The expectancy theory of motivation is a behavioral approach that considers three important elements: expectancy, instrumentality, and valence. The theory of goal setting is a behavioral approach to motivation that says that specific and challenging goals are more motivating than general and easy goals.
Expectancy theory of motivation: Expectancy is the confidence that employees have in their abilities to perform the work needed to accomplish a goal.
Instrumentality is the confidence that the employee's performance will be recognized and rewarded.
Valence is the degree of reward value connected with the performance goal.
Goal-setting theory of motivation: The importance of goal-setting is emphasized in this approach, which argues that setting goals aids in focusing and directing a person's efforts toward achieving them.
Goal theory of motivation: The concept of goal theory of motivation is linked to the idea of goal-setting theory. It indicates that individuals are motivated to attain particular goals. The goal theory of motivation, like the goal-setting theory of motivation, is a behavioral approach. It emphasizes the importance of developing and specifying goals that are achievable and that can serve as incentives to motivate people to achieve them.
Connections:
The expectancy, goal, and goal-setting theories of motivation are all behavioral approaches that seek to explain how individuals are motivated. Expectancy theory looks at the link between the amount of effort expended and the reward obtained. Instrumentality relates to the extent to which performance will be compensated. Valence pertains to the extent to which a reward is desirable to a person. The goal-setting theory focuses on the importance of setting clear, specific, and challenging goals to motivate people. The goal theory, on the other hand, emphasizes the importance of specifying achievable objectives to incentivize people to achieve them.Learn more about goal setting theory here: https://brainly.com/question/13923637
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a. Early Relationship marketing contributions focused only on the personal interaction. Discuss the importance of digital relationships nowadays as an essential component of financial services and give one example of digital financial service.
b. Financial services may go for bundling two or more services together. What are the reasons behind it? Give and explain one real example about a bank bundling its financial services.
c. Advertising is an important element of the marketing communication mix. It is a challenge for FIs and their creative teams to come up with ideas for communicating the service benefits and the best way to express their message. Required: Give one real example of an advertisement of a financial institution showing the rational appeals and the emotional appeals in this advertisement.
Personal interaction is no longer enough for modern-day relationships. Digital relationships have become an essential component of financial services. One example of digital financial service is mobile banking. Mobile banking is the use of smartphones or tablets to access financial services from anywhere at any time.
This includes checking account balances, making payments, and transferring funds between accounts.b. Financial institutions often bundle two or more services together to make it more convenient for their customers. This practice is also beneficial for FIs as it helps to increase the revenue generated per customer. One real example of a bank bundling its financial services is Chase Bank.
Chase offers a variety of checking accounts, including the Chase Total Checking account. This account comes with several bundled services such as access to over 16,000 ATMs, online banking, mobile banking, and Chase QuickDeposit. c. American Express’ "Don’t Live Life Without It" ad is an example of an advertisement that shows both rational and emotional appeals. The rational appeal in the ad is the convenience of using the American Express card.
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Here are selected 2022 transactions of Grouper Corporation. Jan. 1 June 30 Dec. 31 Retired a piece of machinery that was purchased on January 1, 2012. The machine cost $62,200 and had a useful life of 10 years with no salvage value. Sold a computer that was purchased on January 1, 2020. The computer cost $36,400 and had a useful life of 4 years with no salvage value. The computer was sold for $4,500 cash. Sold a delivery truck for $9,310 cash. The truck cost $25,000 when it was purchased on January 1, 2019, and was depreciated based on a 5-year useful life with a $3,200 salvage value. Journalize all entries required on the above dates, including entries to update depreciation on assets disposed of, where applicable. Grouper Corporation uses straight-line depreciation. (Record entries in the order displayed in the problem statement. Credit account titles are automatically indented when amount is entered. Do not indent manually. If no entry is required select "No Entry" for the account titles and enter 0 for the amounts.)
Straight-line depreciation is a method used to allocate the cost of an asset evenly over its useful life. The depreciation is $4550.
It assumes that the asset's value decreases uniformly over time. To calculate it, the initial cost of the asset is divided by its expected useful life. The resulting amount is deducted from the asset's value each year until it reaches its salvage value.
This method provides a simple and consistent way to spread out the expense of an asset over time, allowing businesses to accurately reflect the reduction in value over its useful life. Straight-line depreciation is commonly used for financial reporting and tax purposes.
Journal entry
Date account and explanation debit credit
Jan-01 Accumulated depreciation-Machinery $ 62,200
Machinery $ 62,200
(To record machine retired)
Jun-30 Depreciation expense (36400/4)*6/12 $ 4,550
Accumulated depreciation-Computer $ 4,550
(To record dep)
Jun-30 Cash $ 4,500
Accumulated depreciation-Computer (36400/4)*2.5 $ 22,750
Loss on sale of computer $ 9,150
Computer $ 36,400
(To record sale of computer)
Dec-31 Depreciation expense (25000-3200)/5 $ 4,360
Accumulated depreciation-Delivery truck $ 4,360
(To record dep)
Dec-31 Cash $ 9,310
Accumulated depreciation-Delivery truck (4360*4) $ 17,440
Gain on sale of delivery truck $ 2,100
Delivery truck $ 25,000
(To record sale of truck)
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The Directors and members of the publishing company AVAL Pty Ltd (AVAL), are Mark the Managing Director, Haynes the marketing and sales manager and Stacey a non-executive director who has a degree in English literature. You have recently been recruited to the investigation of team of ASIC, the Australia Security Investment Commission. You have been given the file of a company that ASIC are considering prosecuting, as several incidences have occurred. In a board meeting of AVAL that took place six months ago the board asked Haynes if he would find another larger warehouse in which they could relocate as their building was being demolish soon, so they had to vacate and believed this would be a good time to upsize. Mark did raise the issue though that profits had been suffering since in the Global Financial Crisis (GFC), but believed that eventually things would turn around for them. Haynes finds a building, but it is way beyond the budget that had been discussed in the meeting. He is very keen on it as it is currently owned by his brother, and Haynes has been financially supporting his brother of late, so would really like to help him out by getting this building sold. He does not get an independent evaluation and it turns out the company overpays for the property by $500,000. The board approved the purchase of the building four months ago based solely on the advice of Haynes. Haynes told the board the purchased was ‘a bargain’ and ‘the only one on the market that will suit them’. The other directors do not ask any questions, and Haynes does not disclose that it is his brothers building. Things have now turned out badly for the company as they went into liquidation 6 weeks ago.
In this scenario, Haynes, the marketing and sales manager of AVAL Pty Ltd, has acted inappropriately by not disclosing his personal connection to the building being considered for purchase.
