The document discusses key concepts in microeconomics including scarcity, opportunity cost, comparative advantage, costs of production, determinants of demand and supply, price elasticity, and how equilibrium price and quantity are affected by shifts in supply and demand. It provides learning objectives, definitions, examples, and tables to illustrate these concepts for a principles of microeconomics course.
This document discusses cost-volume-profit (CVP) analysis and how it can be used to analyze the relationship between costs, sales, and profits. It provides formulas to calculate the breakeven point in units and sales dollars. An example is worked through for a company called Bill's Briefcases. The document also discusses how CVP analysis can be used to compare alternative cost structures, determine target costs or prices, and calculate the degree of operating leverage and margin of safety.
This document discusses cost-volume-profit (CVP) analysis and cost curves. It begins by defining CVP analysis as a technique for studying the relationship between costs, volume, and profit. It then outlines the assumptions of CVP analysis and describes three techniques: contribution analysis, profit-volume ratio analysis, and break-even analysis. The document also discusses average cost (AC), total cost (TC), and marginal cost (MC) curves in both the short-run and long-run, explaining how they are related and their different shapes.
This document discusses cost-volume-profit (CVP) analysis and the concept of contribution margin (CM). It defines CM as sales revenue minus variable costs and explains that CM is used to cover fixed costs and contribute to profit. The document also discusses assumptions of CVP analysis and applications such as break-even analysis, calculating profit at different sales levels, and measuring operating leverage.
- Costs can be classified as either variable or fixed based on how they react to changes in business activity
- Variable costs change in proportion to changes in activity, while fixed costs remain unchanged with activity levels
- Understanding cost behavior and classifications is important for cost-volume-profit (CVP) analysis, which analyzes the relationship between costs, sales volume, and profits
SUMMARY OF DISCOUNTED DIVIDEND / EARNINGS VALUATION MEASURES: Valuation models including a discounted dividend model with a PE terminal value, an H model using earnings, and industry ratio analysis were used to value Cooper Tires.
SUMMARY OF DISCOUNTED CASHFLOW VALUATION MEASURES: Valuation was also performed using discounted cashflow models including a two-stage FCFE model and a two-stage declining FCFE model.
SUMMARY OF COMPARABLES (RELATIVE) VALUATION MEASURES: Relative valuation measures such as a PEG ratio analysis were also used to value Cooper Tires compared to its peers.
The document outlines the marketing plan for NSA/Juice Plus+ which includes 3 ways to earn income: retail profit, commissions, and bonuses for building a team. It details the compensation structure including bonuses and leadership positions. Distributors can qualify for wholesale commissions and bonuses in various ways including personal volume, legs in their downline, and open downline volume. The plan emphasizes there is no limit to growth or income potential by building a large team structure.
2015 DMC2523 Topic 9 cost control-profit relationshipLaura Law
ย
- The document provides cost and expense information for a food establishment, including food costs, labor costs (separated into variable and fixed), occupancy costs, interest, depreciation, beverage costs, and other controllable expenses.
- It also asks two questions: to calculate profit/loss if sales are RM595,500, and to calculate the variable rate.
- To answer, one would use the cost-volume-profit analysis equations to determine total variable costs, total fixed costs, contribution margin, and then calculate profit/loss or the variable rate as requested.
The document discusses key concepts in microeconomics including scarcity, opportunity cost, comparative advantage, costs of production, determinants of demand and supply, price elasticity, and how equilibrium price and quantity are affected by shifts in supply and demand. It provides learning objectives, definitions, examples, and tables to illustrate these concepts for a principles of microeconomics course.
This document discusses cost-volume-profit (CVP) analysis and how it can be used to analyze the relationship between costs, sales, and profits. It provides formulas to calculate the breakeven point in units and sales dollars. An example is worked through for a company called Bill's Briefcases. The document also discusses how CVP analysis can be used to compare alternative cost structures, determine target costs or prices, and calculate the degree of operating leverage and margin of safety.
This document discusses cost-volume-profit (CVP) analysis and cost curves. It begins by defining CVP analysis as a technique for studying the relationship between costs, volume, and profit. It then outlines the assumptions of CVP analysis and describes three techniques: contribution analysis, profit-volume ratio analysis, and break-even analysis. The document also discusses average cost (AC), total cost (TC), and marginal cost (MC) curves in both the short-run and long-run, explaining how they are related and their different shapes.
This document discusses cost-volume-profit (CVP) analysis and the concept of contribution margin (CM). It defines CM as sales revenue minus variable costs and explains that CM is used to cover fixed costs and contribute to profit. The document also discusses assumptions of CVP analysis and applications such as break-even analysis, calculating profit at different sales levels, and measuring operating leverage.
- Costs can be classified as either variable or fixed based on how they react to changes in business activity
- Variable costs change in proportion to changes in activity, while fixed costs remain unchanged with activity levels
- Understanding cost behavior and classifications is important for cost-volume-profit (CVP) analysis, which analyzes the relationship between costs, sales volume, and profits
SUMMARY OF DISCOUNTED DIVIDEND / EARNINGS VALUATION MEASURES: Valuation models including a discounted dividend model with a PE terminal value, an H model using earnings, and industry ratio analysis were used to value Cooper Tires.
SUMMARY OF DISCOUNTED CASHFLOW VALUATION MEASURES: Valuation was also performed using discounted cashflow models including a two-stage FCFE model and a two-stage declining FCFE model.
SUMMARY OF COMPARABLES (RELATIVE) VALUATION MEASURES: Relative valuation measures such as a PEG ratio analysis were also used to value Cooper Tires compared to its peers.
The document outlines the marketing plan for NSA/Juice Plus+ which includes 3 ways to earn income: retail profit, commissions, and bonuses for building a team. It details the compensation structure including bonuses and leadership positions. Distributors can qualify for wholesale commissions and bonuses in various ways including personal volume, legs in their downline, and open downline volume. The plan emphasizes there is no limit to growth or income potential by building a large team structure.
2015 DMC2523 Topic 9 cost control-profit relationshipLaura Law
ย
- The document provides cost and expense information for a food establishment, including food costs, labor costs (separated into variable and fixed), occupancy costs, interest, depreciation, beverage costs, and other controllable expenses.
- It also asks two questions: to calculate profit/loss if sales are RM595,500, and to calculate the variable rate.
- To answer, one would use the cost-volume-profit analysis equations to determine total variable costs, total fixed costs, contribution margin, and then calculate profit/loss or the variable rate as requested.
This document provides an introduction to costing and pricing concepts. It discusses the classification of costs based on behavior, functionality and relevance to projects. It also covers break-even analysis, marginal costing, contribution, leverage, and various pricing approaches and strategies.
This document provides an overview of key concepts in managerial accounting, including cost behavior patterns, cost estimation, and contribution margin analysis. It defines different types of costs such as variable, fixed, mixed, and step costs. It also explains how to estimate total costs using high-low analysis or scattergraphs. Additionally, the document defines contribution margin and explains how to calculate it and use it to increase profitability. Examples are provided to illustrate cost classification and cost estimation techniques.
This lecture covers basic macroeconomic relationships including:
1. How consumption and disposable income are directly related, as shown by data points forming a 45 degree line. Savings is the difference between income and consumption.
2. Consumption and savings schedules are derived, showing the amounts consumed and saved at different income levels.
3. Investment is determined by expected returns and interest rates, shown through the investment demand curve.
4. The multiplier effect demonstrates how an initial change in spending like investment leads to multiple rounds of further spending and income changes, magnifying the initial change in GDP.
This document discusses cost accounting and pricing concepts relevant for healthcare settings. It defines direct and indirect costs, and explains methods for allocating indirect costs like the direct distribution and step-down methods. Break-even analysis is introduced as a tool to determine the volume or price needed to cover total costs. Pricing methods covered include cost-plus, target return, value-based, and market-focused approaches. Coding systems and their role in cost accounting are also summarized.
This document discusses various ways to classify costs, including by nature, function, traceability, behavior, and relevance to decision making. It defines different types of costs such as direct and indirect materials, direct and indirect labor, variable and fixed costs, and relevant versus irrelevant costs. It provides examples to illustrate concepts like direct versus indirect costs, variable versus fixed costs, and relevant versus irrelevant costs in decision making.
The document discusses the theory of producer behavior and costs. It defines key concepts like production functions, returns to scale, and costs including fixed, variable, average, marginal, and total costs. It explains the relationships between these different cost concepts and how average and marginal costs change with output quantity. Cost curves like average total cost are also examined and shown to typically be U-shaped. Factors that influence costs like diminishing marginal returns are explained. Profit maximization when marginal revenue equals marginal cost is also covered.
The document discusses the costs of production for firms. It explains that a firm's total costs are divided into fixed and variable costs. Fixed costs do not vary with output, while variable costs do vary with output. The marginal cost is the change in total cost from producing an additional unit, and typically rises as output increases due to diminishing returns. Average costs first fall and then rise with output, resulting in a U-shaped average cost curve. In the long run, more costs become variable, changing the cost structures compared to the short run.
1) Firms aim to maximize profits by producing at the quantity where marginal cost equals marginal revenue.
2) A firm's costs include explicit costs like wages as well as implicit opportunity costs. Total costs are used to calculate economic profit.
3) As a firm's production increases, its marginal costs will rise due to diminishing returns. Average costs first fall then rise, creating a U-shaped average total cost curve.
The document discusses key concepts in marginal costing such as marginal cost, marginal costing, direct costing, absorption costing, contribution, profit volume analysis, limiting/key factors, break even analysis, and profit volume charts. It provides definitions and explanations of these terms. It also compares absorption costing and marginal costing, highlighting differences in how they treat fixed and variable costs, inventory valuation, and measurement of profitability. Examples are given to illustrate calculation of contribution, profit-volume ratio, break even point using algebraic method, and profit at different sales volumes. The document is an overview of important concepts in marginal costing used for management decision making.
The selling environment in which a firm produces and sells its product is called a market structure.*
Defined by three characteristics:
The number of firms in the market
The ease of entry and exit of firms
The degree of product differentiation
The document provides an overview of concepts that will be covered related to demand and supply, including:
1) It begins with an introduction of the derivation of the demand curve from the perspective of individual consumers and their preferences between goods subject to a budget constraint.
2) It then discusses how the aggregation of individual demand curves results in the market demand curve.
3) The document outlines how understanding demand curves can help explain the functioning of competitive markets and determine the position and sensitivity of demand.
