POS-301 Analyzing Tax WorksheetComplete all five .docx

POS-301: Analyzing Tax Worksheet
Complete all five parts of the worksheet.
Part One: Income Tax
Use the sample pay stub provided to fill in the table below.
Who Determines the Amount of Tax?
Services the Tax is Applied Towards
Federal Tax
State Tax
Social Security Tax
Medicare Tax
Other (Please specify)
Part Two: Sales Tax
Use the sample sales receipt provided to answer the questions
below.
1. List all of the taxes (percent, amount, etc.) found on the

receipt.
2. Who determines the amount of each tax?
3. Where does revenue from this tax go? What does it fund?
Part Three: Utility Tax
Use the sample utility bill provided to answer the questions
below.
1. List all of the taxes (percent, amount, etc.) found on the bill.
Part Four: Property Tax
Use the sample property tax statement provided to answer the
questions below.
1. List all of the taxes (percent, amount, etc.) found on the
statement.

Part Five: Summary and Analysis
Write a 200-350-word summary below of your findings and
what you have learned about how you are taxed.
© 2015. Grand Canyon University. All Rights Reserved.
MEMO (format, Findlay & Locker, 2015)
Date: October 29, 2016
To: Adrienne Vanthuyne, Logistics and Supply Chain Manager
From: Jane Smith, Logistics and Supply Chain Officer
CC: Charlene Brown, Assistant to the Supply Chain Manager
Subject Line: Mrs. Sacco’s Twitter Dispute Analysis
During her personal travels to South Africa, Senior Director of
Corporate
Communications, Justine Sacco, had posted several twitter
messages throughout her
layovers. Some of these messages contained information
deemed inappropriate, and
had twitter followers outraged within the span of a few hours.
By the time Mrs. Sacco’s

flight landed at her destination, tens of thousands of twitter
users had weighed in on the
subject, particularly about one statement in which Mrs. Sacco
jokingly commented
about the correlation between race and the AIDS pandemic
(Ronson, 2015). Twitter
users responded with anger and hate towards what they
perceived to be a racist
comment made by Mrs. Sacco (Ronson, 2015).
While Mrs. Sacco later made a public apology, and expressed
that the intent of her
messages was misunderstood, her name and tweets had already
become known all
across North America (Ronson, 2015). Since the incident, Mrs.
Sacco has been
receiving numerous hate messages and even threats.
Consequentially, her association
with CGL has provoked additional media outrage. Her ability to
act as the Senior
Director of Corporate Communications has come under
question, with twitter followers
suggesting that Mrs. Sacco should be let go from her post.
Analysis
The case of Mrs. Sacco and her social media dispute is
conflicting in many ways. The
main issues that affect CGL as a company are as follows:
• Mrs. Sacco holds a very high level position at CGL
• Mrs. Sacco is responsible for the companies’ communication
which feels ironic
to many people, as her comments were perceived to be careless

and offensive
RE: Twitter Dispute Analysis
October 29, 2016
Page 2
• Followers believe that she must surely be aware of the
negative consequences
that can come from posting on social media, considering her
position
• The twitter dispute has resulted in a lot of attention on CGL
• Through association, CGL has been put in a difficult position,
and is at risk of a
bad reputation as a result of Mrs. Sacco’s actions
• There is a lot of pressure from social media followers to
terminate Mrs. Sacco
Author Jon Ronson describes the incident as a case of “social
media shaming” (2015, p.
3). He explains the feelings of power, and righteousness while
drawing comparisons to
the way public shaming was commonly used in the 18th and
19th century as a form of
punishment (Ronson, 2015, p. 7). Becoming a “public” figure in
such a short time, and
for the most negative reasons, has affected Justine Sacco not
only in her career, but
also in her family and personal life. As Ronson discovers, the
effects of social media

shaming have been detrimental to “victims” causing job loss,
PTSD, the inability to find
and/or keep a new job, relationship, and in some cases, has had
very negative
repercussions on a person’s ability to gain back their normal
life.
It is clear that Mrs. Sacco’s tweets offended many people,
however, it is also certain,
that the conversation quickly turned from shock into a form of
entertainment for
followers. While Mrs. Sacco is to be held responsible for
making comments without
thoroughly considering the repercussions of her actions, and
how her words might be
perceived by the public, social media is additionally to blame
for the way this situation
has been taken out of proportion. It is true that any statements
made on social media
must be carefully considered. By posting thoughts, opinions,
and especially jokes
online, one has got to consider that people could misinterpret
the message, and
possibly use it for their own personal gains. However, my
argument is that social media
has made it very conducive to engage in social disputes and
cyber bullying. Attacking
someone via social media, without having to look them in the
eyes, has become a form
of entertainment for some people, and seems much easier to do
than confronting a
person face to face. This idea applies to those who post initial
comments or statements,
as well as those who respond in a negative, and hateful way.
While social media can be a very useful tool for business, it can