He overpaid for the property by $500,000, benefiting his financially struggling brother. The other directors, including Mark the Managing Director, did not question Haynes's advice or inquire about the property's ownership.
As a result, the company has now gone into liquidation, indicating that the decision to purchase the building has had negative consequences for AVAL Pty Ltd.
The other directors, including Mark the managing director, didn't challenge Haynes's judgment or seek to learn who owned the property.
The fact that the business has now entered liquidation shows that AVAL Pty Ltd. regrets making the decision to buy the structure.
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In the previous problem, suppose the projects given for price, quantity, variable costs, and fixed costs are all accurate to within +/- 10 percent. Calculate the best-case and worst case NPV figures. (previous problem as in the one below)
We are evaluating a project that costs $588,000; has an eight-year life and has no salvage value. Assume that depreciation is straight-line to zero over the life of the project. Sales are projected at 70,000 units per year. Price per unit is $36, variable cost per unit is $20, and fixed costs are $695,000 per year. The tax rate is 35 percent, and we require a return of 15 percent on this project. Part a: Calculate the accounting break even. Part b: Calculate the base-case cash flow and NPV. What is the sensitivity of NPV to changes in the sales figure? Explain what your answer tells you about a 500-unit decrease in projected sales? (Professor Cursio comments: some textbooks use the term "sensitivity" to literally mean add one and/or subtract one unit of something – in this case sales – to see what the changes are. But for our purposes, the only sensitivity we care about is what the effect would be if sales are 500 units less than the base-case projection.) Part c: What is the sensitivity of OFC to changes in the variable cost figure? Explain what your answer tells you about a $1 decrease in variables costs. (Professor Cursio comments: similar to part b, all we care about is the effect of variable costs being one dollar less than the base-case projection.)
Part a: To calculate the accounting break-even, we need to determine the sales volume at which the project will generate zero profit. The formula for accounting break-even is:
Accounting Break-Even = Fixed Costs / (Price per unit - Variable cost per unit)
Fixed Costs = $695,000 per year
Price per unit = $36
Variable cost per unit = $20
Accounting Break-Even = $695,000 / ($36 - $20) = $695,000 / $16 = 43,437.5 units
Therefore, the accounting break-even point is approximately 43,438 units.
Part b: To calculate the base-case cash flow and NPV, we need to consider the cash inflows and outflows over the project's life.
Cash inflows:
Sales revenue per year = Price per unit * Sales volume per year
Sales revenue per year = $36 * 70,000 = $2,520,000
Cash outflows:
Fixed costs per year = $695,000
Variable costs per year = Variable cost per unit * Sales volume per year
Variable costs per year = $20 * 70,000 = $1,400,000
Depreciation expense per year = Equipment cost / Project life
Depreciation expense per year = $588,000 / 8 = $73,500
Operating cash flow (OCF) per year:
OCF = (Sales revenue per year - Variable costs per year - Fixed costs per year) * (1 - Tax rate)
OCF = ($2,520,000 - $1,400,000 - $695,000) * (1 - 0.35) = $425,250
Net Present Value (NPV):
NPV = ∑(OCF / (1 + r)^t) - Initial investment
where r is the required return and t is the year
NPV = ($425,250 / (1 + 0.15)^1) + ($425,250 / (1 + 0.15)^2) + ... + ($425,250 / (1 + 0.15)^8) - $588,000
By calculating the above formula, we find that the base-case NPV is $461,683.
Sensitivity of NPV to changes in sales figure:
To determine the sensitivity of NPV to changes in the sales figure, we can recalculate the NPV with a decrease of 500 units in projected sales.
New sales volume per year = 70,000 - 500 = 69,500
New OCF = ($36 * 69,500 - $20 * 69,500 - $695,000) * (1 - 0.35) = $406,875
New NPV = ($406,875 / (1 + 0.15)^1) + ($406,875 / (1 + 0.15)^2) + ... + ($406,875 / (1 + 0.15)^8) - $588,000
By recalculating the NPV, we can determine the sensitivity of NPV to the decrease in sales. The difference between the new NPV and the base-case NPV will provide insights into the impact of the sales decrease on the project's profitability.
Part c: The sensitivity of OCF to changes in the variable cost figure can be determined by recalculating the OCF with a $1 decrease in variable costs.
New variable cost per unit = $20 - $1 = $19
New variable costs per year = $19 * 70,000 = $1,330,000
New OCF = ($36 * 70,000 - $19 * 70,000 - $695,000) * (1 - 0.35) = $474,375
The difference between the new OCF and the base-case OCF will provide insights into the impact of the $1 decrease in variable costs on the project's profitability.
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capital is 9%, and the corporate tax rate is 39%. a. What is Unida's unlevered cost of capital? b. What is Unida's after-tax debt cost of capital? c. What is Unida's weighted average cost of capital? a. What is Unida's unlevered cost of capital? Unida's unlevered cost of capital is o. (Round to one decimal place.) b. What is Unida's after-tax debt cost of capital? Unida's after-tax debt cost of capital is \%. (Round to one decimal place.) c. What is Unida's weighted average cost of capital? Unida's weighted average cost of capital is \%. (Round to one decimal place.)
Unida's unlevered cost of capital is 9%. Unida's after-tax debt cost of capital is 2.4%. Unida's weighted average cost of capital is 8.7%.
The unlevered cost of capital represents the cost of financing for a company with no debt or financial leverage. In this case, Unida's cost of capital is given as 9%. This indicates the rate of return that Unida needs to earn on its investments to satisfy its investors and cover its operating costs. The after-tax debt cost of capital refers to the cost of debt financing for a company after accounting for the tax shield provided by interest expense deductions. The corporate tax rate is given as 39%. By multiplying the tax rate by the cost of debt (9% * 39%), we can calculate that Unida's after-tax debt cost of capital is 2.4%. The weighted average cost of capital (WACC) takes into account the proportion of equity and debt in a company's capital structure.
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You purchase a residential building lot in Queens for $390,650, put $70,000 down, and finance the balance for 15 years at 12% APR, compounded quarterly. What is your quarterly mortgage payment? please provide me with the formula and do it in excel.
The quarterly mortgage payment for the residential building lot in Queens is $10,324.71. To calculate the quarterly mortgage payment for the residential building lot in Queens, we can use the formula for the quarterly payment on an amortizing loan:
[tex]P = (PV * r) / (1 - (1 + r)^(-n))[/tex]
Where:
P = Quarterly payment
PV = Present value or loan balance
r = Quarterly interest rate
n = Number of quarters
First, let's calculate the quarterly interest rate by dividing the annual interest rate (12%) by 4 (the number of quarters in a year). This gives us 0.03.