Part IRequirement 1UnitsPriceTotalsSales60,000$12.50$750,000Variab.docxherbertwilson5999
ย
Part IRequirement 1UnitsPriceTotalsSales60,000$12.50$750,000Variable Costs60,000$6.00$360,000.00Fixed Costs60,000$295,525$295,525.00Net Income$94,475.00Requirement 2Contribution Margin per Unit in Dollars = Selling Price โ Variable CostsSelling PriceVariable Costs Contribution Margin per Unit $12.50$6.00$6.50Contribution Margin Ratio = Contribution Margin/Selling PriceContribution MarginSelling PriceContribution Margin Ratio$6.50$12.5052%Requirement 3Break-Even Point = Fixed Costs / Contribution MarginFixed Costs Contribution MarginBreak-Even Point in Units (Rounded)$295,52552%568,317Break-Even Point in Units X Selling Price per Unit = Break-Even Point SalesBreak-Even Point in UnitsSelling Price per UnitBreak-Even Point in Sales (Rounded)568,317$12.50$45,465Requirement 4AMargin of Safety in Units = Current Unit Sales โ Break-Even Point in Unit SalesCurrent Unit SalesBreak-Even Point in SalesMargin of Safety in Units60,000$45,46514,535Requirement 4BMargin of Safety in Dollars = Current Sales in Dollars โ Break-Even Point Sales in DollarsCurrent Sales in DollarsBreak-Even Point in Dollars Margin of Safety in Dollars$750,000$568, 312.50$181,688Requirement 4CMargin of Safety as a Percentage = Margin of Sales in Units / Current Unit SalesMargin of Safety in UnitsCurrent Unit SalesMargin of Safety Percentage14,53560,00024%Requirement 5Degree of Operating Leverage = Contribution Margin / Operating IncomeContribution MarginOperating IncomeOperating Leverage$655,525.00$750,000.000.8740Requirement 6Units$ Per UnitTotalsSales72,000$12.50$900,000Variable Costs72,000$6.00$432,000.00Fixed Costs72,000295,525$295,525.00Net Income$172,475.00Operating LeverageTimes % IncreaseIncrease would be XX%0.87445.2245.22Prior Income$94,475.00From Part 1Increase$78,000.00Prior Income X XX% AboveTotal$172,475.00Requirement 7Targeted Income = (Fixed Costs + Target Income) / Contribution MarginFixed Costs + Target IncomeDivided by Contribution Margin# of Units (Rounded)Fixed Costs$295,525Target Income$78,000Total$373,525$655,525.001# of Units Above X $ Per UnitProofRevenueXX,XXX X $XX.XX$78,000Variable CostsXX,XXX X $X.XX$432,000Contribution Margin$655,525Fixed Costs$295,525Net Income$360,000Requirement 8Sales MixCurrentSpecialtyTotalExpected Sales UnitsRevenue = Sales X Price$750,000$900,000$1,650,000Variable Costs X Units$360,000$432,000$792,000Contribution Margin$655,525$655,525$1,311,050Fixed Costs$295,525$295,525$591,050Operating Income$539,900Prior Net Income From Requirement 1$461,900.00Additional Operating Income(Operating Income Above Less Prior Income)$166,375.00Decision With ExplanationThe company needs to produce more of the umbrellas so as to increase the volume of sales that it will record in the market. Consequently, the profits realized by the firm will also increase. However, there is need for the costs of production to be reduced so as to increase the net revenue of the company.
Part IIRequirement 1Hampshire CompanyVariable Costing Income Statemen.
This document summarizes a group presentation on questions related to supply and demand analysis. Question 1 examines how supply and demand curves would shift in response to events affecting the dairy industry and chocolate demand in Hong Kong. Question 2 analyzes equilibrium price and quantity changes from increases in costs of apple production and electric vehicle batteries. Question 3 calculates the equilibrium price range for Taylor Swift concerts based on attendance data. Question 4 analyzes the impacts of subsidies on consumer surplus, producer surplus, and total welfare for vaccines. Question 5 uses a case study to illustrate solutions like Pigouvian taxes and property rights to the market failure of negative externalities from paper mill pollution.
The document discusses cost-volume-profit (CVP) analysis, which examines how sales volume, price, costs, and profitability interact. CVP analysis uses models to help managers make decisions about marketing, production, investment, and financing. The one-product CVP model calculates net income as the difference between total revenue and total costs. It can be used to determine the break-even point and target profits. For companies with multiple products, the CVP model is modified to account for different sales volumes and costs across products. Operating leverage measures how sensitive operating income is to changes in sales volume.
The document discusses various principles of pricing, including:
1) Pricing is the assignment of value for a good or service that customers must pay to acquire it. Price captures some of the value created and is an important marketing lever.
2) Non-monetary costs like time, convenience and psychological factors influence customer perceptions of value and must be considered in pricing.
3) Developing pricing strategies requires understanding demand, costs, competitors and evaluating the business environment. Common strategies include cost-based, demand-based, yield management and competition-based approaches.
This document discusses key concepts related to business costs including:
1. It defines economic costs, accounting costs, and sunk costs.
2. It explains the differences between short-run and long-run costs, and how total, average, and marginal costs are calculated in each time period.
3. It provides examples of cost schedules and diagrams cost curves, discussing their characteristics and relationships.
This document provides instructions for completing an Excel spreadsheet to calculate break-even points for an imaging center. It includes calculating the monthly volume needed to: 1) break even; 2) break even at a desired $5,000 monthly profit level; and 3) break even at a new reimbursement rate of $55 per screen with no profit. It also includes calculating the volume needed to break even with additional labor costs. Referring to provided financial data and formulas, the spreadsheet will allow the imaging center to examine costs and make informed financial decisions.
1. A hospitalist is considering job offers in Nebraska and New York City and wants to compare potential Medicare collections at each location.
2. The procedure coded would be CPT 99223 for a complex full admission. Medicare conversion factors and geographic practice cost indices differ between the two states and would impact reimbursement.
3. An audit of Medicare payments for cataract procedures with and without intraocular lenses (IOL) at a hospital found some payment calculations did not match what Medicare actually paid. The audit aims to verify the computer system's calculations using procedure codes, conversion factors, relative weights, wage indices and cost to charge ratios provided.
Sheet1Rate your skills using the following scaleChapter 1 You Ma.docxbjohn46
ย
Sheet1Rate your skills using the following scale:Chapter 1: You Make A DifferenceChapter 2: Credibility is the Foundation of Leadership1= Strongly Disagree4= AgreeQuestionScoreQuestionScore2= Disagree5= Strongly Agree20403= Partly Agree20090230140Total0Total01. Balance focusing on the future with an understanding of the present and events from the past.Chapter 3: Values Drive CommitmentChapter 4: Focusing on the Future Sets Leaders Apart2. Maintain self-awareness in external challenges or unexpected events.QuestionScoreQuestionScore70103. Support others in achieving their objectives through regular one-on-one meetings.1101502601604. Take time regularly to get updated on current events.Total0Total05. In conversation, provide undivided attention, show interest, and suspend judgment.Chapter 5: You Canโt Do It AloneChapter 6: Trust RulesQuestionScore6. Forthright and candid in all situations with all people.30QuestionScore170607. Show respect when questioning the ideas and opinions of others.250210Total02708. Take actions that create forward momentum.Total09. Attend industry functions and trade shows on a regular basis.Chapter 7: Challenge is the Crucible for GreatnessChapter 8: You Either Lead by Example or Donโt Lead At AllQuestionScoreQuestionScore10. Explore, identify, and define the nature, cause, and implications of problems.8013010018011. Demonstrate consistency between expressed beliefs, values, and actions.280240Total0Total012. Continuously give and receive feedback on results of learning efforts.13. Assess which role is most appropriate for the person and situation.Chapter 9: The Best Leaders Are The Best LearnersChapter 10: Leadership is an Affair of the HeartQuestionScoreQuestionScore14. Possess an understanding of business operations (budgeting, marketing, sales, etc.).1205019022030029015. Manage time in a way that balances personal and professional objectives.Total0Total016. Focus on actual results of a process or plan.17. Build relationships and ask questions to support a variety of initiatives.The totals from each chapter will show you your score.Refer to the range of scores to identify what type of further action you should take.18. Demonstrate an understanding of living and leading by example.3-6: Taking immediate action to improve your results is suggested.7-12: Develop action plans to be implemented over the next month.19. Identify and develop skills and effective behavior in others.13-15: You are performing well as a leader. Pinpoint areas to optimize your performance.20. Possess technical competencies to achieve relevant goals and objectives.21. Consistently and clearly communicates the desired results of a process or plan.22. Align peopleโs visions, values, goals, and action plans with bigger picture.23. Possess an understanding of industry trends.24. Identify and change self-defeating behaviors.25. Explore readiness to change and move ahead by knowing the stages of group development.26. Know what I value an.
The document contains quarterly sales data for various salespeople organized by region, quarter, and amount of quarterly sales. It lists the name of each salesperson, their region, and their quarterly sales amount for three different quarters (March 31, June 30, and September 30). There are a total of 15 salespeople listed with their sales data.
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This document provides an introduction to costing and pricing concepts. It discusses the classification of costs based on behavior, functionality and relevance to projects. It also covers break-even analysis, marginal costing, contribution, leverage, and various pricing approaches and strategies.
This document provides an overview of key concepts in managerial accounting, including cost behavior patterns, cost estimation, and contribution margin analysis. It defines different types of costs such as variable, fixed, mixed, and step costs. It also explains how to estimate total costs using high-low analysis or scattergraphs. Additionally, the document defines contribution margin and explains how to calculate it and use it to increase profitability. Examples are provided to illustrate cost classification and cost estimation techniques.
This lecture covers basic macroeconomic relationships including:
1. How consumption and disposable income are directly related, as shown by data points forming a 45 degree line. Savings is the difference between income and consumption.
2. Consumption and savings schedules are derived, showing the amounts consumed and saved at different income levels.
3. Investment is determined by expected returns and interest rates, shown through the investment demand curve.
4. The multiplier effect demonstrates how an initial change in spending like investment leads to multiple rounds of further spending and income changes, magnifying the initial change in GDP.
This document discusses cost accounting and pricing concepts relevant for healthcare settings. It defines direct and indirect costs, and explains methods for allocating indirect costs like the direct distribution and step-down methods. Break-even analysis is introduced as a tool to determine the volume or price needed to cover total costs. Pricing methods covered include cost-plus, target return, value-based, and market-focused approaches. Coding systems and their role in cost accounting are also summarized.
This document discusses various ways to classify costs, including by nature, function, traceability, behavior, and relevance to decision making. It defines different types of costs such as direct and indirect materials, direct and indirect labor, variable and fixed costs, and relevant versus irrelevant costs. It provides examples to illustrate concepts like direct versus indirect costs, variable versus fixed costs, and relevant versus irrelevant costs in decision making.
The document discusses the theory of producer behavior and costs. It defines key concepts like production functions, returns to scale, and costs including fixed, variable, average, marginal, and total costs. It explains the relationships between these different cost concepts and how average and marginal costs change with output quantity. Cost curves like average total cost are also examined and shown to typically be U-shaped. Factors that influence costs like diminishing marginal returns are explained. Profit maximization when marginal revenue equals marginal cost is also covered.
The document discusses the costs of production for firms. It explains that a firm's total costs are divided into fixed and variable costs. Fixed costs do not vary with output, while variable costs do vary with output. The marginal cost is the change in total cost from producing an additional unit, and typically rises as output increases due to diminishing returns. Average costs first fall and then rise with output, resulting in a U-shaped average cost curve. In the long run, more costs become variable, changing the cost structures compared to the short run.
1) Firms aim to maximize profits by producing at the quantity where marginal cost equals marginal revenue.
2) A firm's costs include explicit costs like wages as well as implicit opportunity costs. Total costs are used to calculate economic profit.
3) As a firm's production increases, its marginal costs will rise due to diminishing returns. Average costs first fall then rise, creating a U-shaped average total cost curve.
The document discusses key concepts in marginal costing such as marginal cost, marginal costing, direct costing, absorption costing, contribution, profit volume analysis, limiting/key factors, break even analysis, and profit volume charts. It provides definitions and explanations of these terms. It also compares absorption costing and marginal costing, highlighting differences in how they treat fixed and variable costs, inventory valuation, and measurement of profitability. Examples are given to illustrate calculation of contribution, profit-volume ratio, break even point using algebraic method, and profit at different sales volumes. The document is an overview of important concepts in marginal costing used for management decision making.
The selling environment in which a firm produces and sells its product is called a market structure.*
Defined by three characteristics:
The number of firms in the market
The ease of entry and exit of firms
The degree of product differentiation
The document provides an overview of concepts that will be covered related to demand and supply, including:
1) It begins with an introduction of the derivation of the demand curve from the perspective of individual consumers and their preferences between goods subject to a budget constraint.
2) It then discusses how the aggregation of individual demand curves results in the market demand curve.
