Organisational Appraisal of Nike with its competitiors Ratios (Summary) -NIKE Nike Inc.‚ liquidity ratios | May 31‚ 2012 | May 31‚ 2011 | May 31‚ 2010 | May 31‚ 2009 | May 31‚ 2008 | May 31‚ 2007 | Current ratio | 2.98 | 2.85 | 3.26 | 2.97 | 2.66 | 3.13 | Quick ratio | 1.82 | 1.94 | 2.32 | 1.93 | 1.68 | 2.07 | Cash ratio | 0.97 | 1.15 | 1.53 | 1.05 | 0.84 | 1.10 | Source: Based on data from Nike Inc. Annual Reports http://www.stock-analysis-on.net/NYSE/Company/Nike-Inc/Ratios/Liquidity#Ratios-Summary
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360 Degree Performance Appraisal Templates for questionnaires p. 1 of 3 360 Degree Performance Appraisal Questionnaire Templates for Nonprofit Organizations operating under Policy Governance Model This document provides a list of questions for three questionnaires or interviews the Board’s evaluation committee might use to gather information on the Executive Director’s performance from selected partner organizations‚ from board members‚ and from employees. If mailed‚ the questionnaires should
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INVESTMENT APPRAISAL Exercise1: Project K has a cost of $52‚125‚ its expected net cash inflows are $12‚000 per year for 8 years‚ and its cost of capital is 12%. a. What is the project’s PP (time thu hồi dc vốn)? b. What is the project’s DPP? c. What is the project’s NPV? d. What is the project’s IRR? a) PP = 52‚125/12‚000 = 4.34 b) 52‚125 – 12‚000/1.12 – 12‚000/1.12^2 – 12‚000/1.12^3 – 12‚000/1.12^4 – 12‚000/1.12^5 – 12‚000/1.12^6 = 2788 PV (7) = 12000/1.12^7 = 5428 DPP = 6 + 2788/5428
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CONFIDENTIAL AM/NOV 2005/ADM510 UNIVERSITI TEKNOLOGI MARA FINAL EXAMINATION COURSE COURSE CODE EXAMINATION TIME QUALITY MANAGEMENT ADM510 NOVEMBER 2005 3 HOURS INSTRUCTIONS TO CANDIDATES 1. This question paper consists of two (2) parts : PART A (3 Questions) PART B (4 Questions) 2. 3. 4 5. Answer all questions from PART A and three (3) questions from PART B. Answers to all questions must be written in the Answer Booklet. Start each answer on a new page Do not bring any material
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This article highlights that Felda Global Ventures Bhd (FGV) is indecisive on their dividend payments to their shareholders for 2016. At the same time‚ they have also announced a mutual separation scheme (MSS) which will affect 3 percent of its current workforce. A letter from Ms. Alice in The Star Online brings to light on what is actually a mutual separation scheme. She mentions how when preliminary economizing or cost-cutting methods fail to work‚ the final action to lessen heavy expenses is
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To understand the factors that compelled an employee to end its relationship with the organization is an integral part of the employment ending process. The organization should use the exit interview as an effective tool to develop and implement the strategies for meaningful staff retention. The exit interview provides the organization an opportunity to ’make peace’ with a disgruntled employee; otherwise‚ the employee leave with the vengeful intentions which could lead to negative publicity for the
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Inequalities in Health Appraisal Inequalities in health have many factors but these can be argued against as to whether they are the actual cause. Social class is a factor‚ along with region‚ age‚ gender‚ ethnicity etc. Measuring the impact of social class is difficult because social classes have changed over the years‚ eg) working class living conditions have changed‚ and there is a delay in the onset of diseases‚ eg) Asbestos related illness. (NICE 2009) However the Black Reports (1980)
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General Comments Recruitment ... Selection ... Performance Appraisal Recruitment Finding the right people for the job is one challenge all managers and organizations share. While managers may have the ability to redesign or adjust jobs to fit the available people‚ the usual challenge is the reverse. Thus‚ a first important step in the recruitment‚ selection‚ and placement process is undertaking a job analysis. This helps ensure you know what the employee must know and do (job requirements)
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some organizations performance appraisal (PA) and performance management systems are treated as unnecesary or routine job. But the evaluation of of employees’ job performance is vital human resources function and of critical importance to the organization. In work organizations performance measurement typically takes place in the form of formal performance appraisals‚ which measure worker performance in comparison to certain predetermined standards. Performance appraisals serve many purposes for the
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measured by his performance appraisal. Performance appraisal is defined as evaluating an employee’s current or past performance relative to his or her performance standards. The appraisal process involves setting work standards‚ assessing the employee’s actual performance relative to these standards‚ providing feedback to the employee with the aim to eliminate performance deficiencies or continue performance above par. One sometimes wonders why a performance appraisal is done at all when it is
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