Next, let's calculate the number of quarters by multiplying the number of years (15) by 4. This gives us 60.
Now, let's substitute the values into the formula:
[tex]P = (320650 * 0.03) / (1 - (1 + 0.03)^(-60))[/tex]
Using a spreadsheet software like Excel, you can use the PMT function to calculate the quarterly mortgage payment. In Excel, you can enter the formula as follows:
=PMT(0.03, 60, -320650)
This will give you the quarterly mortgage payment of approximately $10,324.71.
Therefore, the quarterly mortgage payment for the residential building lot in Queens is $10,324.71.
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Which of the following would not be a characteristic of a global market as opposed to a domestic market? A. Supply chain costs moderate to high. B. Economic conditions more variable. C. Low order cycle variability. D. Moderate to long order cycles. E. Infrastructure varies significantly
C) Low order cycle variability. In a global market, order cycle variability is likely to be higher compared to a domestic market.
This is because international trade involves longer distances, different time zones, varying customs procedures, and potential disruptions in transportation and logistics. These factors can lead to increased order cycle times and higher variability in fulfilling orders.
Therefore, low order cycle variability would be more characteristic of a domestic market rather than a global market.
Every stage of the order cycle is susceptible to order cycle variability. For instance, a postal order sometimes fails to reach the consumer or is delivered late; order delivery might be subject to variability in the form of erratic transit durations.
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Which of the following is not advantage of vertical analysis? A vertical analysis calculates and compares data over multiple periods of time, which allows management to spot any trends. An intercompany vertical analysis can be completed to provide more insight to management. A vertical analysis allows company's to create common-size measurements, which enables them to compare and contrast results within the company, within the industry and to industry standards. All values are expressed as percentages, which provide a more objective view of the results.
An intercompany vertical analysis can be completed to provide more insight to management.
The option "An intercompany vertical analysis can be completed to provide more insight to management" is not an advantage of vertical analysis.
Vertical analysis is a financial analysis method that involves expressing financial statement items as a percentage of a base amount. It helps in understanding the relative proportions of different components within a financial statement and allows for comparison and trend analysis.
Advantages of vertical analysis include:
1. Calculating and comparing data over multiple periods of time: Vertical analysis allows management to analyze trends by comparing data across different periods. This helps in identifying changes, patterns, and trends in financial performance.
2. Creating common-size measurements: Vertical analysis enables companies to create common-size financial statements, where each item is expressed as a percentage of a common base. This allows for easier comparison and contrast of financial results within the company, across the industry, and against industry standards.
3. Expressing all values as percentages: Vertical analysis expresses financial statement items as percentages, which provides a more objective view of the results. It eliminates the impact of differences in scale and allows for better comparisons.
However, the option mentioning "An intercompany vertical analysis can be completed to provide more insight to management" is not an advantage of vertical analysis. Intercompany analysis involves comparing financial data between different companies within the same group or industry. It is not specific to vertical analysis and focuses on analyzing relationships between companies rather than within a single company.
The advantage of "An intercompany vertical analysis can be completed to provide more insight to management" is not applicable to vertical analysis. The other options listed—calculating and comparing data over multiple periods of time, creating common-size measurements, and expressing all values as percentages—are advantages of vertical analysis.
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Matching Definitions with Terms or Abbreviations Match each definition with its related term or abbreviation by entering the appropriate letter in the space provided. E1-1 LO1-1, 1-2 Term or Abbreviation Definition (1) SEC (2) Audit (3) Sole proprietorship (4) Corporation (5) Accounting (6) Accounting entity (7) Audit report (8) Publicly traded (9) Partnership (10) FASB (11) CPA (12) Unit of measure (13) GAAP A. A system that collects and processes financial information about an organization and reports that information to decision makers. B. Measurement of information about an entity in terms of the dollar or other national monetary unit. C. An unincorporated business owned by two or more persons. D. The organization for which financial data are to be collected (separate and distinct from its owners). E. An incorporated entity that issues shares of stock as evidence of ownership. F. An examination of the financial reports to ensure that they represent what they claim and conform with generally accepted accounting principles. G. Certified public accountant. H. An unincorporated business owned by one person. I. A report that describes the auditor’s opinion of the fairness of the financial statement presentations and the evidence gathered to support that opinion. J. Securities and Exchange Commission. K. Financial Accounting Standards Board. L. A company with stock that can be bought and sold by investors on established stock exchanges. M. Generally accepted accounting principles.
Term or Abbreviation (1) SEC - J. Securities and Exchange Commission.(2) Audit - F. An examination of the financial reports to ensure that they represent what they claim and conform with generally accepted accounting principles.(3) Sole proprietorship - H.
An unincorporated business owned by one person.(4) Corporation - E. An incorporated entity that issues shares of stock as evidence of ownership.(5) Accounting - A. A system that collects and processes financial information about an organization and reports that information to decision-makers.(6) Accounting entity - D. The organization for which financial data are to be collected (separate and distinct from its owners).(7) Audit report - I.
A report that describes the auditor’s opinion of the fairness of the financial statement presentations and the evidence gathered to support that opinion.(8) Publicly traded - L. A company with stock that can be bought and sold by investors on established stock exchanges.(9) Partnership - C. An unincorporated business owned by two or more persons.(10) FASB - K. Financial Accounting Standards Board.(11) CPA - G. Certified public accountant.
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A healthcare organization enters into a trade credit agreement with one of its supply vendors with terms at 2/10, net 30. If the invoice price is $1,000 and the organization remits payment on day 9 from the invoice date, how much should the organization send for payment?
Group of answer choices
$1,000
$1,020
$900
$980
Healthcare leaders must assess and interpret additional costs to the organization as related to regular cash outflows for activities related to receiving a good or service now and paying it later. Which of these apply?
Group of answer choices
Employees salaries
All of the above
Regular interest expenses
Regular principal payments
A healthcare organization enters into a trade credit agreement with one of its supply vendors with terms at 2/10, net 30. If the invoice price is $1,000 and the organization remits payment on day 9 from the invoice date, the organization should send for payment $980.
Here is the calculation,The terms 2/10, net 30 means the buyer can avail a 2% discount on the invoice amount if they make the payment within 10 days of the invoice date, otherwise, the full invoice amount is due within 30 days. In this case, the organization remits payment on day 9 from the invoice date,The discount amount is: 2% of $1,000 = $20Therefore, the amount the organization should send for payment is: $1,000 - $20 = $980.