3) The document outlines how understanding demand curves can help explain the functioning of competitive markets and determine the position and sensitivity of demand.
Part IRequirement 1UnitsPriceTotalsSales60,000$12.50$750,000Variab.docxherbertwilson5999
ย
Part IRequirement 1UnitsPriceTotalsSales60,000$12.50$750,000Variable Costs60,000$6.00$360,000.00Fixed Costs60,000$295,525$295,525.00Net Income$94,475.00Requirement 2Contribution Margin per Unit in Dollars = Selling Price โ Variable CostsSelling PriceVariable Costs Contribution Margin per Unit $12.50$6.00$6.50Contribution Margin Ratio = Contribution Margin/Selling PriceContribution MarginSelling PriceContribution Margin Ratio$6.50$12.5052%Requirement 3Break-Even Point = Fixed Costs / Contribution MarginFixed Costs Contribution MarginBreak-Even Point in Units (Rounded)$295,52552%568,317Break-Even Point in Units X Selling Price per Unit = Break-Even Point SalesBreak-Even Point in UnitsSelling Price per UnitBreak-Even Point in Sales (Rounded)568,317$12.50$45,465Requirement 4AMargin of Safety in Units = Current Unit Sales โ Break-Even Point in Unit SalesCurrent Unit SalesBreak-Even Point in SalesMargin of Safety in Units60,000$45,46514,535Requirement 4BMargin of Safety in Dollars = Current Sales in Dollars โ Break-Even Point Sales in DollarsCurrent Sales in DollarsBreak-Even Point in Dollars Margin of Safety in Dollars$750,000$568, 312.50$181,688Requirement 4CMargin of Safety as a Percentage = Margin of Sales in Units / Current Unit SalesMargin of Safety in UnitsCurrent Unit SalesMargin of Safety Percentage14,53560,00024%Requirement 5Degree of Operating Leverage = Contribution Margin / Operating IncomeContribution MarginOperating IncomeOperating Leverage$655,525.00$750,000.000.8740Requirement 6Units$ Per UnitTotalsSales72,000$12.50$900,000Variable Costs72,000$6.00$432,000.00Fixed Costs72,000295,525$295,525.00Net Income$172,475.00Operating LeverageTimes % IncreaseIncrease would be XX%0.87445.2245.22Prior Income$94,475.00From Part 1Increase$78,000.00Prior Income X XX% AboveTotal$172,475.00Requirement 7Targeted Income = (Fixed Costs + Target Income) / Contribution MarginFixed Costs + Target IncomeDivided by Contribution Margin# of Units (Rounded)Fixed Costs$295,525Target Income$78,000Total$373,525$655,525.001# of Units Above X $ Per UnitProofRevenueXX,XXX X $XX.XX$78,000Variable CostsXX,XXX X $X.XX$432,000Contribution Margin$655,525Fixed Costs$295,525Net Income$360,000Requirement 8Sales MixCurrentSpecialtyTotalExpected Sales UnitsRevenue = Sales X Price$750,000$900,000$1,650,000Variable Costs X Units$360,000$432,000$792,000Contribution Margin$655,525$655,525$1,311,050Fixed Costs$295,525$295,525$591,050Operating Income$539,900Prior Net Income From Requirement 1$461,900.00Additional Operating Income(Operating Income Above Less Prior Income)$166,375.00Decision With ExplanationThe company needs to produce more of the umbrellas so as to increase the volume of sales that it will record in the market. Consequently, the profits realized by the firm will also increase. However, there is need for the costs of production to be reduced so as to increase the net revenue of the company.
Part IIRequirement 1Hampshire CompanyVariable Costing Income Statemen.
This document summarizes a group presentation on questions related to supply and demand analysis. Question 1 examines how supply and demand curves would shift in response to events affecting the dairy industry and chocolate demand in Hong Kong. Question 2 analyzes equilibrium price and quantity changes from increases in costs of apple production and electric vehicle batteries. Question 3 calculates the equilibrium price range for Taylor Swift concerts based on attendance data. Question 4 analyzes the impacts of subsidies on consumer surplus, producer surplus, and total welfare for vaccines. Question 5 uses a case study to illustrate solutions like Pigouvian taxes and property rights to the market failure of negative externalities from paper mill pollution.
The document discusses cost-volume-profit (CVP) analysis, which examines how sales volume, price, costs, and profitability interact. CVP analysis uses models to help managers make decisions about marketing, production, investment, and financing. The one-product CVP model calculates net income as the difference between total revenue and total costs. It can be used to determine the break-even point and target profits. For companies with multiple products, the CVP model is modified to account for different sales volumes and costs across products. Operating leverage measures how sensitive operating income is to changes in sales volume.
The document discusses various principles of pricing, including:
1) Pricing is the assignment of value for a good or service that customers must pay to acquire it. Price captures some of the value created and is an important marketing lever.
2) Non-monetary costs like time, convenience and psychological factors influence customer perceptions of value and must be considered in pricing.
3) Developing pricing strategies requires understanding demand, costs, competitors and evaluating the business environment. Common strategies include cost-based, demand-based, yield management and competition-based approaches.
This document discusses key concepts related to business costs including:
1. It defines economic costs, accounting costs, and sunk costs.
2. It explains the differences between short-run and long-run costs, and how total, average, and marginal costs are calculated in each time period.
3. It provides examples of cost schedules and diagrams cost curves, discussing their characteristics and relationships.
This document provides instructions for completing an Excel spreadsheet to calculate break-even points for an imaging center. It includes calculating the monthly volume needed to: 1) break even; 2) break even at a desired $5,000 monthly profit level; and 3) break even at a new reimbursement rate of $55 per screen with no profit. It also includes calculating the volume needed to break even with additional labor costs. Referring to provided financial data and formulas, the spreadsheet will allow the imaging center to examine costs and make informed financial decisions.
1. A hospitalist is considering job offers in Nebraska and New York City and wants to compare potential Medicare collections at each location.
2. The procedure coded would be CPT 99223 for a complex full admission. Medicare conversion factors and geographic practice cost indices differ between the two states and would impact reimbursement.
3. An audit of Medicare payments for cataract procedures with and without intraocular lenses (IOL) at a hospital found some payment calculations did not match what Medicare actually paid. The audit aims to verify the computer system's calculations using procedure codes, conversion factors, relative weights, wage indices and cost to charge ratios provided.
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Sheet1Rate your skills using the following scaleChapter 1 You Ma.docxbjohn46
ย
Sheet1Rate your skills using the following scale:Chapter 1: You Make A DifferenceChapter 2: Credibility is the Foundation of Leadership1= Strongly Disagree4= AgreeQuestionScoreQuestionScore2= Disagree5= Strongly Agree20403= Partly Agree20090230140Total0Total01. Balance focusing on the future with an understanding of the present and events from the past.Chapter 3: Values Drive CommitmentChapter 4: Focusing on the Future Sets Leaders Apart2. Maintain self-awareness in external challenges or unexpected events.QuestionScoreQuestionScore70103. Support others in achieving their objectives through regular one-on-one meetings.1101502601604. Take time regularly to get updated on current events.Total0Total05. In conversation, provide undivided attention, show interest, and suspend judgment.Chapter 5: You Canโt Do It AloneChapter 6: Trust RulesQuestionScore6. Forthright and candid in all situations with all people.30QuestionScore170607. Show respect when questioning the ideas and opinions of others.250210Total02708. Take actions that create forward momentum.Total09. Attend industry functions and trade shows on a regular basis.Chapter 7: Challenge is the Crucible for GreatnessChapter 8: You Either Lead by Example or Donโt Lead At AllQuestionScoreQuestionScore10. Explore, identify, and define the nature, cause, and implications of problems.8013010018011. Demonstrate consistency between expressed beliefs, values, and actions.280240Total0Total012. Continuously give and receive feedback on results of learning efforts.13. Assess which role is most appropriate for the person and situation.Chapter 9: The Best Leaders Are The Best LearnersChapter 10: Leadership is an Affair of the HeartQuestionScoreQuestionScore14. Possess an understanding of business operations (budgeting, marketing, sales, etc.).1205019022030029015. Manage time in a way that balances personal and professional objectives.Total0Total016. Focus on actual results of a process or plan.17. Build relationships and ask questions to support a variety of initiatives.The totals from each chapter will show you your score.Refer to the range of scores to identify what type of further action you should take.18. Demonstrate an understanding of living and leading by example.3-6: Taking immediate action to improve your results is suggested.7-12: Develop action plans to be implemented over the next month.19. Identify and develop skills and effective behavior in others.13-15: You are performing well as a leader. Pinpoint areas to optimize your performance.20. Possess technical competencies to achieve relevant goals and objectives.21. Consistently and clearly communicates the desired results of a process or plan.22. Align peopleโs visions, values, goals, and action plans with bigger picture.23. Possess an understanding of industry trends.24. Identify and change self-defeating behaviors.25. Explore readiness to change and move ahead by knowing the stages of group development.26. Know what I value an.
The document contains quarterly sales data for various salespeople organized by region, quarter, and amount of quarterly sales. It lists the name of each salesperson, their region, and their quarterly sales amount for three different quarters (March 31, June 30, and September 30). There are a total of 15 salespeople listed with their sales data.
This document provides a summary of a chapter that discusses how organizations can adapt to continuous change by emphasizing innovation, creativity, agility, and learning. It uses Hyundai as a case study example of a company that has successfully transformed itself from a low-quality, "me-too" automaker to a major global competitor through leadership focus, a dynamic culture, competitive strategies, high-quality products, innovative design, and an empowered workforce. The chapter introduction examines the need for organizations to sustain not only strategic and structural changes but also cultural changes to motivate employees. It also briefly discusses Motorola's successful restructuring as an example of continuous innovation and creativity.
Sheet1Quantity (miles of pipeline)Total CostTotal Fixed CostTotal .docxbjohn46
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Sheet1Quantity (miles of pipeline)Total CostTotal Fixed CostTotal Variable CostAverage Fixed CostAverage Variable CostMarginal Cost0$ 5,000$ 5,0001,000$ 11,5732,000$ 18,2083,000$ 29,2674,000$ 44,7505,000$ 64,6576,000$ 88,9877,000$ 117,7408,000$ 150,9189,000$ 188,51810,000$ 230,54311,000$ 276,99112,000$ 327,86313,000$ 383,15914,000$ 442,87815,000$ 507,02116,000$ 575,58717,000$ 648,57718,000$ 725,99119,000$ 807,82820,000$ 894,08921,000$ 984,77422,000$ 1,079,88223,000$ 1,179,41424,000$ 1,283,37025,000$ 1,391,74926,000$ 1,504,55227,000$ 1,621,77828,000$ 1,743,42929,000$ 1,869,50230,000$ 2,000,000
Week 4
Will Fence owns a 70-acre large timber and Christmas tree farm. The Christmas farm gets busy in August and September when Will identifies and flags the trees suitable for Christmas season. Starting in October, the flagged trees will be cut, baled, and trucked to the storage yard where they will stay until shipped. The storage yard is situated in an area that offers shade and protection from the wind to maintain the freshness of the tree. The trees are stacked with the tops locked together to keep the sun and wind away from them. ย ย
Will has just purchased an additional 40 acres and will need to expand his storage yard by 40,000 square feet. The budget for this expansion is $55,000. Will has hired your team to design a process to contract resources to expand the storage yard.
Cover the following as requested by Will:
ยท Description of the contract resource procurement process (from start to closure).
ยท Explanation of how the contract resources procurement process that was described will assist Will in negotiating the best purchase.
ยท Explanation to Will why the team believes the process is efficient and achieves the results desired.
ยท Identification of any risks associated with procuring these resources and explanation of the role of risk management in this process.
