife with complaints of tightness in the chest, difficulty to breathe, and sweating for 10 minutes. There was no radiation of pain. The discomfort started suddenly while Mr. X was watching television. No physical activity triggered the symptoms. Mr. X did not experience similar complaints in the past. He was a known hypertensive and smoker. For his hypertension he was taking a combination of beta-blocker and ACE inhibitor. His previous health check-up 2 months ago showed normal sugars and mild hypercholesterolemia. ECG done at that time was normal and ECHO revealed mild left ventricular hypertrophy. In the emergency room, Mr. X appeared pale and diaphoretic. He was sweating despite cold weather. Pulse rate was 100 per minute, regular and not with good volume. Blood pressure was 160/100 mmHg. Perfusion was moderate. Saturations were 90%. Spot blood glucose was 120 mg per dl. Third heart sound was present and rales were heard over the basal regions of the lungs. Other systems examination was normal. ECG done in the casualty showed ST segment elevation abnormalities in the II, III and aVF leads. A diagnosis of inferior wall infarction was made. Diagnosing myocardial infarction is

Effective Classroom Management Plan Essay Example for Free

Effective Classroom Management Plan Essay Teaching is considered as one of the most exciting and challenging professions (Walden University 2009). It is through teaching that everyone is able to learn the things that they needed for their jobs. Everyone can not be a professional without the people who have the ability to teach. During teaching process, teachers usually experience the pressure when dealing with students who have different cultures, behaviors and attitudes. Therefore, an appropriate teaching plan is necessary to address these differences and to prevent the pressure which can hinder the teacher’s performance. Through a right plan and use of resources, teachers are able to make most out of everything and prepare the students towards their future (Bosch 2006). Classroom is considered as the most important place for both teachers and students. It is the place where students and teachers freely exchange ideas and learn from each other. Â  I believe that an appropriate and effective classroom planning is critical in teaching because it aids in imparting knowledge by making the teachers prepared, confident and comfortable with their profession (Bosch 2006). For me, an effective classroom management planning is not only about establishing rules, rewards and consequences but it is also about the establishment of a mutual relationship between the teacher and the students. If a healthy atmosphere is present, then the teacher will not experience difficulty in teaching and students will learn more. In addition, the learning process is student centered (Walden University 2009). This means that learning is imparted through the application of the things learned through classroom activities and tasks. Rules, consequences and rewards are there to guide the students on proper behavior and etiquette but they are not limited to what is written. It is through the real happenings that rules are applied and exercised by the students. In the end teachers are there to guide the students not only in learning but also in correct behavioral decision making.

Essay --

Hong 1 Rebecca Hong Ms. Geers English 10H/4 17 January 2014 People Make Choices, Choices Make History The five major types of people involved in any genocide or human rights abuse---perpetrators, victims, bystanders, rescuers, and upstanders---all shape history. People’s choices are always hugely influential in historical events, and the Holocaust is no exception. The perpetrators of the Holocaust were arguably the most influential of the five types of people. They were able to get millions of Germans to turn a blind eye to millions of crimes against humanity. By taking advantage of historical Jewish oppression, utilizing propaganda and censorship to create a strong dominant discourse preaching anti-Semitism in Germany, and creating various us-them mentalities, the perpetrators of the Holocaust changed the identities of bystanders, shaped their choices, and changed history. Bystanders were one of the most pivotal groups of the Holocaust. As Elie Wiesel reminds us, â€Å"The victims perished not only because of the killers, but also because of the apathy of the bystander†¦Those who perished were victims of Nazism and of society† (Why Were There So Few). For the most part, German civilians turned a blind eye, allowing the Holocaust to happen. As a German bystander later recalled, â€Å"If I had refused to take the oath [of loyalty] in 1935, it would have meant that thousands and thousands like me, all over Germany, were refusing to take it. Their refusal would have heartened millions. Thus, the regime would have been overthrown, or, indeed, would never have come to power in the first place†¦Thousands, hundreds of Hong 2 thousands†¦were also unprepared [to resist]†¦Thus, the world was lost† (Do You Take the Oath?). How could milli... ...zens were capable of standing by in the face of genocide. Anti-Semitism was everywhere, and censorship meant that dissent was nowhere to be found. The identities of bystanders changed; the constant propaganda forced Nazi ideology into their identities. As Holocaust survivor Garmaine Pitchon stated, â€Å"I don’t hate the Germans. The Germans are good people. The only people I hate are Hitler and Mengele†¦they killed my family† (Auschwitz, Evil at Play). The perpetrators of the Holocaust are ultimately the ones who corrupted civilians and turned them into bystanders. The perpetrators bombarded the German citizens with propaganda until they â€Å"internalized Nazi allegations†¦[and] excluded entire groups from their universe of obligation† (Vashem), giving in to the dominant discourse of the time. The perpetrators successfully brainwashed millions, in order to kill millions more.