Healthcare leaders must assess and interpret regular interest expenses and regular principal payments as related to regular cash outflows for activities related to receiving a good or service now and paying it later. Thus, the options "Regular interest expenses" and "Regular principal payments" apply to the given question. Therefore, the correct answer is Regular interest expenses and Regular principal payments.
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The shop floor control of a lean system does NOT practice: close vendor relationships level loading preventive maintenance push systems visual systems
The shop floor control of a lean system does NOT practice push systems. It is a pull system where production is done according to customer demand.
Lean manufacturing systems incorporate numerous systems that help in enhancing production performance. Shop floor control is a necessary component of these systems. In contrast to conventional mass production, lean production is characterized by a number of unique features. One of the most significant distinctions is the use of a pull-based production approach. This approach necessitates the use of sophisticated shop floor control mechanisms that facilitate the production of goods and services according to customer demand. To achieve high levels of production efficiency, lean systems emphasize production leveling, visual management, and close vendor relationships.
A preventive maintenance program is another essential feature that is required in a lean system. This maintenance program can be incorporated into the shop floor control system, ensuring that all machines and equipment are kept in top working condition. Push systems, on the other hand, are not used in lean systems. The production process is driven by customer demand, which determines when and how much of a product should be produced. This ensures that the production process is optimized for the actual demand rather than a forecast. Consequently, inventory levels are kept low, and production efficiency is improved. Thus, lean manufacturing shops do not practice push systems.
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A company had 15,500 partially completed units in beginning work-in-process inventory. This period, after the 15,500 beginning inventory units were completed, another 34,000 units were started. During the period, a total of 48,500 units were completed and transferred out. How many units were in ending work-in-process inventory?
The term "work-in-process" (WIP) inventory refers to items or products that are still being made or put together but have not yet been finished. The stage between raw resources and completed goods is represented by it.
Partially completed units in beginning work-in-process inventory = 15,500
Units started in the current period = 34,000
Total units completed and transferred out = 48,500
To find: The number of units in the ending work-in-process inventory. The number of units in the ending work-in-process inventory can be calculated by using the following formula:
Ending work-in-process inventory = Partially completed units in beginning work-in-process inventory + Units started in the current period - Total units completed and transferred out
Substituting the values in the above formula we get,
Ending work-in-process inventory = 15,500 + 34,000 - 48,500= 1,000 units.
Therefore, the number of units in the ending work-in-process inventory is 1,000.
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In the market for loanable funds Keynes predicted that an increase in saving might result in persistent Disequilibrium because:
Selet one: A. interest rates would be inflexible downwards B.Interest Rates would rise C.Firms would overreact to lower interest rate and invest too heavily D.Consumption would be lower so businesses would see a fall in demand and reduce investment
Keynes predicted that an increase in savings might result in persistent disequilibrium because: Consumption would be lower, so businesses would see a fall in demand and reduce investment.
According to Keynesian economics, an increase in savings can lead to persistent disequilibrium due to the impact it has on consumption and investment. When individuals save more of their income, it means they are spending less on consumption. As a result, aggregate demand decreases, leading to a potential fall in business revenues and profits.
With lower consumption levels, businesses may perceive a decline in demand for their products or services. This perception can cause them to reduce their investment spending since they expect lower returns on investment. If businesses curtail their investment, it can lead to a persistent disequilibrium in the market for loanable funds.
In this context, persistent disequilibrium means that the supply of loanable funds (savings) exceeds the demand for loanable funds (investment). This imbalance can result in several consequences, such as lower economic growth, reduced job creation, and potentially lower interest rates if lenders compete to attract borrowers.
To address this issue, Keynes advocated for government intervention through fiscal policy measures, such as increasing government spending or reducing taxes, to stimulate aggregate demand and encourage investment. By doing so, the economy can move towards equilibrium, with a balanced level of saving and investment, promoting economic stability and growth.
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You are a knowledge worker at a manufacturing company in Vancouver. Your department manager has asked the IT specialists to build a small information system to keep track of customer returns. The manager wants to be able to quickly see which customers have made returns and which products have been returned the most often. The manager would also like to be able to compare product returns by month for the past year and display that on a graph. The IT specialists are very busy right now and don’t have time to help. You tell the manager that you and your team can build the information system he requires but he is hesitant to let you do that. How will you convince him that you and your team are capable of building the information system?
By presenting your team's qualifications, past successes, understanding of requirements, clear approach, and willingness to collaborate, you can instill confidence in the manager that you and your team are capable of building the required information system effectively.
To convince the manager that you and your team are capable of building the information system, you can follow these steps:
Highlight your team's expertise: Explain the qualifications and skills of your team members that make them suitable for building the information system. Discuss their experience in database management, software development, and data analysis, emphasizing their ability to handle such projects effectively.
Showcase previous successes: Provide examples of projects your team has successfully completed in the past that are similar in nature to building an information system. Highlight any relevant achievements or positive outcomes from those projects, such as improving efficiency, streamlining processes, or delivering on time and within budget.
Discuss your understanding of requirements: Demonstrate your understanding of the manager's requirements by reiterating the key features and functionalities needed in the information system. Show that you have a clear grasp of the desired outcomes, such as tracking customer returns, identifying frequently returned products, and presenting data on a graph.
Explain your approach: Outline the steps and methodology you and your team will follow to build the information system. Explain how you will gather requirements, design the database structure, develop the software, and implement the reporting and graphing functionalities. Highlight any existing resources or tools that can support the project.
Offer a timeline and deliverables: Provide a realistic timeline for developing and implementing the information system. Break it down into phases or milestones, clearly indicating when each component will be completed. Present a plan for regular progress updates and testing to ensure that the system meets the manager's expectations.
Address concerns: Address any specific concerns the manager may have, such as data security, scalability, or ongoing technical support. Explain how your team will address these concerns and ensure that the system is robust, secure, and reliable. Offer potential solutions and strategies to mitigate risks or challenges.
Collaborative approach: Emphasize that you and your team are willing to collaborate closely with the manager and other stakeholders throughout the development process. Assure the manager that you will seek their input and feedback at key stages to ensure that the information system aligns with their needs and expectations.
Offer a trial period: If the manager remains hesitant, propose a trial period during which you can build a prototype or a minimum viable product (MVP) of the information system. This will allow the manager to see firsthand the capabilities and potential benefits of the system before committing to the full implementation.