ยท Explanation of how the process may be improved upon.
ยท Other recommendations the team may have for Will to consider.ย
Graphing Supply and Demand
Supply and demand are so important for both consumers and producers
because both of these concepts work together to determine the overall price
of an item, as well as the total quantity sold in a market. To see how this
works, we can show both on a graph such as you see in the header image
above.
Remember that demand is a relationship between price and the quantity that
consumers are willing and able to pay. This is an inverse, or negative,
relationship, in which the variable's price and quantity move in opposite
directions. This would be depicted as a downward sloping curve on a graph.
Similarly, supply is a relationship between the price of an item and the
quantity that producers are willing to supply. This is a direct, or positive,
relationship, in which the variable's price and quantity move in the same
direction. This would be depicted as an u.
Sheet1Pro Forma Income StatementYear 1Year 2Year 3Year 4Year 5Visi.docxbjohn46
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Sheet1Pro Forma Income StatementYear 1Year 2Year 3Year 4Year 5Visits4,8825,1265,3825,6525,934Revenue Per Visit$450$450$450$450$450Gross RevenuePatient Reveue Gross Patient RevenueDeductions from Patient RevenueContractual Total Deductions from Revenue Net Patient Revenue$0$0$0$0$0Operating ExpensesSalaries and WagesEmployee BenefitsUtilitiesRepair/MaintenanceHousekeepingTelephone Service Depreciation MalpracticeMiscellaneous/OtherVariable Medical Supply CostsOther Non-Personnel Costs Total Operating ExpensesExcess of Rev over Exp. From Operations$0$0$0$0$0Cummulative Income$0$0$0$0$0Net Cash from Excess Rev (excl Depreciation)$0$0$0$0$0Cummulative Income Net Cash$0$0$0$0$0
Sheet2
Sheet3
Write an essay of about 750 to 1000 words, or 3 to 4 pages (double-
spaced), in response to the ALL the prompts below (4 Paragraphs) .
The relevant texts for Essay are the assigned:
* Sorensen, A Brief History of the Paradox, pp. 184- 185 on McTaggart
and pp. 173-176 on Augustineโs theory of time as subjective.
* David Lewis, โThe Paradoxes of Time Travelโ.
โ Do not use any other outside sources! This is not a report on what
others have written about McTaggart or Lewis or time travel. This is
an exercise in thinking-by-writing!
Consider our discussions of, on one hand, McTaggartโs seemingly
paradoxical argument that time is โunrealโ and, on the other hand,
Lewisโ account of the seemingly paradoxical possibility of time travel.
Write an essay in which you explore the potential โparadoxesโ of time
we considered in McTaggartโs argument that โtime is unrealโ and in
Lewisโ account of time travel as โpossibleโ in a โstrangeโ possible world
(unlike our own).
Specifically, structure your narrative in response to the following
themes.
Paragraph 1: Explain the distinction between the โA seriesโ and the โB
seriesโ of time, as McTaggart introduced these terms. Why did
McTaggart think A time is more fundamental than B time? Why did he
think A time is impossible?
Paragraph 2: Explain Lewisโ distinction between โexternal timeโ and
โpersonal timeโ. How does Lewisโ distinction compare with
McTaggartโs distinction above?
Paragraph 3: Explain how, for Lewis, time travel is possible, even if
strange. What is a โpersonโ, for Lewis? What then is โpersonal
identityโ? How would the structure of a person over time, as Lewis
characterizes this form of personal identity, entail that a person could
travel either forward into the future or back into the past and encounter
โhimselfโ/โherselfโ/โtheirselfโ in a past or a future time?
Paragraph 4: Briefly: Do you find time travel, per Lewis, intuitively
possible? You may, if you like, consider the popular film โBack to the
Futureโ (1986), or you may consider how our imagination in science
fiction scenarios may address the possibility of time travel.
A U G U S T I N E โS P R A G M A T I C P A R A D OX E S 173
became more alarming as philosophers became increasingly
persua.
Sheet1PMGT 576 Assignment Rubric โ Unit 8 Assignment20Is the Lean .docxbjohn46
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Sheet1PMGT 576 Assignment Rubric โ Unit 8 Assignment20Is the Lean Canvas complete? Do each of the canvas sections demonstrate a clear understanding of the question or item posed? 20Do each of the canvas sections provide a clear, concise, and reasonable approach or description in addressing each one?20Does the canvas demonstrate creativity and innovation in addressing each of the sections?25The text is grammatically correct and there are no spelling or punctuation errors. 15Total100
CBIO Lab: Mitosis and Meiosis p. 1/10
Name:_________________________
Instructor: ___________ Section: ___
MITOSIS AND MEIOSIS
One of the tenets of cell theory is that all cells come from pre-existing cells. All individual
organisms begins with one cell, and yet in multicellular organisms the number of cells in the
adult may be in the trillions. This requires cells to repeatedly divide during the life of an
organism.
The average adult human body is made up of about 37 trillion cells. Of these, approximately 50
billion are fat cells and 2 billion are heart muscle cells. By the time you finish reading this
sentence, 50 million of your cells will have died and been replaced by others. Human cells are
estimated to divide nearly 2 trillion times every day. Amazingly, humans contain at least 10
times as many bacteria cells as human cells. The 100 trillion bacterial cells are much smaller
than human cells and have a faster generation time.
Mitosis and meiosis are two processes that produce new cells through cell division, which occurs
as a part of the cell cycle. The new โdaughterโ cells produced by these processes are quite
different because they have different purposes. These differences occur because the processes
have several key differences as outlined in the video lecture. You will be doing several lab
activities examining mitosis and meiosis and what can happen if problems occur during these
cell division processes.
Why are we doing this lab?
1. To gain a better understanding of the mitotic and meiotic processes of cell division that
occur in humans and all other animals.
2. To examine how issues in mitosis and meiosis can lead to diseases and disorders in
humans.
CBIO Lab: Mitosis and Meiosis p. 2/10
Background: Phases of mitosis
For each phase, draw and label:
a. Chromatin or chromosomes
b. Centrosomes
c. Microtubules/spindle
d. Cell membrane
CBIO Lab: Mitosis and Meiosis p. 3/10
Activity 1: Mitosis under the microscope
1. Use Google images of mitosis (Google โmitosis of onion root tipโ) to identify cells in
interphase and all phases of mitosis.
Cells inโฆInterphase will have chromatin, not distinct chromosomes
Prophase will have distinctly visible chromosomes
Metaphase will have chromosomes lined up along the equator of the cell
Anaphase will have chromosomes separating at the centromeres
Telophase will have chromosomes decondensing into chromatin and a .
Sheet1Presentation by Tony StudentSlide NumberSlide TitleSlide Tex.docxbjohn46
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Sheet1Presentation by Tony StudentSlide NumberSlide TitleSlide TextNarrativeComments1Social Media in the WorkplaceTitle Slide2IntroductionโTwitter is not a technology, itโs a conversation โ and itโs happening with or without you.โ โ Charlene Li, author
Over 306 million active Twitter users send 500 million Tweets daily *Hello, my name it Tony Student, I currently work as an Information Security Manager at a financial services firm in the Washington DC Metro area and am responsible for securing a multi-trillion dollar financial platform. Part of my responsibilities is to provide training and awareness on topics that deal with Information Security including the use of Social Media in the Workplace.
Social media is a powerful platform which helps connect people. According to Charlene Li, author of Groundswell, โTwitter is not a technology, itโs a conversation โ and itโs happening with or without you.โ
Consider the fact that every minute of every day roughly 5,800 tweets are posted to the Twitterverse. This amounts to over 500 million tweets daily! That statistic definitely echoes the sentiment of Charlene Li and is an important thing to consider when it comes to business. Social media can become a positive part of promoting a company's brand and allows a business to provide supreme customer service.3AgendaSocial Media Primer
Five Leading Practices on Social Media
Best Buy Case Study
Closing Remarks
Questions and AnswersFor today's agenda we are going to cover the following topics:
Social Media Primer - Which will provide insight into what social media is and its purpose
Five Leading Practices on Social Media - Tips on the appropriate use of Social Media
Best Buy Case Study - An example of how one big box retailer sets the tone and expectation on social media for business use
Closing Remarks - Final thoughts one how transformative social media can be for business
Questions and Answers - To be able to provide some time to answer those burning questions that you didn't realize you had until you saw this material.4Social Media PrimerAn online medium for social collaboration *
Itโs all about the content
Pictures
Videos
Music
Social Media can enable business
Platforms include LinkedIN, Twitter, Facebook, etc.
According to the English Oxford Living Dictionary, Social Media are "Websites and applications that enable users to create and share content or to participate in social networking."
In other words, social media in an online medium for social collaboration. All said and done, it's all about the content that people and companies produce and publish to the masses. The platform is an enabler for businesses to create accessibility for consumers to producers of a product or idea.
Examples of social media platforms that you may already be familiar with include, LinkedIN, a professional social networking site; Twitter, a microblogging site, and Facebook which originally started out as a place for college folks to collaborate and quickly turned .
Sheet1Pretax IncomeYang, Ziyun make sure to add back income t.docxbjohn46
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Sheet1Pretax Income
Yang, Ziyun: make sure to add back income tax paid through Nov. See account 999 Nov balance.
Subject to State Taxes- 0State Tax- 0Subject to Fed Taxes
Yang, Ziyun: State Taxes can be deducted from Fed taxable income
- 0Progressive ratefirst 50,000 @15%7,500next 25,000 @ 25%6,250remainder @ 34%(25,500)Fed Tax(11,750)Federal Surtax
Yang, Ziyun: 5% on income over $100,000, surtax not to exceed $11,750
- 0
Yang, Ziyun: Updated in V2
Total Fed Tax(11,750)Total Income Tax(11,750)Less: Income Taxes Paid
Yang, Ziyun: Paid taxes through Nov. See account 999 Nov balance.
72,000Tax accrual
Yang, Ziyun: debit exp, credit payable
(83,750)
Sheet2
Sheet3
Research question
Human factors for changes in natural geology
Ivan Tai
Humans as major geological and geomorphological agents in the Anthropocene: the significance of artificial ground in Great Britain
Since the first prehistoric people started to dig for stone to make implements, rather than pick up loose material, humans have modified the landscape through excavation of rock and soil, generation of waste and creation of artificial ground. In Great Britain over the past 200 years, people have excavated, moved and built up the equivalent of at least six times the volume of Ben Nevis.
Simon J. Price
,ย Jonathan R. Ford
,ย Anthony H. Cooper
ย andย Catherine Neal
Published:13 March 2011
2
Why I choose this research question?
Because human The natural changes are very large, from climate change to changes in topographical attitudes.
InstructionNarrative and InstructionsRockford Corporation is a wholesale plumbing supply distributor. The corporation was organized in 1981, under the laws of the State of Illinois, with an authorized capitalization of 100,000 sharesof no-par common stock with a stated value of $16 per share. The common stock is sold over thethe counter in the local area. You have been hired as of Thursday, December 25, 2018, to replace thecontroller, who has resigned. As controller, you are responsible for the corporation's accountingrecrods, preparation of the financial statements, safeguarding the corporate assets, and providingmanagement with financial information to set prices and to monitor and control operations. Rockford Corporation closes its books annually on December 31 but prepares financial statementsquarterly. Adjusting entries are posted to the general ledger only at year-end; at the end of the first, second, and third quarter the adjustments are entered only on a work sheet, not in the generalledger. Therefore, the adjusting entries to be recorded on December 31 are annual adjustments that you must journalize and the post to the general ledger accounts before preparing the financial statements.Rockford Corporation maintains a perpetual inventory system and takes a physical count each yearto adjust the inventory carrying amount. Purchases are recorded at the gross amount (discountstaken are recognized at the date of payment) of.