Arthur Conan Doyle :: essays research papers

Sir Arthur Conan Doyle was more than just an author. He was a knight, a soldier, a spiritualist, a whaler, a doctor, a journalist, and most of all, he was adventurous. He was not the quiet type of person, so he enjoyed expressing himself. Arthur Conan Doyle was born on the 22nd of May 1859 in Picardy Place, Edinburgh. The second child of Charles Altamont and Mary Foley, he was thought t have been named after the legendary medieval king, Arthur, of the Round Table. Doyle was also named after his granduncle, Michael Edward Conan. He was a descendant of the Irish, and was of the Roman Catholic religion. Doyle had a grandfather, John Doyle. He was political cartoonist, who, financially supported the family.1 Doyle had a pretty rough home life because his father was an alcoholic. As he grew up, Doyle had to take more of the responsibilities around the house into his own hands, because his father was either too sick or drunk to fulfill his daily work at home. Doyle's mother, Mary Foley, wa s a homemaker who took care of her son Arthur and his brothers and sisters, and also worked and cleaned the house everyday.2 Doyle's early education started when he was about seven years old. His mother spent lots of time reading with him and tutoring him, because this is what she thought he needed to become a cultured gentleman. When Doyle was ten years old he left home and went to the Jesuit Preparatory school named Hodder House. This was a boarding school for young boys. Arthur hated this school. Doyle once stated that Hodder House "was a little more pleasant than being confined in a prison." While attending Hodder House, he studied chemistry, poetry, geometry, arithmetic, and grammar. After his experiences at Jesuit Preparatory school, he left and applied for Stonyhurst Academy. Doyle was accepted for enrollment into Stonyhurst and remained there for about five more years. While at Stonyhurst, Doyle, who excelled in cricket, demonstrated some very early signs of litera ry talent. At the academy, he became quite good at telling stories and reading aloud.3 Doyle started reading his old favorite books from his childhood. His favorite childhood writer was Mayne Reid, who wrote The Scalp Hunters. This was his favorite book while he was progressing through life.4 During his last year before attending medical school, Doyle went to Feldkirch, a school in Austria.

Khushwant Singh’s “The Wog” Essay

Khushwant Singh’s story entitled â€Å"The Wog† is a depiction of Indian culture. Indian’s tradition was merely focused on the religion and cultural composition of their society. Every action must be granted by their Gods. This is symbolization of conservatism and illiteracy not literally but through the emotions and psychological circumstances of the protagonist. In this story, the main character had a hard time thinking of his marriage life. He really does not want to get marry because according to the Vedas, marriage is the third of all the four levels that they obtained during their lifetime. Sen, the main character felt this kind of scenario that he is not old enough to face a new beginning – the third part of his life because it means that his death become nearer. However, his bride is the most excited person of all. She loved Sen so much that is why she is willing to accept everything about him. This story also showed how a woman was portrayed in the society of India. Man is the manipulator of everything while the woman will abide to her husband and will surrender everything for him. Based on my understanding to the text, I have seen that the story made a significant point of view towards the issue of culture, religion, and society in India. It is a depiction of values and personalities that people should need to understand in an Indian. In the beginning of the story, Singh thoroughly described the setting through the establishment of the characters. The conflict of the story is that Sen does not want to get married at his age. As a resolution at the end, I have seen that the author resolved the conflict. She lets her character face his fear and agony. She conveyed in her story how a man should be portrayed in the society – fearless and masculine. Reference Singh, K. The Wog. pp. 293-310

Literally the Worst Mistake You Could Ever Make

Literally the Worst Mistake You Could Ever Make Literally the Worst Mistake You Could Ever Make Literally the Worst Mistake You Could Ever Make By Guest Author If most peoples employment of the word â€Å"literally† doesnt drive you mad, youre probably guilty of a few misuses yourself. Its one of the most common complaints of the grammar-savvy. Responding to our post on â€Å"Blackboard Moments† those usages of speech that provoke the same response as fingernails on a blackboard – Abbie points out one of her least favorite tropes of modern language: â€Å"Literally† replacing the word â€Å"very† in a sentence. I know someone who says â€Å"literally† several times in a row, when she wants to emphasize how â€Å"very† something is. One day I will have to shoot her. One hopes that Abbie isnt being literal here. Along with that other frequent offender, â€Å"basically,† the word â€Å"literally† is often mistakenly employed to provide emphasis for a word or phrase that might otherwise go overlooked: â€Å"literally furious,† â€Å"literally champing at the bit,† â€Å"literally scared me half to death.† As anyone reading this no doubt knows, correct use of the word â€Å"literally† literally looks almost nothing like this. Its a value-neutral term absent of any inherent emphasis or largesse. Correctly, â€Å"literally† should be used when a turn of phrase usually employed in a metaphorical sense enjoys a rare moment of non-metaphorical applicability: the phrase becomes true in a literal, words-meaning-exactly-what-they-say sense. If we know that â€Å"waiting with bated breath,† for instance, originates in Shakespeares allusion to someone whose breathing has stopped (or abated) in their anxiety, we might say we were â€Å"literally waiting with bated breath† if we had cause to hold our breath for an extended period of time. With our communications increasingly conceptual and metaphor-laden, more and more terms enjoy frequent non-literal use. In an online environment filled with abstract concepts and non-corporeal action, metaphorical language is particularly prevalent: â€Å"rolling out new features,† â€Å"clearing my inbox,† â€Å"laughing out loud.† Add to this the blurred boundary between idiom and clichà © and you have a language rife with metaphor. Those of us attuned to the true meaning of â€Å"literally† may jump at the chance to say something like â€Å"I literally jumped at the chance,† but be wary that youre not falling into the same trap as the misusers: using â€Å"literally† to convey emphasis, instead of simply finding a stronger word to make your point. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:"Based in" and "based out of"45 Synonyms for â€Å"Old† and â€Å"Old-Fashioned†20 Classic Novels You Can Read in One Sitting

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.