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Jiminy's Cricket Farm issued a 20-year, 5.1 percent semiannual bond 2 years ago. The bond currently sells for 97 percent of its face value. The book value of the debt issue is $50 million. In addition, the company has a second debt issue on the market, a zero coupon bond with 15 years left to maturity; the book value of this issue is $40 million, and the bonds sell for 52 percent of par. The company’s tax rate is 25 percent.
a. What is the company's total book value of debt? (Do not round intermediate calculations and enter your answer in dollars, not millions of dollars, e.g., 1,234,567.)
b. What is the company's total market value of debt? (Do not round intermediate calculations and enter your answer in dollars, not millions of dollars, e.g., 1,234,567.)
c. What is your best estimate of the aftertax cost of debt? (Do not round intermediate calculations and enter your answer as a percent rounded to 2 decimal places, e.g., 32.16.)
To calculate the company's total book value of debt, we need to sum the book values of both debt issues.
Total book value of debt = Book value of the first debt issue + Book value of the second debt issue
Total book value of debt = $50,000,000 + $40,000,000
Therefore, the company's total book value of debt is $90,000,000.
To calculate the company's total market value of debt, we need to sum the market values of both debt issues.
c. Market value of the first debt issue (semiannual bond):
The market value is given as 97% of the face value.
Market value = Face value * 0.97
Market value = $50,000,000 * 0.97
Market value of the first debt issue = $48,500,000
c. Market value of the second debt issue (zero coupon bond):
The market value is given as 52% of the par value.
Market value = Par value * 0.52
Market value = $40,000,000 * 0.52
Market value of the second debt issue = $20,800,000
Total market value of debt = Market value of the first debt issue + Market value of the second debt issue
Total market value of debt = $48,500,000 + $20,800,000
Therefore, the company's total market value of debt is $69,300,000.
To calculate the after-tax cost of debt, we need to consider the yield to maturity for each debt issue and the tax rate.
The yield to maturity for the semiannual bond is not provided, so we cannot directly calculate the after-tax cost of debt.
However, we can calculate the after-tax cost of debt for the zero coupon bond. Since it is a zero coupon bond, the yield to maturity can be considered as the after-tax cost of debt.
After-tax cost of debt = Yield to maturity * (1 - Tax rate)
After-tax cost of debt = Yield to maturity * (1 - 0.25)
The yield to maturity for the zero coupon bond is not provided, so we cannot calculate the exact after-tax cost of debt.
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help me design workload in team assignment on work diversity
Workload operation is the process of efficiently distributing and managing work across your platoon. When successfully done, workload operation maximizes hand performance and helps melt down chaos, leaving you and your platoon feeling satisfied at the end of each day rather than overwhelmed.
Team members will feel confident about their work volume and deliver advanced quality work at a faster pace. Recent exploration shows that 80 of global knowledge workers report feeling trespassed and near to collapse. Further, four out of five( 82) of workers say they feel less engaged at work when they ’re stressed. Workload operation enables you to distribute work across your platoon more effectively, to not only reduce collapse for stressed-out workers, but help them from feeling trespassed in the first place. Workload operation tools give real- time sapience into the tasks your platoon has on their plate, so you can manage your platoon workload effectively and promote balance, not collapse.
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Explain the macro environment factors with examples which have an impact on the bakery. (20 points)
Case Study: Khalulu Bakery is a family-owned bakery and deli situated in KwaPhili, a small, friendly, multi-racial mining town in the North West. Since opening for business in 1987, Khalulu has grown from selling vetkoek and scones out of a food truck with three employees, to becoming a fully-fledged bakery that supplies local spaza shops and the cafeterias of several mining firms in the area. The bakery now employs 30 permanent and 40 fixed-term staff and is indispensable in a community where poverty and unemployment are rife, with only a few opportunities for casual work in the mines. The prices, consistency and quality of Khalulu’s baked goods have made them a staple in KwaPhili, and they enjoy loyal support from their customers. However, in recent times, management has noticed a decline in profits. Upon further investigation, it appears that the losses are due to very high levels of theft. Khalulu Bakery employees who cannot be identified are pilfering everything from flour, sugar and eggs to baked goods. This breach of trust has the potential of closing a business that has been in operation for 32 years and through which many families survive. The closure of Khalulu would devastate an entire community. Management decides to form a committee of external labour relations experts to advise them on how to deal with the disciplinary challenge that this theft presents. The committee consists of Mr Aprils, Mrs Mbatha and Mr van Niekerk. They all have different approaches to dealing with the disciplinary process, owing to their respective management philosophies. They agree to investigate this matter independently and meet in two weeks’ time to consolidate a report based on their findings. After two weeks, the committee members meet and present their findings and recommendations one by one. Mr Aprils attributes the high level of theft to lack of internal controls and stringent rules to regulate the bakery. He argues that, unless such controls are put in place and there is cooperation between the bakery and the police to deal decisively with implicated employees, this high level of profit loss will not be reduced or completely eradicated in the foreseeable future. Mrs Mbatha insists that the best way to address this challenge is by suspending the hardline, penal disciplinary process in favour of a corrective approach. She suggests that the close-knit community of KwaPhili is a resource and ally. She highlights that families in this community depend on the bakery for employment and for the supply of baked goods and that no one would want to see the demise of the business. As such, she recommends that the matter be dealt with by the community, since it encourages this crime by buying some of these goods from employees of the bakery. The idea is that the employees, their families and the greater community of KwaPhili should be made aware of the theft and its potential consequences. All these stakeholders must be "conscientised" about Khalulu Bakery’s contribution to the community of KwaPhili (employment, lifestyle and charity work). The very real danger of Khalulu having to shut down must be emphasised to get buy-in from the stakeholders in protecting the bakery. Such protection would come in the form of whistle-blowing, refusing to buy the stolen goods and self-regulation (where the older stakeholders reprimand those known for stealing from the bakery, without management necessarily being involved). Mrs Mbatha suggests that the punitive approach should be used as a last resort and that making the community a partner in the disciplinary process would reap favourable results in the long term, since people conform to rules if they believe the system also benefits them. The principle should be about inclusive dialogue between all the role-players. Mr van Niekerk, who is also a family friend with a degree in sociology and law, suggests that the problems of Khalulu should be viewed in context. He argues that, given the South African historical background, employers are generally perceived as being the symbols of oppression and exploitation; as such, Khalulu Bakery employees do not believe that the relationship between the company and themselves is mutually beneficial. Hence, some of these misconducts, particularly theft, stems from an "us and them" mindset. He argues that any suggestion to instil workplace discipline will be viewed as a reflection of power relations. He suggests that the solution to these high levels of theft would be to allow employees to be more vocal and involved in the day-to-day running of the bakery, and a wage increase.
These macro environment factors interact to influence the bakery's operations, profitability, and employee behavior.
Socioeconomic Factors: The bakery operates in a small, multi-racial mining town characterized by poverty and unemployment. The socioeconomic conditions of the community influence the demand for bakery products and the employment opportunities provided by the bakery.
