10 Jun There are significant differences between large and small organ

There are significant differences between large and small organizations – this week we read about the decentralization that is typically present in large organizations. We were introduced to the Balanced Scorecard, which is used to help managers make better decisions with more current data.The authors used the example of Hyatt Hotel chain, in which the employees at a specific site (Maui) are authorized to make the decision regarding a hotel guest’s checkout time.Let’s discuss how this might play out…provide an example of how a late checkout would impact the organization’s goals.What are the relevant data that contribute to this decision?How does the Balanced Scorecard help with the decision-making process?What is the ROI for this decision?In your replies to your peers’ posts, use your critical thinking skills to determine if all pertinent points were covered. Ask for clarification if there were points that you did not understand. Finally, explain how the use of ROI alone can lead to bad decisions.Cite and summarize the resource.  Write at least 300 words Post at least two replies to either peers or the instructor  Write at least 150 words per reply Laban Ongeri The hotel and services industry could be challenging when it comes to decision making. Customers generally like reliable services. They would prefer room reservations  in hotels they could count on. On the other hand, customers would also like some leniency from the hotels in case of an incident where by things do not swing in their favor. In the Hyatt Hotel example, the case of a late check out could have a number of impacts on the hotel. First off, a late checkout could mean a delay for the next customer checking in to that room. This might result in the hotel’s reliability being put into question by the customer that is supposed to check in. Being lenient to a customer for a late checkout could have a positive impact though, it could make the customer feel appreciated by the hotel and hence earning the customer’s business in future.   A balanced scorecard would help the managers decide how a late checkout impacts the hotel and wether they should be very strict or lenient to such cases. For example, it might be helpful to be lax on the late checkout rules to a frequent customers just to keep them happy. It also might be helpful to be strict on customers who are not very frequent if their late checkouts affect the frequent customers which might result to losing these loyal customers. The ROI could be used to determine which decision would result in a greater profit and therefore opt for that decision.References:Noreen, E. W., Brewer, P. C., & Garisson, R. H. (2016). Managerial accounting for managers (4th Ed.). New York, NY: McGraw- Hill Education.Tandrea Wilson In the example using the Hyatt Maui and considering late checkout, this could have a positive and negative effect on the hotel simultaneously. Positively, allowing customers to have a late check out will boost the morale of the customer and show that the hotel cares about their well-being. It shows that the hotel has great customer service and will do anything to accommodate their customers. This will leave a positive image of the hotel for the customer who will then return to the hotel chain or recommend the Hyatt to others. Negatively, by checking out late, this puts strain on the staff of the hotel and could potentially affect the customers who are scheduled to stay in that particular room. Late check out will delay turning over the room and may lead to the staff not cleaning to the standards that they would have if they had enough time to clean. The balanced scorecards could help the managers and decision makers decide if customer satisfaction is worth the late check out or if the dissatisfaction of customers’ checking-in is worth not allowing late check out. All of these variables do affect the ROI, as late check out could be positive or negative. Reference Noreen, E. W., Brewer, P. C., & Garrison, R. J. (2017). Managerial accounting for managers (4th ed.). Retrieved from https://online.vitalsource.com/#/books/9781259730061/cfi/6/2!/4/2/2/4/[email protected]:0