Sheet1PMGT 576 Assignment Rubric โ Unit 7 Assignment20Are all of t.docxbjohn46
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This document outlines an assignment for a team to develop a presentation using Kotter's 8-step change management model to help a company called Harrisburg Textile transform into a more agile and lean organization. The document provides background information on Harrisburg Textile, including details on its history, current issues it faces, and the rationale for choosing Kotter's model over other change frameworks. It also includes templates for the team to fill in for each step of Kotter's model in their presentation, describing the key elements, how it would be implemented at Harrisburg Textile, and why it is important.
Sheet1Plan APlan BPro Forma Income Statement AccountsEBIT700100013.docxbjohn46
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Sheet1Plan APlan BPro Forma Income Statement AccountsEBIT7001000130070010001300InterestEBT (EBIT - Interest)Tax Net IncomeTotal Shares OutstandingEPS
.
Sheet1Phase of Business Financal Management needsDebt FinancingEq.docxbjohn46
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Sheet1Phase of Business/ Financal Management needsDebt FinancingEquity FinancingGift FinancingFinancing for StartupsConsumer Banks, Commercial Banks, SBA insured loans, Economic development agencies, Incubators, Accelerators, Leasing companies, Personal credit cardsFriends, family, Angels, Venture capital, direct public offering, CrowdfundingPersonal: Cash, pick up the tab, free use, free work, unpaid labor, overpayment, favored status/sweetheart deal forgiveness, deferralFinancing for GrowthCommercial banks, SBA, Private placement loans, Economic development agency, supplliers, leasing company, personal credit cardself generated funds, venture capital, direct public offering, merger, acquisitionInstitutional: SBIR, STTR grant, state grant, incubator, accelerator, dontated capital, tax abatement
Personal: Cash, pick up the tab, free use, free work, unpaid labor, overpayment, favored status/sweetheart deal forgiveness, deferralFinancing for Operationsfactor receivables, business cc, commercial bank, sba, private placement loans, suppliers, leasing companiesself generated funds, venture capital, direct public offeringInstitutional: SBIR, STTR grant, state grant, incubator, accelerator, dontated capital, tax abatement
Personal: Cash, pick up the tab, free use, free work, unpaid labor, overpayment, favored status/sweetheart deal forgiveness, deferralFinancing for Exitconsumer banks, Commercial Banks, SBA, private placement loans, economic development agencies, sba investment companies, suppliers, leasing companies, lines of creditself generate funds, venture capital, direct public offeringInstitutional: SBIR, STTR grant, state grant, incubator, accelerator, dontated capital, tax abatement
Personal: Cash, pick up the tab, free use, free work, unpaid labor, overpayment, favored status/sweetheart deal forgiveness, deferral
1
Email Communication Responses โ No. 1 Employment Law Compliance Plan
Email Communication Responses โ No. 1 Employment Law Compliance Plan
From:
To: โCEO Smithโ [emailย protected][emailย protected]
Date: November 28, 2016
Re: Employment Law Compliance Plan
Mr. Smith:
With reference to the email sent to Nov.1, these are and will be the measures to take regarding your request
With the purpose of improving the operation of the company, it is necessary to review and update the policies of the company, as well as everything related to labor laws. This will provide the necessary means to comply with what is established by law and in turn with the company staff. If everything related to these issues is kept up to date, errors are less likely to be made when corrective measures are taken, just as it is of the utmost importance that all the members of the directive know in depth the laws that protect the workforce in all aspects. It is necessary to carry out the appropriate training as soon as possible. Remember that as a team, meeting these requirements is completely necessary.
Every decision taken, entails a res.
This reflection document discusses the use of portfolio assessment rubrics to evaluate students. The teacher notes that students were previously assessed only on theoretical knowledge, not practical skills. To address this, the teacher plans to modify the portfolio to include practical skills assessment. Research on portfolio assessment highlighted its benefits over traditional testing. Classroom observations of other teachers provided ideas on instructional strategies to incorporate. The portfolio modification and use of rubrics improved student assessment scores, showing the effectiveness of this approach.
Sheet1Participant#Verbal Label Condition (Smashed or Hit)Age Condi.docxbjohn46
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Sheet1Participant#Verbal Label Condition (Smashed or Hit)Age Condition (Under 60 years or Over 60 years)Speed (mph)Broken Glass? (Y or N)GenderAgeRaceEthnicityEV2HitOver 6040YMale74WhiteCuban-AmericanTV3HitOver 6055YFemale65From multiple racesFrom multiple Spanish, Hispanic, or Latino groupsEV3SmashedUnder 6070NFemale22From multiple racesI am not Spanish, Hispanic, or LatinoJT1SmashedUnder 6050YMale18AsianI am not Spanish, Hispanic or LatinoDB3SmashedOver 6025NFemale63Black or African-AmericanI am not Spanish, Hispanic or LatinoDB4SmashedUnder 6050YFemale31Black or African-AmericanI am not Spanish, Hispanic or LatinoJT2HitUnder 6045YFemale19Black or African-AmericanI am not Spanish, Hispanic or LatinoDB2HitOver 6065YMale62WhiteI am not Spanish, Hispanic or LatinoDB1HitUnder 6060NMale31Black or African-AmericanI am not Spanish, Hispanic, LatinoDJC4SmashedUnder 6024NFemale24AsianI am not Spanish, Hispanic, or LatinoDJC1HitOver 6060NFemale67WhiteI am not Spanish, Hispanic, or LatinoDJC2HitUnder 6045NFemale23WhiteI am not Spanish, Hispanic, or LatinoDJC3SmashedOver 6062YMale62WhiteI am not Spanish, Hispanic, or LatinoLM4HitOver 6070NFemale62From multiple racesI am not Spanish, Hispanic, or LatinoLM3SmashedOver 6040NFemale61WhiteI am not Spanish, Hispanic, or LatinoPH1SmashedUnder 6060NFemale27WhiteI am not Spanish, Hispanic, or LatinoLM4SmashedUnder 6080NFemale31Some other raceSome other Spanish, Hispanic, Latino groupPH4HitOver 6080NFemale71Some other race (Hispanic)Some other Spanish, Hispanic, Latino groupPH2SmashedOver 6050NFemale60Some other race (Hispanic)Puerto RicanPH3HitUnder 6025NFemale28Some other race (Hispanic)Puerto RicanLM2HitUnder 6060NFemale35From multiple racesPuerto RicanTV2SmashedUnder 6040NFemale36Some other race (Hispanic)Puerto RicanTV1HitUnder 6050NFemale40From multiple racesSome other Spanish, Hispanic, Latino groupDA2HitOver 6050NMale62Some other race (Hispanic)Some other Spanish, Hispanic, Latino groupDA1SmashedOver 6055NFemale65Some other race (Latino)Some other Spanish, Hispanic, Latino groupDA4HitUnder 6030YMale21Some other race (Latino)Some other Spanish, Hispanic, Latino groupDA3SmashedUnder 6035NMale19Some other race (Latino)Some other Spanish, Hispanic, Latino groupEV4HitOver 6040YFemale61WhiteSome other Spanish, Hispanic, Latino groupTV4SmashedOver 6055YFemale60WhiteSome other Spanish, Hispanic, Latino groupJT4SmashedOver 6050NMale66From multiple racesSome other Spanish, Hispanic, Latino groupJT13HitOver 6060YMale62Black or African-AmericanSome other Spanish, Hispanic, Latino groupJT14SmashedUnder 6070YMale30Black or African-AmericanSome other Spanish, Hispanic, Latino groupJT12HitUnder 6060YMale37Some other race (Hispanic)Some other Spanish, Hispanic, Latino groupJT11SmashedOver 6090NFemale67Black or African-AmericanSome other Spanish, Hispanic, Latino groupJT3HitOver 6080NFemale62Some other race (Hispanic)Some other Spanish, Hispanic, Latino groupEV1SmashedUnder 6025NFemale21WhiteN/A
Final Course Assignment.
Sheet1No.Strengths (3)Weaknesses (2)Recommendations (2)Evidence (used once only)Theory1Functional orientation
- evidence
- tangible product adv (features, performances, benefits)Inconsistent Messages
(say, do, confirm)It is recommended that supermarket A is to include the term 'wsl' in adv so as to .. Result of implementing consequences theory (journals on this theory)Strength 12Symbolic/experiential orientation
- cartoons, facial expressions, colours, pictures, animations
- emotional
- price ('8' - lucky/prosperity, '9' - longevity)ConsequencesStrength 23Category-dominance orientation (strengths only)
- brand name/logo of adv (evidence)
- e.g. FairPrice advertisement, Rolex, key sponsorsTrustworthinessStrength 34TOMASymbolic/experiential orientationSymbolic/experiential orientationWeakness 15Hierarchy EffectFunctional orientationFunctional orientationWeakness 26CPMAttributes
- what attracts ann advertisement
- features, product image, design, benefitsAttributesAttributesLaddering ProcessConsequences
- adv/benefits of using advertised products/services
- must believe/buy/agree your benefits & advConsequencesConsequencesValues
- quality
- experience post-purchase
- warranties, (money-back) guarantees, 3rd party endorsement, testimonial evidences, awards won, year of history, reputationValues
- critical weakness is that it lacks ofโฆ. Deemed to be a signofocant weaknessโฆ failed to apply Value Theory (journals)
- if the whole industry does not offer ____, do not take it as a weakness
- no need for comparisonValuesUnique Selling Proposition (USP)
- Superiority
- Unique
- Distinctive
*trademarks, patents, awards wonBrand Image (Transformational Advertising)
- brand logo
- fashion, prestegious productsResonance
- reflect audience life experience
- testimonial evidences
- before & after imagesResonance
- celebrity not good, lacks worthinessResonance
- change endorser (Jack Neo/Tiger Woods)Emotional
- colours, pictures, images, font size, choice of words, testimonial evidencesEmotional Pre-emptive
- message of superiority
- 'No. 1 top seller brand', 'Voted by many'
- country of originCelebrity Endorser
- TEARS model (credibility & attractiveness)
- trustworthiness, Expertise
- physical attractiveness, respect, similarity (to target audience)
- Brian WongCelebrity Endorser
- Jack NeoCelebrity Endorser
- It is recommended that XXX should engage XXX to endorse in the brand to increase attraciveness, expertiseโฆ Celebrity Endorser Theory (journal)Typical-person EndorserTypical-person EndorserTypical-person Endorser
- in order to increase attractiveness, recommended that XXX should engage a typical-person endorser (journal)Humour
- cartoons, facial expressions, vocabHumour
- cartoons, facial expressions, vocab*page 197 - theories
10
100PLUS ACTIVE
Studentโs Name
Institutional Affiliation
Date
100PLUS ACTIVE
1. Executive Summary
Within marketing, there is a need to conduct promotions of products through .
Sheet1Moisture content analysis final resultsGroupValue of m3 (g)A.docxbjohn46
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Sheet1Moisture content analysis final resultsGroupValue of m3 (g)A21.459B25 kPa34.35950 kPa18.771C19.282D17.816E23.651F26.148GTBCH28.664
LEEDS BECKETT UNIVERSITY
CIVIL ENGINEERING
GEOTECHNICAL ENGINEERING: APPLICATION & THEORY (BEng)
Laboratory Experiment:
Undrained triaxial compression test (without pore water pressure measurement) BS
1377: Part 7: 1990.
Object of Experiment:
To determine the undrained shear strength of a soil using the triaxial compression test.
Theory/Apparatus:
The apparatus consists of a cell, which is filled with water under pressure; the
specimen is loaded vertically, via a proving ring to measure load.