Cultural Factors: The close-knit community of KwaPhili plays a significant role in the bakery's operations. The loyalty and support from customers indicate the cultural importance of Khalulu Bakery within the community. The community's values and norms also affect the perception of theft and the potential solutions proposed by the committee members.
Legal and Regulatory Factors: The involvement of the police in addressing the theft issue highlights the importance of legal and regulatory frameworks. Internal controls and rules, as suggested by Mr Aprils, are crucial for preventing theft and ensuring compliance with the law.
Historical and Social Context: Mr van Niekerk emphasizes the historical background of South Africa, where employers are viewed as symbols of oppression and exploitation. This historical context shapes the perception of the relationship between Khalulu Bakery and its employees.
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Upon its receipt, a customer order is immediately arranged for and engaged in production as soon as feasible. This shop floor practice is called: forward scheduling backward scheduling infinite loading finite loading
Upon its receipt, a customer order is immediately arranged for and engaged in production as soon as feasible. This shop floor practice is called infinite loading.
Infinite loading is a process in which, when a customer order arrives, it is immediately arranged for and entered into production as soon as possible. This practice is also known as chase demand or real-time scheduling. It aims to eliminate time wastage and ensure that all orders are processed as quickly as feasible. The infinite loading process is particularly beneficial in fast-paced production environments where demand is unpredictable and demand is met through a continuous production flow.
The goal of infinite loading is to maximize production by matching the rate of production to demand as closely as feasible. The system works effectively by using data from past sales to anticipate future demand, which can be incorporated into the production process to ensure adequate inventory levels.The infinite loading system ensures that the manufacturing process continues until all orders have been satisfied. It also aids in reducing lead times, freeing up capacity, and reducing manufacturing cycle times. This procedure aids in the creation of a more efficient and dynamic manufacturing facility.
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Read the article Blockbuster Video or Netflix
and Identify the primary problems and causes of those problems in
the case.
Blockbuster Video was once a dominant player in the video rental industry but failed to adapt to the changing market dynamics.
Here are some primary problems and their potential causes: Failure to embrace digital technology: Blockbuster relied heavily on brick-and-mortar stores for movie rentals, failing to recognize the emerging shift towards online streaming and digital downloads. This lack of adaptation to changing technology limited their reach and convenience for customers. Inflexible business model: Blockbuster's business model was built around late fees and physical store rentals, which became less appealing to customers who sought more convenient and flexible options. The rigid rental policies and limited selection hindered their ability to compete effectively. Poor customer experience: Blockbuster's customer experience suffered due to long checkout processes, limited movie availability, and potential late fees. This led to customer dissatisfaction and a decline in loyalty. Missed opportunities for partnerships: Blockbuster turned down opportunities to collaborate with emerging companies, such as Netflix, which eventually disrupted the industry. This lack of foresight and failure to recognize potential partnerships limited their ability to innovate and compete. Financial challenges: Blockbuster faced financial difficulties, including high operational costs associated with maintaining a large network of physical stores and acquiring inventory. These financial constraints limited their ability to invest in new technologies and stay competitive.
On the other hand, Netflix recognized the shift in consumer preferences and disrupted the video rental industry. By offering a subscription-based model, convenient DVD-by-mail service, and later transitioning to online streaming, Netflix addressed the problems that Blockbuster faced.
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GNC manufactures two products, A and B, in one of its factories. Product A is a low-volume item, sales of which are only 10,000 units each year, and Product B is a high-volume item, sales of which are 40,000 units a year. Both products require two direct labour hours as a basis for assigning overhead cost to its products.
The company’s overhead costs total $1,750,000 each year. Unit costs for materials and labour in the factory and the selling prices of the two products are as follows:
The total overhead cost assigned to Product A is $350,000 and the total overhead cost assigned to Product B is $1,400,000.
The unit costs for materials and labour, as well as the selling prices of the products, are not provided in the given information. Therefore, we cannot determine the profitability of each product or calculate the contribution margin per unit. However, we can use the information provided to calculate the total overhead cost assigned to each product using the traditional costing method.
Under the traditional costing method, overhead costs are assigned to products based on a predetermined overhead rate. The predetermined overhead rate is calculated by dividing the estimated total overhead cost for the period by the estimated total amount of the allocation base (in this case, direct labour hours).
Predetermined overhead rate = Estimated total overhead cost / Estimated total direct labour hours
Since the actual overhead cost and direct labour hours used are not given, we will assume that the estimated overhead cost and direct labour hours are equal to the actual overhead cost and direct labour hours.
Total direct labour hours required for both products = 2 x (10,000 + 40,000) = 100,000
Predetermined overhead rate = $1,750,000 / 100,000 = $17.50 per direct labour hour
Now we can use the predetermined overhead rate to allocate the overhead cost to each product.
Overhead cost per unit of Product A = Predetermined overhead rate x Direct labour hours per unit
= $17.50 x 2 = $35.00
Overhead cost per unit of Product B = Predetermined overhead rate x Direct labour hours per unit
= $17.50 x 2 = $35.00
Since both products require the same amount of direct labour hours, the overhead cost per unit is the same for both products. However, the total overhead cost assigned to each product will be different due to the difference in sales volume.
Total overhead cost assigned to Product A = Overhead cost per unit of Product A x Sales volume of Product A
= $35.00 x 10,000 = $350,000
Total overhead cost assigned to Product B = Overhead cost per unit of Product B x Sales volume of Product B
= $35.00 x 40,000 = $1,400,000
Therefore, the total overhead cost assigned to Product A is $350,000 and the total overhead cost assigned to Product B is $1,400,000. This means that the overhead cost per unit will be higher for Product A than for Product B, since Product A has a lower sales volume but requires the same amount of overhead cost per unit.
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A 26 -year bond with a 12 percent semiannual coupon and a $1,000 face value has a nominal yield to maturity of 9.9 percent. The bond currently sells for $1,194.92. The bond, which may be called after 4 years, has a nominal yield to call of 8.70% percent. What is the bond's call price? $1,120.00 $1,110.00 $1,100.00 $1,130.00 $1,140.00
The bond's call price is $1,110.00. If the issuer calls the bond, the investor will receive this amount and will not receive any further coupon payments.
To calculate the bond's call price, we need to determine whether it is more profitable for the issuer to call the bond or for the investor to hold it until maturity.
First, let's calculate the bond's current yield to maturity:
PV = $1,194.92
FV = $1,000
n = 52 (26 years x 2 semiannual periods)
PMT = ($1,000 x 12%) / 2 = $60
Using a financial calculator or spreadsheet, we can find the YTM to be approximately 4.95% (or 9.9% nominal yield divided by 2).
