新西兰管理学assignment代写 税务专员

2020-02-15 02:24

本文作者自2003年起就职于税务专员。在这段时间里，我先是被分配到总司工作了五年，然后被分配到海关部门工作了十年。自2017年12月升职后，我被重新分配到总集司。在过去的15年里，我见证并参与了税务专员沟通模式的变化。在这份报告中,我将试图概述我的经历的各种通信与收入,通信的优势,任何障碍有效的通信,信息技术对通信的影响,我将总结的建议提高通信。截至2017年底，收入(Revenue)部门共有6372人。例如,2018)。这些员工被划分为16个部门的不同管理层。每个部门向一个特定的专员汇报，专员负责其下属部门的组织绩效。有三个委员(收入)。例如,2018)。组织内部需要沟通的信息量是巨大的，既包括组织内部，也包括外部客户和其他政府机构。
新西兰管理学assignment代写 税务专员
This author has been employed in the Revenue Commissioners since 2003. In that time, I have been assigned firstly to the Collector General’s Division for five years and then to the Customs Division for the following ten years. Since December 2017, on promotion, I have been re-assigned to the Collector General’s Division. In the past fifteen years, I have witnessed and been a part of a changing environment within the Revenue Commissioners communications models. In this report, I will attempt to outline my experiences of the variety of communications with Revenue, the strengths of communications, any barriers to effective communications, the impact of information technology on communications and I will conclude with recommendations for improvement of communications.At the end of 2017, there was 6,372 people employed within Revenue (Revenue.ie, 2018). These staff are divided amongst many levels of management and across sixteen divisions. Each division reports to a specific Commissioner who is responsible for the organisational performance for the division below them. There are three Commissioners (Revenue.ie, 2018). The volume of information that needs to be communicated within the organisation is vast, both internally within the organisation and externally to customers and other government agencies.

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