Question 1: (30 marks) Darren Kings has worked as production manager for a glass manufacturer in Ballarat. His company was acquired by Transvision Ltd., which is the biggest glass maker in Victoria Fortunately, Darren is still retained to be the production manager for the regional division of Transvision in Ballarat. Transvision Ltd. has used a balanced Scorecard approach to evaluate its employees and managers. Darren's previous employer has not adopted this approach but based on the traditional budgeted production to assess performance of managers. a) Suppose that you are a management accountant and Darren's close friend, briefly explain to him how performance evaluations at Transvision will differ from those at his previous employer. (5 marks click or tap here to enter text. b) Recommend five possible objectives that Transvision will use, in addition to production level, to evaluate Darren's performance. For each objective that you identify, be sure to indicate a plausible metric for measuring it. (5 marks] Click or tap here to enter text. c) How does the Balanced Scorecard (BSC) help translate strategy into actions? Explain and discuss any potential problems and challenges in its implementation. [10 marks] Click or tap here to enter text. Part 2: Discuss the role that management accountants play in organisational decision- making in the areas that include pricing, cost and quality management, resource allocation, waste management etc.). Support your discussion with suitable examples. [10 marks] Click or tap here to enter text