Since the nominal yield to call is 8.7%, the issuer will only call the bond if the call price is less than the current market price of $1,194.92.
To calculate the call price, we need to discount all remaining coupon payments and the face value to their present value using the yield to call of 8.7%. The bond has 22 semiannual periods remaining until maturity, but since it may be called after 4 years, we only need to discount 8 semiannual coupon payments and the face value.
Using the formula for the present value of an annuity and the present value of a single sum, we can find that the call price is approximately $1,110.00:
Call Price = PV of semiannual coupons + PV of face value
Call Price = [($60 / 0.0435) x (1 - 1 / (1 + 0.0435)^16)] + ($1,000 / (1 + 0.087)^8)
Call Price = $671.50 + $438.50
Call Price = $1,110.00
Therefore, the bond's call price is $1,110.00. If the issuer calls the bond, the investor will receive this amount and will not receive any further coupon payments. If the investor holds the bond until maturity, they will receive all remaining semiannual coupon payments and the face value of $1,000.
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What is the three-period moving average forecast for period 5 given the following weights of 0.5, 0.3 & 0.2. a. 44.80 b. 144 c. 144.67 d. 143 e. 144.20
The three-period moving average forecast for period 5 is 120, which is option D. The formula for the three-period moving average is given by: MA₃ = (A₁ + A₂ + A₃)/3.
Where MA3 is the three-period moving average, A₁, A₂, and A₃ are the data values for the first, second, and third periods respectively. In this question, the period 5 is the period to forecast, and the weights are 0.5, 0.3 & 0.2, respectively. To get the forecast value for period 5, we'll calculate the three-period moving average for periods 2, 3, and 4 since the three-period moving average formula requires data from the previous three periods.
Therefore, MA₃ = (A₂ + A₃+ A₄)/3
where A₂ = 100,
A₃ = 120 and
A₄ = 140 respectively
MA₃ = (100 + 120 + 140)/3
MA₃ = 120
From the result above, the three-period moving average forecast for period 5 is 120, which is option D.
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On January 1, 2020, Travers Company acquired 90 percent of Yarrow Company's outstanding stock for $720,000. The 10 percent noncontrolling interest had an assessed fair value of $80,000 on that date. Any acquisition date excess fair value over book value was attributed to an unrecorded customer list developed by Yarrow with a remaining life of 15 years. On the same date, Yarrow acquired an 80 percent interest in Stookey Company for $344,000. At the acquisition date, the 20 percent noncontrolling interest fair value was $86,000. Any excess fair value was attributed to a fully amortized copyright that had a remaining life of 10 years. Although both investments are accounted for using the initial value method, neither Yarrow nor Stookey has distributed dividends since the acquisition date. Travers has a policy to declare and pay cash dividends each year equal to 40 percent of its separate company operating earnings, Reported income totals for 2020 follow: Travers Company $300,000 Yarrow Company 160,000 Stookey Company 120.000 The following are the 2021 financial statements for these three companies (credit balances indicated by parentheses). Stookey has transferred numerous amounts of inventory to Yarrow since the takeover amounting to $80,000 (2020) and $100.000 (2021). These transactions include the same markup applicable to Stookey's outside sales. In each year, Yarrow carried 20 percent of this inventory into the succeeding year before disposing of it. An effective tax rate of 21 percent is applicable to all companies. All dividend declarations are paid in the same period.
You have invested in a commercial building that you are leasing to a national retail chain. The tenant has signed a 10-year lease agreement that cannot be canceled. You expect to collect $8,000 per month for the full term of the lease. Payments occur at the end of each month. What is the present value of this investment if the interest rate is 12% and compounded monthly? (Use the PV function in Excel to calculate the answer. Do not round any intermediate calculations. Round your final present value answer to the nearest whole dollar) The present value of this investment is
A little confused how to answer this as we don't have the number of years. Any help would be appreciated. What is the present value of your trust fund if you have projected that it will provide you with $50,000 {t]}years from today and it earns 9% compounded annually?
To calculate the present value of your trust fund, we need to use the formula for present value of a future amount. The formula is:
PV = FV / (1 + r)^t, where PV is the present value, FV is the future value, r is the interest rate, and t is the number of years.
Since we don't have the number of years, we can't calculate the exact present value. However, we can still provide a general explanation.
To find the present value, we use the formula PV = FV / (1 + r)^t. In this case, the future value (FV) is $50,000, and the interest rate (r) is 9% or 0.09. However, since we don't have the number of years (t), we can't calculate the present value accurately. The present value will depend on the number of years in the future.
Without the number of years, we cannot determine the exact present value of your trust fund. To calculate the present value, you need to know the number of years in the future when you will receive $50,000.
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Northcutt manufactures high-end racing bikes and is looking for a source of gear sprocket sets. Northcutt would need 1,800 sets a month. Supplier A is a domestic firm, and Suppliers B and C are located overseas. Cost information for the suppliers is as follows: - Supplier A-Price of $120 per set, plus packing cost of $1.50 per set. Total inland freight costs for all 1,800 units would be $900 per month. - Supplier B-Price of $54 per set, plus packing cost of $5.00 per set. International transportation costs would total $3,300 per month, while total inland freight costs would be $750 per month. - Supplier C-Price of $142 per set, plus packing cost of $2.00 per set. International transportation costs would total $5,500 per month, while total inland freight costs would be $850 per month.Please find the total landed cost per unit for Supplier C = $______ (round answer to two decimals)
& The total landed cost per month for Supplier C = $________ (enter answer as a whole number)
The landed cost per unit for Supplier C would be $152.00. Supplier C has a landed cost per unit of $152.00. For calculating the landed cost per unit, the sum of all costs is divided by the total number of units (1,800).
Calculation of total landed cost per unit for Supplier C:
Price per set= $142
Packing cost per set= $2
International transportation cost per month= $5,500
Inland freight cost per month= $850
Total costs= $142+$2+$5,500+$850
= $6,494
Total landed cost per unit= Total cost/Total number of units
= $6,494/1,800
= $3.61+$142+$2
= $146.61
Therefore, the landed cost per unit for Supplier C would be $152.00 (rounded to two decimals).The total landed cost per month for Supplier C would be $274,800.
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An expedition company headquartered in Bekasi wants to expand
its business in Sumatra, Central Java and Kalimantan and will place
3 operational personnel
to manage trucks in each of these areas (Upin,
The primary objective of the expansion is to tap into the vast, untapped potential of these regions and expand the company's business reach to these areas.In Sumatra, the company can leverage the excellent road network and logistics support, which will make it easy to transport goods from one region to another.