Triaxial Cell
The vertical load on the specimen is increased until failure occurs, the vertical strain
being recorded at the same time using a dial gauge. The test is repeated on different
specimens from the same soil, using different values of cell pressure.
254
Stresses on specimen in Triaxial Cell
Cell Pressure Deviator Stress =P/A ๏ณ1=๏ณ3+P/A
๏ณ1 = major principal stress
๏ณ3 = minor principal stress
Therefore, P/A = (๏ณ1-๏ณ3) =Deviator stress
The deviator stress is the load on the specimen, P, divided by the cross sectional area
of the specimen. However, as the sample is compressed during the test, the cross
sectional area will increase. Therefore, in calculating the deviator stress an allowance
for the change in area must be considered.
For the calculation of deviator stress, it is assumed that the volume of the specimen
remains constant and that the sample will deform as a cylinder, e.g.
๏จ ๏ฉ 100%
o
X
Strain
L
๏ฅ ๏ฝ ๏ด ๏จ ๏ฉ1 3
P
Deviator stress
A
๏ณ ๏ณ
๏ฆ ๏ถ
๏ฝ ๏ญ๏ง ๏ท
๏จ ๏ธ
where P = vertical load, which is measured by a proving ring (kN)
A = Area calculated using the following method;
๏จ ๏ฉ( ) )o o o oVolume V A L AL A L X๏ฝ ๏ฝ ๏ฝ ๏ญ
255
๏จ ๏ฉ ๏จ ๏ฉ1
o o
o
V A
or A or A
L X ๏ฅ
๏ฝ ๏ฝ
๏ญ ๏ญ
Method:
1. Extrude the sample from the tube and trim to size - soil sample of 38mm
diameter and 76mm long.
2. Sleeve the sample with the rubber membrane.
3. Put the sample on the pedestal at the bottom of the cell and seal with the
rubber ring. Place the loading cap on top of the sample and seal with rubber
ring, before securing top drainage tube.
4. Mount the cell over the sample and fill as per the
Flooding Triaxial Cell checklist.
5. Set-up the test with the Clisp Studio assistant, and complete the
Pressurising Triaxial Cell checklist before running the test stages.
6. When test stages are complete, end the test via Clip Studio and complete the
Draining Triaxial Cell checklist.
Results and Calculations:
โข Sketch the failure mode of each sample.
โข Calculate the moisture content of the soil as per Appendix A.
โข Calculate the results as follows:
(i) For each sample tested:
โข Find the failure strain (either the final value or.
A survey was conducted of 150 residents in Springdale, asking about their shopping habits and attitudes toward three local shopping areas: Springdale Mall, Downtown, and West Mall. The survey collected data on respondents' demographics and shopping behaviors. Point estimates and 95% confidence intervals were calculated for the average attitudes toward each shopping area based on interval scale questions. Confidence intervals were also determined for population proportions related to respondent sex and marital status. Sample sizes needed to estimate mean attitudes within 0.05 margins of error at 95% confidence were calculated.
Sheet1Learning Solultions Name:Version NumberMedium/Type:Lesson/ScenarioTaskOrderEventfunctionality descriptionGraphicsTextAnimationName the taskprovide name of screen/window/tab that is either new or needs to be modifieddescribe level of functionality needed - fully functional, view only, part functional part view only, etc.File names of screenprint JPEGs, gifs, tifs, and pngs.Text that must be programmed inDescribe internal movements or animations requiredLogin1Logon screenEntered text needs to move to the next screenlogin_dialog.jpgEnter your user name and password. For this exercise, use the name "student" and the password "learn".An arrow point to the login box.
What is the final product's medium (e.g., .SWF, .PPT, .PPS. Video, .WAV)
Think of sub-section as lesson or scenarios within the larger learning solution.
Sheet2
Sheet3
ALL STAR CAFร
NOVEMBER 2018
SALES PROFITS AND OPERATIONS
ACTION PLAN
MISSION STATEMENT:โโ TO PROVIDE THE FRESHEST HIGH-QUALITY FOODS AND BEVERAGE PRODUCTS,
SERVED BY A FULLY TRAINED AND KNOWLEDGEABLE WELL TAKEN CARE OF STAFF PRODUCING,
OUTSTANDING PROFITS FOR OUR OWNERS
1) PERFECT EXECUTION OF OUR COMPANYโS MISSION STATEMENT AND CORE VALUES
BREAKDOWN
A. FRESHEST HIGHEST QUALITY PRODUCT INSURE PROPER RECEIVING, DATING, ROTATION OF
THE PRODUCT, PROPER INVENTORY LEVELS, INSURE ACCURATE ORDERS FOR LEVELS AS
WELL AS PREPARED PRODUCT
B. HIRE, TRAIN AND DEVELOP A KNOWLEDGEABLE STAFF THAT IS PAID APPROPRIATELY AND
GIVEN INCENTIVES TO MAINTAIN OPTIMAL PERFORMANCE. CONDUCT REGULAR EMPLOYEE
REVIEWS AND KEEP ISSUES OF COMMUNICATION OPEN
C. INSURE OPTIMAL PROFITS BY ENSURING THE BEST INDUSTRY PRICING MAKING SURE THAT
MARGINS ARE CONSISTENT WITH THE INDUSTRY.
2) ENSURING MANAGEMENT AND STAFF ADHERE TO POLICIES, PROCEDURES AND PROTOL
MANAGEMENT, STAFF AND SHIFT MEETINGS.
โ BREAKDOWN- HAVE EMPLOYEE HANDBOOK AVAILABLE
โ HAVE REGULAR STAFF AND MGMT MEETINGS
โ SET POLICIES THAT ARE NOT CURRENTLY ENFORCED, DOCUMENTED.
3) RESPONSIBLE PARTY IS MAINTAINING A CLEAR ORGANIZED FACILITY
โ USE OF CHECKLISTS
โ STAFF UNDERSTAND EQUIPMENT
โ STAFF UNDERSTANDS THEIR RESPONSIBILITIES
4) EFFECTIVE OVERSIGHT OF STAF IN CONSTRUCTION WITH MOMT TEAM AND HOW TO IDENTIFY
KEY PERSONNEL.
โ REGULAR STAFF EVALUATION
โ REGULAR STAFF PEP TALKS
REGULAR STAFF TRAINING SESSIONS
5) MONITORING THE DAILY+WEEKLY+MONTHLY FINANCIAL CONTROL SYSTEMS INCLUDING FLASH
REPORTS, INVENTORIES, EVALUATION, RECEIVING OF PRODUCT, MONITORING OF INVOICING,
S.P.M.H+ PRODUCTIVITY
A. UPDATE P.O.S, ASAP
B. BREAKDOWN OF REPORTS
C. ACCURATE REPORTING OF ALL MONITORED COSTS
6) OVERALL DEVELOPING AND CULTIVATING AN ENVIRONMENT AND CULTURE OF HIGH ENERGY
AND GUEST FIRST ORIENTED ATTITUDE THAT MOTIVATES AND PROMOTES TEAMWORK.
A. MANAGEMENT LEADS
B. STAFF ACCOLADES
C. ENERGY IS CONTAGIOUS!
7) ABILITY OF PERSONEL TO EVALUATE, ORGANIZA AND PRIORITIZE ACTIVITIES AND
RESPONSIBILITIES, INCLUDING LABOUR MANAGEMENT, EM.
Sheet1LMH10090H80M70L605040302010NumberRisk NameFull Risk CostRisk ProbabilityFactored Risk costRisk Impact to ProjectRisk Mitigation PlanPoint of ContactExpected Risk Retire date1$20,00020%$4,000L2$03$04$05$06$07$08$09$010$0$0$0
10
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Case Study:
Edward Bernays
Public Relations Pioneer
Who was Edward Bernays?
Born in Vienna in 1891, distant nephew of Sigmund Freud
His approach to public relations was to use symbols and the mass media to engineer consent
He claimed the public was essentially reactive
But the rise of the middle class meant that there was no longer the ruling class and the uneducated masses who followed dumbly . . .
What did he believe?
This emerging new social strata needed to be controlled and led.
He believed in a completely hierarchical view of society: the intelligent few have been charged with the responsibility of contemplating and influencing the tide of history and of dealing with the masses.
How did he deal with the masses?
Used sociology, psychology and economics and applied them to the messages and methods
He saw the PR expert as an applied social scientist educated to use an understanding of these three fields to influence and direct public attitudes (in a democratic society!)
How did he deal with the masses?
โThe conscious and intelligent manipulation of the organized habits and opinions of the masses is an important element in a democratic society. Those who manipulate this unseen mechanism of society constitute an invisible government which is the true ruling power of our country.โ
Edward Bernays
What is PR?
โOf course, you know, we donโt deal in images, we deal in reality.โ
For Bernays, PR was about creating and projecting credible renditions of reality itself.
He called news any overt act which stands out of the routine.
A PR expert carries out an overt act to interrupt the routine to bring out a response.
PR is the science of creating circumstances which do not appear to be staged.
Edward Bernays
โThe public relations counsel sometimes uses current stereotypes, sometimes combats them and sometimes created new ones. In using them, he very often brings to the public a stereotype they already know, to which he adds new ideas, this fortifies his own and gives a greater carrying power.โ
Edward Bernays
He fully believed that to manipulate the public, one must know its public as well as know who influences that public
PR experts, as molders of public opinion, must be ongoing monitors of social attitudes.
Edward Bernays
Part of this influencing involved using the implied authority, i.e. the social power of certain groups or leaders
E.g. โDamaged Goodsโ โ he promoted a play about syphillis by securing members of high society and doctors as advocates
To encourage people to eat more bacon, he launched a campaign in which a doctor promoted the benefits of a hearty breakfast
Lucky Strikes
In 1929, Bernays was hired by the tobacco company that made Lucky S.
Sheet1Item Price# of ItemsTotal PriceCups$1.896$11.34Plates$1.506$.docxbjohn46
ย
Sheet1Item Price# of ItemsTotal PriceCups$1.896$11.34Plates$1.506$9Spoons$0.9710$9.70Forks$1.1010$11knifes$1.0510$10.50Beverage$2.895$14.45Food$1501$150Candy$4.687$32.76Cake$651$65Napkins$3.697$25.83Total $339.58Budget $400$60.42
1
2
3
4
5
6
7
8
9
A
B
C
D
Item
Price
# of Items
Total Price
Cups
$1.89
6
$11.34
Plates
$1.50
6
$9
Spoons
$0.97
10
$9.70
Forks
$1.10
10
$11
knifes
$1.05
10
$10.50
Beverage
$2.89
5
$14.45
Food
$150
1
$150
Candy
$4.68
7
$32.76
https://www.wordsmyth.net/
This is a free, multilingual online encyclopedia whose entries can be directly edited or added to by anyone who has access to the Web. I think is very helpful and is going to be a good recommendation tor students.
