Create a View Integration to represent the combination between the conversion pr
ID: 3583793 • Letter: C
Question
Create a View Integration to represent the combination between the conversion process with the acquisition payment, human resource and revenue process based on the REA patterns described on the textbook and slides for each process.
You have the choice to describe the view integration through points or attach a graphical view pattern that describes it.
asset type Reset Typification Cash Operating asset Proposi instigation event) Resell Fulfill- vation Operating asset order (mutual commitment event) Fulfill- Operating asset acquisition flow1 increment economic event) Duality Reversal Cash disbursement decrement economic event) Partici Partici. L ation tion4 Partici on5 Partici tion7 Operating asset return (increment reversal economic event tion1 Partici ation8 ation9 External agentExplanation / Answer
System Dynamics Organizations can't be completely found in wording just of human System Dynamics Organizations, of course, cannot be fully seen in terms only of human energies. Attention must also be given to system dynamics—the second basic dimension of our model (see Figure 3). From this perspective on organizational life, the structure, the functions, and the processes of the organization can be examined. Figure 3. System Dynamics Organizational structure includes such things as fiscal parameters and controls (e.g., the budget, profit-and-loss statement, debt service, external audits, taxes), the table of organization, the articles of incorporation, the plant and/or other real property, personnel and personnel policies, and the organization’s legal status and obligations. Organizational structure is both a reflection and a determinant of the organization’s functions. Indeed, the appropriateness, or fit, between the formal and informal structure of the organization and the functions that particular components and the organization as a whole are called on to provide, is a most critical matter. Organizational function refers to the various outputs or outcomes of the organization’s activities: the products, services, benefits, and effects of organizational life. Useful categories for assessing this domain are productivity, integration, organizational health, and feedback.1 Productivity is concerned with the defining tasks of the organization—what it does for a living—whether this is teaching children how to read, manufacturing can openers,energies. Consideration should likewise be given to framework elements—the second essential measurement of our model (see Figure 3). From this point of view on hierarchical life, the structure, the capacities, and the procedures of the association can be inspected. Figure 3. Framework Dynamics Organizational structure incorporates such things as financial parameters and controls (e.g., the monetary allowance, benefit and-misfortune explanation, obligation benefit, outside reviews, imposes), the table of association, the articles of consolidation, the plant as well as other genuine property, faculty and staff approaches, and the association's lawful status and commitments. Hierarchical structure is both a reflection and a determinant of the association's capacities. To be sure, the propriety, or fit, between the formal and casual structure of the association and the capacities that specific parts and the association overall are approached to give, is a most basic matter. Authoritative capacity alludes to the different yields or results of the association's exercises: the items, administrations, advantages, and impacts of hierarchical life. Helpful classes for surveying this space are efficiency, joining, hierarchical wellbeing, and feedback.1 Productivity is worried with the characterizing undertakings of the association—what it accomplishes as a profession—whether this is showing youngsters how to peruse, assembling can openers,