Professional Documents
Culture Documents
S1: summary
S2 – organizaXonal performance
• OperaXng at a net loss of $318, 4447
• Liquidity of -96% - they have negaXve cash on hand (cash divided by average monthly
expense)
• R&D Expenses increased from 11% of total expenses to 15%
• Current raXo = 1658371/900495 = 1.8, which indicates their inability to pay their current
financial obligaXons
• OperaXng margin= 5320770-5207857/5320770= 0.02, indicates their poor ability to
produce surplus, which may be needed in future years
• Failed trust fund contribuXon
• Assets = LiabiliXes
S3- OrganizaXonal health – raXng of 2
• Employees are concerned about cuts to the organizaXon, which is affecXng their daily
performance
• Lack of professional managerial training
• Lack of communicaXon across departments and research teams
• No formalized business process – no clear direcXon, which can increase costs and slow
the advancement of projects
S6 – Goals
Rob’s goals
Korpela’s goals
S8 – Value proposiXon
• it’s competing on execution in terms of having the ability to evaluate a rehab centre’s
programs and offer accreditation
• Revenues: from the funding they receive (currently about 92% comes from WCB),
additional sources, and interest revenue, contract work from Ontario insurance
commission and other private organizations
• Expenses include salary, program development, services of research consultants and
related costs, rent, office, meetings and conferences, etc.
• In 1994, they make a contribution to a trust fund for 400k which is major reason they
had negative profit
• Research department is a cost centre due to its limited ability to generate revenue
• Quality improvement is the profit centre as it generated revenue from accrediXng rehab
clinics in the province
22– AlternaXves