Chapter 2
Computer Applications in Education
INSTRUCTIONAL SOFTWARE
Programs developed specifically to deliver or assist with student instruction on a topic
*
3.*
Instructional Software ClassificationsDrill and Practice skill practiceTutorial information delivery Simulation demonstrationexploration
Instructional Games
skill practice
exploration
Problem Solving
skill practice
exploration
*
3.*
Problem of Identifying Types of SoftwareTodayโs software packagesHard to classifySeveral different activitiesOverlap of functions in one packageExample: Reader RabbitDrill activitiesProblem solvingGames
3.*
Recent Trends in Software Design and DeliveryMultimedia elementsOnline access and componentsRenewed emphasis on directed strategies and networked systems
*
3.*
DRILL AND PRACTICE
TypesFlashcard activityBranching drillExtensive feedback activities
Criteria for well-designed programs Control over presentation Appropriate feedback Answer reinforcement
*
3.*
DRILL AND PRACTICE
Benefits Immediate feedbackMotivationalSaves teacher time
Limitations and problems
Perceived misuses
Criticism by constructivists
*
3.*
DRILL AND PRACTICE
Ways to useTo supplement or replace worksheetsTo assist in preparing for objective tests
Guidelines for useSet time limitsAssign individuallyUse learning stations
*
3.*
TUTORIALS
Tutorial typesLinear tutorialsBranching tutorials
Criteria for well-designed programs Extensive interactivity Thorough user control Appropriate pedagogy Adequate answer- judging and feedback Appropriate graphics Adequate record keeping
*
3.*
TUTORIALS
BenefitsImmediate feedbackMotivationalSaves teacher time
Limitations and problems Criticism by constructivists Hard to find Reflect only one instructional approach
M. D. Roblyer
Integrating Educational Technology into Teaching, 4/E
Copyright ยฉ2006 by Pearson Education, Inc.
Upper Saddle River, New Jersey 07458
All rights reserved.
*
3.*
TUTORIALS
Ways to useSelf-paced reviewsAlternative learning strategiesWhen teachers are not available
Guidelines for useAssign individuallyUse learning stations or individual checkout
M. D. Roblyer
Integrating Educational Technology into Teaching, 4/E
Copyright ยฉ2006 by Pearson Education, Inc.
Upper Saddl.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
ย
(๐๐๐ ๐๐๐) (๐๐๐ฌ๐ฌ๐จ๐ง ๐)-๐๐ซ๐๐ฅ๐ข๐ฆ๐ฌ
๐๐ข๐ฌ๐๐ฎ๐ฌ๐ฌ ๐ญ๐ก๐ ๐๐๐ ๐๐ฎ๐ซ๐ซ๐ข๐๐ฎ๐ฅ๐ฎ๐ฆ ๐ข๐ง ๐ญ๐ก๐ ๐๐ก๐ข๐ฅ๐ข๐ฉ๐ฉ๐ข๐ง๐๐ฌ:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
๐๐ฑ๐ฉ๐ฅ๐๐ข๐ง ๐ญ๐ก๐ ๐๐๐ญ๐ฎ๐ซ๐ ๐๐ง๐ ๐๐๐จ๐ฉ๐ ๐จ๐ ๐๐ง ๐๐ง๐ญ๐ซ๐๐ฉ๐ซ๐๐ง๐๐ฎ๐ซ:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
ย
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
ย
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
ย
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Sheet1Financial DataFinancial DataFinancial DataPrice per UOSbBE .docx
1. Sheet1Financial DataFinancial DataFinancial DataPrice per
UOSbB/E Point (Volume) =
Formula: TFC/CM UnitERROR:#DIV/0!Price per UOSbB/E
Point (Volume) =
Formula: TFC/CM UnitERROR:#DIV/0!Price per UOSbB/E
Point (Volume) =
Formula: TFC/CM UnitERROR:#DIV/0!VC per UOScB/E Point
(Sales) =
Formula: TFC/CM RatioERROR:#DIV/0!VC per UOScB/E
Point (Sales) =
Formula: TFC/CM RatioERROR:#DIV/0!VC per UOScB/E
Point (Sales) =
Formula: TFC/CM RatioERROR:#DIV/0!CM per UOSd (b-c)$
- 0CM per UOSd (b-c)$0.00CM per UOSd (b-c)$0.00TFCaCM
Ratio (d/b)ERROR:#DIV/0!CM Ratio (d/b)ERROR:#DIV/0!CM
Ratio (d/b)ERROR:#DIV/0!TFCaTFCaAcupunctureBiofeedback
TherapyYoga TherapyUOS/PatientsTFCe
(= a)TVCf
c * UOSTC
e + fTR
b * UOSUOS/PatientsTFCe
(= a)TVCf
c * UOSTC
e + fTR
b * UOSUOS/PatientsTFCe
(= a)TVCf
c * UOSTC
e + fTR
b *
UOS0$34,835.00$0.00$34,835.00$0.000$0.00$0.00$0.00$0.000
$0.00$0.00$0.00$0.00100$34,835.00$0.00$34,835.00$0.00100$
0.00$0.00$0.00$0.00100$0.00$0.00$0.00$0.00200$34,835.00$0
.00$34,835.00$0.00200$0.00$0.00$0.00$0.00200$0.00$0.00$0.
00$0.00300$34,835.00$0.00$34,835.00$0.00300$0.00$0.00$0.0
4. Week 4; DQFinancial DataFinancial DataFinancial DataPrice
per UOSb$ 367.57B/E Point (Volume) =
Formula: TFC/CM Unit164Price per UOSb$252.73B/E Point
(Volume) =
Formula: TFC/CM Unit160Price per UOSb$183.74B/E Point
(Volume) =
Formula: TFC/CM Unit160VC per UOSc$ 24.00B/E Point
(Sales) =
Formula: TFC/CM Ratio$ 60,350.51VC per UOSc$9.54B/E
Point (Sales) =
Formula: TFC/CM Ratio$ 40,436.38VC per UOSc$3.05B/E
Point (Sales) =
Formula: TFC/CM Ratio$ 29,397.99CM per UOSd (b-c)$
343.57CM per UOSd (b-c)$243.19CM per UOSd (b-
c)$180.69TFCa$ 56,410.00CM Ratio (d/b)0.962CM Ratio
(d/b)0.983CM Ratio
(d/b)0.9347063144TFCa$38,910.00TFCa$28,910.00Acupunctur
eBiofeedback TherapyYoga TherapyUOS/PatientsTFCe
(= a)TVCf
c * UOSTC
e + fTR
b * UOSUOS/PatientsTFCe
(= a)TVCf
c * UOSTC
e + fTR
b * UOSUOS/PatientsTFCe
(= a)TVCf
c * UOSTC
e + fTR
b *
UOS0$34,835.00$0.00$34,835.00$0.000$38,910.00$0.00$38,91
8. HSA525
Week 4; Discussion Question
Cost-Effective AnalysisCost Volume Profit Analysis for
Proposed CAM AlAlternatives Interventions
for Unresolved Lower Back Pain
March 1, 2013
For this assignment, youโre assuming the persona of a health
services manager working for Benson Regional Medical Center.
The Center has been seeking opportunities to incorporate more
complementary and alternative medicine (CAM) into its existing
service offerings; however, it wasnโt until recently being
awarded a federal grant from the National Center for
Complementary and Integrative Health that made this goal
possible. Despite western trained providersโ skepticism of non-
traditional forms of medicine/therapies, there is a growing body
of evidence to support the combination of complementary and
conventional medical therapeutic interventions. To consumers,
complementary medicine is less expensive than conventional
treatments, easy to access, and attractive to patients who have
tried more traditional treatment approaches with limited or no
success.
Dr. Dana Foster, Chief of Staff, has requested that you complete
a cost volume profit (CVP) analysis looking to determine the
sales and volume breakeven points for three (3) CAM
alternatives: acupuncture, biofeedback, and yoga therapy. In
addition to computing the breakeven points, you are also being
asked to create CVP graphs for these unconventional
interventions. Many who work in the local economy hold what
are classically viewed as blue collar positions and are;
therefore, prone to suffering from chronic lower back pain.
Financial assumptions, costing data, and prices per units of
service (UOS) have been identified with assistance from various
9. functional areas within and outside the Center.
You recently completed your analysis using Microsoft Excel.
Now that the CVP analysis and CVP graphs have been
completed for each alternative, Dr. Foster would like for you to
email her your findings, which CAM alternative youโd
recommend launching first, and your supporting rationale. Hint:
As you know, when a CVP graph is created using Microsoft
Excel, you can manipulate the financial data used to create the
graph (price, unit VC, UOS), and immediately observe how
these changes impact the breakeven point within the graph. For
example, perhaps you could lower your FC forecasts during the
contract negotiation process; find suppliers that care produce
educational materials for less; or negotiate more favorable
credit terms on the purchase of supplies.
CAM Alternatives
Pain Management Clinic, Patient Education Department,
Physical Therapy Department, and Business Office of Splendid
Hills Hospital
You recently conducted a cost-effectiveness analysis (CEA) of
alternative interventions for the Pain Management Clinic of
Splendid Hills Hospital. You were assisted by staff and
practitioners from the patient education department, pain
management clinic, physical therapy department, and members
of the business office. The hospital has been seeking
opportunities to incorporate more complementary and
alternative medicine (CAM) into its existing service offerings.
The CEA will be used to help the Chief of Staff determine
which unconventional intervention to recommend for funding
and support in FY 2014.
Historically, western prepared practitioners have been skeptical
of CAM and, therefore, a bit resistant to its mainstreaming in
health care. With that said, there is a growing body of evidence
10. to support the combination of complementary medicine and
conventional medical therapeutic interventions.
The first alternative is acupuncture. This is an ancient process,
rooted in Eastern medicine, where thin, solid needles are
strategically inserted in the body, and then are carefully
manipulated by the practitioner. The next alternative is
biofeedbackmassage therapy. In this intervention, patients
harness the power of their mind and becoming aware of what's
going on inside their body, so they can gain more control over
their health.long, smooth strokes, kneading and other
movements are used to focus on superficial layers of muscle.
The last intervention to consider is spinal manipulationyoga
therapy. Yoga therapy is a type of therapy that uses yoga
postures, breathing exercises, meditation, and guided imagery to
improve mental and physical health. The holistic focus of yoga
therapy encourages the integration of mind, body, and spirit.
Modern yoga therapy covers a broad range of therapeutic
modalities, incorporating elements from both physical therapy
and psychotherapy.
This is an intervention where certain areas of the spine are
moved using massage, articulation, and high velocity/low
amplitude thrusts. Manipulation involves encouraging the
โstiffโ area of the spine to begin moving again, and comprises
soft tissue massage, gentle mobilization movements
(articulation), and firmer carefully controlled movements (high
velocity low amplitude thrustsโHVTs) which stretched the stiff
part often accompanied by a series of โclicksโ or โpops.โ
The objective of all of these interventions is to help patients
find relief from chronic lower back discomfort when more
conventional medical interventions seem to fall short of
expectations. An in-depth review of the literature revealed that
each CAM approach has been effective in managing chronic
lower back pain for a number of clients. Each is considered
relatively safe when performed by certified or licensed
professionalpractitioners.
There are certainly intangible benefits associated with each
11. therapy. For example, many patients report being pain free after
years of intolerable discomfort. Others reported being able to
resume leisurely and work-related activities that were not
possible due to the back pain prior to receiving complementary
and alternative medical interventions. You and your colleagues
the other members of the committee know that in addition to the
intangible benefits there are those that can be measured in
dollars and cents. These include a reducedtion in the frequency
number of doctor visits; lead to less reliance on pain
management medications (opioids); and lowerlessen lost
productive time at work. These tangible and intangible benefits
are not quantified for the purposes of completing the CVP
analysis and graphing.
the CEA. The plan is that once an alternative is identified and
implemented, it will be evaluated using a cost benefit analysis
(CBA) at a later date.
Intervention Costs (FC and VC)
In order to decide which therapy to recommend for funding, you
need to and the other members of your team identified the
relevant costs (fixed and variable) associated with each
alternative on a per client and annual basis, as well as
developed financial assumptions which were used to estimate
the costs. Fixed costs (FC) remain more ofr less unchanged
irrespective of the volume of clients seen; . Howehowever, in
reality, all costs will tend to vary over time. Generally
speaking, direct labor is considered a variable cost (VC);
however, in health care we typically consider direct labor
(practitioners, nurses, therapists, nursing aids, medical
assistants, etc.) to be a semi-fixed cost or mixed costsFC. For
CVP purposes, semi-fixed costs are FC. For example, fixed
costsFC, for purposes of the CEACVP include hourly wages for
the staff and any equipment used in the provision of care.
