online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/bse.395 ENVIRONMENTAL ACCOUNTING: AN ESSENTIAL COMPONENT OF BUSINESS STRATEGY Mehenna Yakhou*1 and Vernon P. Dorweiler2 1 2 Georgia College and State University‚ USA Michigan Technological University‚ USA Environmental accounting is on an expansion path. With increasing social focus on the environment‚ accounting fills an expectation role‚ to measure environmental performance. The status of environmental awareness
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Green Mountain Resort Green mountain resorts issues were related to staffing and problems with turnover. The management had worked hard to get employees that would be willing to stay no matter that the location of the resort was not the best area of the state. The employees did not have the availability of promotions and advancement. Once they were trained they would move to the larger resorts leaving behind the staff that was not properly trained yet. This is the main problem with staff turnover
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ONLINE CASE GREEN MOUNTAIN CAMP: IT’S MORE THAN A SUMMER JOB Nick and Carol Randall had a dream for themselves and their two sons: to live at summer camp‚ re-creating their own memories of swimming in a lake‚ hiking the mountains‚ and laughing around the campfire every evening. So‚ when Green Mountain Camp in Vermont went up for sale‚ they scraped together their savings and bought the property and the business. Soon they learned why the camp was for sale: the cabins were run down‚ the kitchen
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Introduction Green Mountain Resort is a small resort that gives people a choice to buy vacation homes with the added luxury of golf‚ tennis and skiing. With Gunter as the new owner‚ his main issues were the high turnover rate. In such a small operation and the type of industry‚ the opportunities for promotion were few and Gunter was faced with the irony that if he reduced the turnover‚ there would be even fewer openings for advancement (Palmer‚ Dunford & Akin‚ 2009). This was due to the type
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Green Mountain Resort BUS661: Leading Organizational Change Instructor: Green Mountain Resort 1. Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by • Gunter? • The hospitality literature? • The consultant? The change image that can identified in assumptions about manager turnover would have to start with change image #2. This particular change image the change manager as navigator. Gunter wanted
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GREEN MOUNTAIN CAMP: ITS MORE THAN A SUMMER JOB Case Summary: Nick and Carol Randall purchased Green Mountain Camp in Vermont to live out their dream of raising their two boys in a summer camp. But the camp was not all that it seemed to be‚ and it took extensive repair work to bring the physical facilities up to code. Now Nick and Carol are faced with a more daunting task hiring new employees. They want to hire people who will be motivated to stay with the job for more than one summer‚ and although
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experience curve)‚ 3) The true cost and profit picture for each product must be known and 4) Cash flow is as important as profit. The "cycle of decay" (when cost cutting efforts lead to competitive decay) is typically begun when management uses financial accounting data‚ not control data‚ for decision making. Costs are classified as bedrock fixed (very few qualify as this)‚ managed fixed‚ direct variable and shared costs. Most costs qualify as managed‚ and therefore are controllable in the long run. [I]
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Keurig Green Mountain Christian Derderian Nick Fazzolari Miguel Jimenez Anastasia Zavgorodni Table of Contents I. Introduction II. Industry Economic and Value Chain Analysis A. Company Competitors B. Value Chain Analysis C. Firm’s Market Share D. Industry-wide Technological Developments E. Economic Analysis F. Firm’s Business Strategy III. Financial Analysis of the Firm A. Assess Short-term Liquidity B. Critique of Capital Structure and Long-term Solvency Issues C. Firm’s
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Case: Green Mountain Resort Gustavo Molina Cristián Rasmussen 1) a) Gunter matches with a director image because he wanted to stop the turnover thinking in an old fashion way. He wanted to have the ability to have the complete control of the turnover rate‚ doing whatever it takes. He did not succeed with this image‚ so he had to call a consultant. Probably later‚ Gunter turn into a Coach shape because we wanted to shape the organization´s capabilities in particular ways‚ coaching the
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CHAPTER 22 ACCOUNTING CHANGES AND ERROR ANALYSIS TRUE-FALSE—Conceptual Answer F T F T F T T T F T F F T F T T F F T T No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Description Change in accounting estimate. Errors in financial statements. Adoption of a new principle. Retrospective application of accounting principle. Reporting cumulative effect of change in principle. Disclosure requirements for a change in principle. Indirect effect of an accounting change. Retrospective
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