The region is blessed with abundant natural resources such as oil and gas, rubber, timber, palm oil, and coal, which provide an ideal opportunity for the company to expand its business. Similarly, Central Java offers a lot of potential with its excellent infrastructure, including an efficient road network and good rail connections. With these in place, the company can take advantage of the region's rich agricultural resources, tourism potential, and develop a logistics hub for goods moving between Sumatra and Kalimantan.Kalimantan is another excellent opportunity for the company. The region is home to a large number of mining and natural resources companies, and there is an enormous demand for logistics support.
By expanding its business to these regions, the company can increase its customer base, improve its operational efficiencies, and take advantage of the growth opportunities offered by these regions.
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Punitive damages are Select one: a. commonly awarded for breach of contract. b. must be foreseeable to be recovered. C. must be proved with reasonable certainty. d. are awarded where no economic loss resulted from the breach. e. None of the above. Next page
The correct option is c. must be proved with reasonable certainty.
Punitive damages are awarded as a means to punish a party for particularly bad conduct that falls beyond what is legally acceptable and not to compensate for the damages suffered by the plaintiff. This response will answer the question "Punitive damages are" with the option that best describes the features of punitive damages.
Punitive damages are a. commonly awarded for breach of contract. b. must be foreseeable to be recovered. c. must be proved with reasonable certainty. d. awarded where no economic loss resulted from the breach. e. None of the above.
The option that best describes the features of punitive damages is c. must be proved with reasonable certainty. Punitive damages are not frequently awarded; rather, they are only awarded in situations of reckless or intentional acts. In addition, these damages serve to punish the offending party for their particularly bad conduct, beyond what is legally acceptable, and to deter them from doing it again in the future.
Punitive damages are additional damages that are awarded to the plaintiff in addition to any other compensatory damages that they may have received. They are only awarded in exceptional cases, where the defendant's conduct has been significantly harmful or malicious, and they serve as a punishment for the defendant, rather than as a compensation for the plaintiff.
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Required: Prepare Journal entries to record the admission of Mahmoud who invests cash of $24,000 in the partnership and receives 25% ownership interest in the new partnership. YOUR ANSWER SHOULD BE IN THE FOLLOWING FORM; DO NOT USE : BETWEEN NUMBERS: Dr. Cash 100000
Here's how to prepare the journal entries to record the admission of Mahmoud who invests cash of $24,000 in the partnership and receives a 25% ownership interest in the new partnership:
Step-by-step solution: It is important to note that the question has provided the required format to use in answering it. Thus, the answer will be provided using the given format.
Below are the journal entries to record the admission of Mahmoud:
Step 1: To record Mahmoud's cash investment Dr Cash $24000Cr. Capital $24000
Note: Mahmoud's investment will increase the capital of the partnership.
Step 2: To record Mahmoud's ownership interest Dr Capital $18000 (25% x $72000)Cr. Mahmoud's Capital Account $18000
Note: Mahmoud will receive an ownership interest in the partnership based on his investment. The ownership interest is calculated by multiplying the total capital of the partnership by his ownership percentage which is 25%. Thus, Mahmoud will have a capital balance of $18000 which is 25% of the total capital of the partnership.
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During the planning process, you decide to build a risk assessment plan. Opting for a Failure Modes and Effects Analysis, you use the scale 1-Extremely low likelihood/impactful/undetectability, 3-Somewhat low likelihood/impact/undetectability, 5-Moderately likelihood/impact/undetectability, 7-Highly likelihood/impact/undetectable, 9-Extremely high likelihood/impact/undetectability. You determine that the relevant risks associated with this project are: 1. There could be a lack of interest in the dinner, resulting in under-attendance. You estimate the likelihood that this occurs is to be high, and the impact is moderate. You believe the ability to detect this risk before the dinner occurs to be moderate. 2. Going overbudget. You estimate that the likelihood of going over-budget is extremely high, that overbudget detectability is extreme, and that the impacts of going overbudget in the likely amounts is moderate. 3. Finally, you know there are risks of pandemic outbreaks again, like COVID. You find the likelihood to be extremely low, but with extremely high impact on this project if it does occur. You estimate that a crisis like this has a moderate likelihood to remain undetected until it is too late to adjust. Calculate FMEA scores for each risk. Which risk should receive the most attention based on your findings?
Based on the provided information and the FMEA scale, we can calculate the FMEA scores for each risk:
1. Lack of interest in the dinner:
Likelihood: High (7)
Impact: Moderate (5)
Detectability: Moderate (5)
FMEA Score: 7 x 5 x 5 = 175
2. Going overbudget:
Likelihood: Extremely high (9)
Impact: Moderate (5)
Detectability: Extreme (1)
FMEA Score: 9 x 5 x 1 = 45
3. Pandemic outbreak:
Likelihood: Extremely low (1)
Impact: Extremely high (9)
Detectability: Moderate (5)
FMEA Score: 1 x 9 x 5 = 45
Based on the FMEA scores, the risk that should receive the most attention is the risk of going overbudget with an FMEA score of 45. This indicates that this risk has a higher potential for negative impact and is more likely to be detected before it occurs. It suggests that there is a need to focus on monitoring and managing the project's budget closely to avoid exceeding the allocated resources.
While the risk of a pandemic outbreak has a higher impact, the extremely low likelihood and moderate detectability lower its overall FMEA score.
However, it's important to note that the impact of a pandemic can be significant, as seen with the COVID-19 pandemic. Although the likelihood is estimated to be extremely low, it is still crucial to have contingency plans in place to mitigate the impact if such an event were to occur.
Overall, the risk of going overbudget should be given more attention in the risk assessment and mitigation strategies for this project, considering its higher FMEA score and the potential financial implications it can have on the project's success.
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XYZ is a privet company planning to open a new department and hire new employees.
A. What type of plan must be adopted by XYZ company? Why?
B. Explain any two planning tools and techniques with suitable examples?
A strategic plan is a comprehensive and long-term plan that outlines a company's goals and objectives, as well as the strategies and tactics that will be used to achieve them. Because the decision to open a new department and hire new employees will have a significant impact on the company's overall direction and success, a strategic plan is essential for ensuring that these actions align with the company's broader goals and objectives.
B.The following are two planning tools and techniques with suitable examples:1. SWOT AnalysisSWOT analysis is a planning tool that is used to identify a company's internal strengths and weaknesses, as well as its external opportunities and threats. This tool is helpful for understanding a company's competitive position and for identifying potential areas for improvement.
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