Variable costs (VC) vary with output, so the greater the volume
of clients see the greater the VC. For the CEA and CVP, the VC
will include patient education materials and consumable
12. supplies used in the provision of care.
Financial Assumptions
It was assumed that the pain management
clinicomplementary and integrative health service linec, which
will incorporate the chosen CAM alternative into their its
existing services, will have 150160 clients, for the first year of
operation, which will be appropriate for this new service. It was
also assumed that the provider will be contracted (non-
benefited) with the hospitalCenter and will be expected to
dedicate a total of 10 hours per week at the facility Center
providing care to clients. This includes time to not only
evaluate and treat the clients, but also provides ample time for
charting and other necessary paperwork. It is assumed that the
provider will only be available 50 weeks per year allowing 2
weeks for rest and relaxation (vacation). The hospitalCenter
will allot a total of 2 hours per week of one (1) clerical worker
who will assist in scheduling; ensuring patient education
materials are stocked and available; coordinating resources
necessary to meet the clientsโ needs; and place follow-up calls
with clients and other persons connected with the clientsโ care.
For the spinal manipulation alternative, the hospitalCenter will
need to retain the services of an outside Radiologist to read the
radiographs. This is estimated to take a total of one (1) hour per
week. There will also be a need for an to an X-ray Technician,
who will be responsible for taking the radiographs and sending
them to the Radiologist. The Technician will be employed by
the hospitaCenterl and supporting this alternative shouldnโt
consume more than an hour per week. It was assumed that each
alternative will routinely provide appropriate patient education
materials (take-away pieces) for their clients, and that this cost
will vary based on the market value of these collaterals. Under
spinal manipulationyoga therapy, the clients would receive five
(5) appropriate brochures at $.61 apiece; for
massagebiofeedback therapy the clients receive a single trifold
13. brochure at a cost of $.19; and finally the acupuncture service
would provide three (3) separate brochures at a unit price of
$187 apiece for the Q&A and First Visit brochure and $6.50 for
the Steps of Care brochure.
Completing the CEA
In order for the committee to complete the CEA, you had to
determine the labor costs associated with each alternative; the
cost of the patient education materials; the cost of consumable
supplies; and then calculate the annual and per client costs (FC
and VC) for each alternative. Based on labor research and input
from Human Resources, you were able to determine that an
experienced, doctor prepared, licensed acupuncturist will cost
$50 per hour; an experienced, certified message therapist with
cost $62 per hour; and an experienced, licensed Chiropractor,
with a PhD, will cost $105 per hour. The clerical worker is paid
$11.00 per hour and is benefited, so this amounts to an
additional 10% to the hourly rate for an adjusted hourly
compensation of $12.10. For the spinal manipulation
alternative, there are additional labor costs, which needed to be
taken into consideration. The X-ray technician who will be
needed to take the radiographs of the clientsโ back will cost $23
per hour plus an additional 10% for benefits which will come to
an adjusted hourly rate of $25.30.
The annual FC (i.e., salaries) was calculated using the
following formula: (hourly rate of compensation * number of
hours dedicated to these clients per week) * 50 weeks in a given
year. (See table 1) To determine the FC cost per client, the
following formula was applied: (hourly rate of compensation *
number of hours dedicated to these clients per week) * 50 weeks
in a given year)/150 anticipated clients during the rollout year.
(See table 1). To calculate the VC (i.e., patient education
materials and consumable supplies) for each alternative, we
applied the following formula: unit cost of brochures and
consumable supplies * the anticipated total number of clients in
14. a given year. (See table 1) To get the annual cost (FC and VC)
for each of the three (3) CAM alternatives, the committee
simply added the annual FC plus the annual VC to reach the
total cost (TC). (See table 1) Completing the Cost Volume
Profit Analysis (Sales & Volume)
In order to complete the CVP analyses for each CAM
alternative, you will need the price per unit of service (UOS) or
patient, the VC per UOS or patient (i.e, patient education
materials and consumable supplies), the total variable cost
(TVC), the annual FC, the total fixed cost (TFC) per year (i.e.,
salaries), the unit contribution margin (CM), and the
contribution margin ratio. In addition to computing the CVP
(sale & volume breakeven point) for each CAM alternative,
youโll be constructing a CVP Graph for these alternatives.
The FC (i.e., salaries) was calculated using the following
formula: (hourly rate of compensation * number of hours
dedicated to these clients per week) * 50 weeks in a given year.
(See table 1) To determine the TFC per year, the following
formula was applied: (add the annual compensation for each
alternative). (See table 1) To calculate the VC (i.e., patient
education materials and consumable supplies) for each
alternative, the following formula was applied: unit cost of
brochures and consumable supplies * the anticipated total
number of clients in a given year. (See table 1) To calculate the
TVC, the following formula was applied: add the VC for the
consumable supplies and brochures for each alternative. (See
table 1) To determine the VC per UOS/patient, the following
formula is to be applied: TVC / total number of patients seen in
a given period of time (initial year). The price per UOS was
estimated by taking the national average for each alternative
being considered. (See table 1) To compute the unit CM, the
following formula was applied: price per UOS โ VC per UOS.
(See figure 1) To calculate the CM ratio, the following formula
should be applied: unit CM / price per UOS. (See figure 1) To
15. compute the CVP breakeven point, in sales ($$), you should
apply the following formula: TFC / CM Ratio. (See figure 1).
To compute the CVP breakeven point, in UOS, you should apply
the following formula: TFC / Unit CM. (See figure 1).
Completing the Cost Volume Profit Graphs
To create CVP graphs to visually display the breakeven point
for each alternative, you will need the following financial data
for X number of periods into the future (example, 10 years):
anticipated UOS, FC, TVC, TC, and total revenue (TR) (See
figure 1). When anticipating the UOS, you may want to begin
with โ0โ UOS, and then include evenly spaced intervals going
forward (See figure 1). For example, you may start with โ0โ
UOS, and then anticipate an increase of 100 UOS per year for
the next 10 years (0, 100, 200, 300, 400, 500, 600, 700, 800,
and 900) (See figure 1). You can use any interval you choose
and for any period of time into the future. The FC is simply FC
you computed when calculating the CVP (See figure 1). Since
FC donโt change with changes in volume (or UOS), this value
will be the same for each period (See figure 1). The TVC is
computed by using the following formula: VC per UOS * each
UOS (See figure 1). The TC is calculated using the following
formula: FC + TVC for each UOS (See figure 1). TR is
calculated by using the following formula: price per UOS * each
UOS (See figure 1).
Figure 1 to the left provides an example of data needed to
compute CVP graphs. This illustrates the calculations needed to
construct a graphical representation of the CVP breakeven in
Microsoft Excel (See Figure 1).
Figure 2 provides an example of a CVP graph using the TC and
TR data contained in Figure 1.
Figure 2: CVP Graph
16. TTable 1: Cost Effective Analysis of CAM Alternatives
Item
Cost Per Patient
Annual Cost
Fixed Costs: Acupuncture
Contracted, experienced, doctoral prepared Acupuncturist @
$50110.00/hr. for a total of 10 dedicated hrs/wk
$343.75166.67
$2555,000.00
Clerical support @ $124.10/hr., including benefits, for a
dedicated 2 hrs/wk
$8.0782
$1,2410.00
Total Fixed Costs (TFC)
$56,410.00
Variable Costs & Price: Acupuncture
Q&A Brochure
$187.00
$21,700120.00
First Visit Brochure
$187.00
$21,700120.00
Steps of Care Brochure
$186.050
$1,0402,700.00
Acupuncture Needles
$3.50
$52560.00
Total Variable Cost (TVC)
17. $3,840.00
Variable Cost per UOS
$24.00
Total Cost for Acupuncture (TC)
$232107.2482
$34,835.0060250.00
Price per UOS/Patient
$376.57
Fixed Costs: Massage TherapyBiofeedback
Contracted, experienced, certified MassageBiofeedback
Therapist @ $6275/hr. for a dedicated 10 hrs/wk
$206.6734.38
$31,00037,500.00
Clerical support @ 124.10/hr., inclusive of benefits, for a
dedicated 2 hrs/wk
$8.0782
$1,4210.00
Total Fixed Cost (TFC)
$38,910.00
Variable Costs & Price: Massage TherapyBiofeedback
Various trifold brochures with display (anticipate one (1) per
client)
$0.19
$2830.4.50
Massage lotion (8 oz. bottle)Consumable supplies per client
$9.35
$1,,40296.500
Total Variable Cost (TVC)
$1,526.40
Variable Cost per UOS
18. $9.54
Total Cost for MessageBiofeedback (TC) Therapy
$224.2852.74
$3340,641436.040
Price per UOS/Patient
$252.73
Fixed Costs: Spinal ManipulationYoga Therapy
Contracted, experiencesd, certified PhD prepared, licensed,
ChiropractorYoga Therapist @ $5105.005/hr. for a dedicated
10hrs/wk
$350.00171.88
$52,500.00$27,500.00
Clerical support @ 124.10/hr., inclusive of benefits, for a
dedicated 2 hrs/wk
$8.8207
$1,2410.00
Contracted, licensed, Radiologist @ $72/hr estimating an
1hr/wk of service
$24.00
$3,600.00
X-ray Technician @ $25.30/hr, inclusive of benefits, for an
estimated 1 hr/wk
$7.67
$1,150.00
Total Fixed Cost (TFC)
$28,910.00
Variable Costs & Price: Spinal ManipulationYoga Therapy
Patient education brochures (assume 5 per client)
$3.05
$457.5088.00
Total Variable Cost (TVC)
$488.00
Variable Cost per UOS
19. $3.05
Total Cost for Spinal ManipulationYoga Therapy (TC)
$393.55183.75
$59,032.5029,398.00
Price per UOS/Patient
$183.74
You and the Resources Management Committee have all the
data you need to make a decision. You have agreed to prepare
the PowerPoint Presentation for the Chief of Staff. You last task
for the data given is to prepare a table that lists the cost per
patient and annual costs for each option. This will be one of the
slides you present.
Price per UOS
b
$65.00
VC per UOS
c
$7.50
CM per UOS
d
(b-c)
$57.50
CM Ratio
(d/b)
0.885
TFC
a
$58,575.00
UOS/Patients
TFC
e
(= a)
20. TVC
f
c * UOS
TC
e + f
TR
b * UOS
0$58,575.00$0.00$58,575.00$0.00
100$58,575.00$750.00$59,325.00$6,500.00
200$58,575.00$1,500.00$60,075.00$13,000.00
300$58,575.00$2,250.00$60,825.00$19,500.00
400$58,575.00$3,000.00$61,575.00$26,000.00
500$58,575.00$3,750.00$62,325.00$32,500.00
600$58,575.00$4,500.00$63,075.00$39,000.00
700$58,575.00$5,250.00$63,825.00$45,500.00
800$58,575.00$6,000.00$64,575.00$52,000.00
900$58,575.00$6,750.00$65,325.00$58,500.00
1000$58,575.00$7,500.00$66,075.00$65,000.00
1100$58,575.00$8,250.00$66,825.00$71,500.00
1200$58,575.00$9,000.00$67,575.00$78,000.00
1300$58,575.00$9,750.00$68,325.00$84,500.00
1400$58,575.00$10,500.00$69,075.00$91,000.00
1500$58,575.00$11,250.00$69,825.00$97,500.00
1600$58,575.00$12,000.00$70,575.00$104,000.00
1700$58,575.00$12,750.00$71,325.00$110,500.00
1800$58,575.00$13,500.00$72,075.00$117,000.00
Financial Data