also be incredibly
harmful. Information posted on social media is accessible by the
global society, and
must be used carefully by employees and employers alike, now
more than ever. In fact,
this type of situation, and there are many similar instances to
Mrs. Sacco’s case, sheds
light on a much bigger issue. Social media policies are present
in some companies, but
not all. While social media might not have been a big trend,
even 10 years ago, today,
individuals’ personal social media engagement calls for
concern. In order to avoid these
type of situations, and make employees fully aware that their
personal participation in
social media can have negative repercussions on their employer,
it should be up to the
company to implement social media engagement policies, or re-
assess their existing
policies.
Conclusion & Recommendations
In the case of Mrs. Sacco, it is clear that the majority of those
who know about the
dispute believe CGL should terminate her. If no action is taken,
the companies’
reputation could be even more wounded. Conversely, one could
argue that a few
careless comments that never meant to hurt anyone, should not
ruin a person’s life.
Additionally, legal consequences must be considered if the
company decides to let Mrs.
Sacco go. She might have grounds for a lawsuit again CGL if

proof cannot be provided
that she acted against company policies.
It is my recommendation that CGL try, as much as possible, to
turn this negative
situation into a positive learning experience. The attention is on
CGL, and this could be
used to our advantage. The following are recommendations for
CGL going forward:
1) Discipline: Disciplinary action should be taken, possibly in
the form of a formal
warning, and a public apology issued by Mrs. Sacco, with the
support of CGL. It
should be made clear that her intentions were not to make racial
remarks, but
rather that she was humoring the “bubble” she feels we live in,
in [North]
America, as she put it, and the privileged life that has created a
huge gap
between the developed and the developing world (Ronson, 2015,
p. 6; Findlay &
Locker, 2015, Vanthuyne, 2016b).
2) Supporting employees: Supporting and standing employee
could after all allow
for a very positive image of CGL. It might even show, despite
the common
misconception that large corporations do not care about the
people who have
brought them success, a very human face (Brown, 2012; Findlay
& Locker,
2015).
3) Bulling Awareness: CGL can use this opportunity to shed

light on bullying, and
convey the message that whether in person, or using social
media as a tool, it is
never acceptable to bully someone (Brown, 2012; Findlay &
Locker, 2015).
Kind Regards,
Jane Smith
Jane Smith
References:
Brown, F. (2012). Socia media & the workplace, Journal of
Business Media 22(3), p. 22-
32.
Findlay, I. M., & Locker, K. O. (2015). Business
Communication Now (3rd ed.).

Canada: McGraw-Hill Ryerson.
Ronson, J. (February 12, 2015). How One Stupid Tweet Blew up
Justine Sacco’s Life.
New York, NY: The New York Times.
Vanthuyne, A. (2016a). Module 2 – Chp7 The Business of
Writing [PowerPoint Slides].
Retrieved from
https://www.fanshaweonline.ca/d2l/le/content/753727/viewCont
ent/4647632/View
?ou=753727
Vanthuyne, A. (2016b). Module 7 – Social Media in Business
Communications
[PowerPoint Slides].
Retrieved from
https://www.fanshaweonline.ca/d2l/le/content/753727/viewCont
ent/4647632/View
?ou=753727
COMM
6019-‐69,
75

Intercultural
Communication
Case
Study
Assignment
Due:
December
8,
before
10:00
p.m.
Value:
10%
LEARNING
OUTCOMES
ASSESSED:
1.
Compose
workplace
documents
including
emails,
letters,
and
a
research

report
2.
Analyze
an
audience
and
tailor
a
message
to
that
audience
3.
Apply
principles
of
grammar,
punctuation,
and
editing
appropriate
to
professional
writing
4.
Prepare
documents
according
to
basic
principles
of

formatting
and
visual
communication
in
various
written
documents
5.
Demonstrate
critical
thinking
skills
in
reading,
writing,
and
discussion
SCENARIO
&
TASK
Choose
one
of
the
following
scenarios
(see
below)
about

“Intercultural
Communication
Disasters”
and
pretend
that
this
was
an
occurrence
at
the
company
that
you
currently
work
for
as
a
manager.
Your
boss
has
asked
you
to
provide
a
case
study
analysis
memo

to
all
employees:
Include
the
following
sections
in
your
finished
case
study
in
the
form
of
a
memo:
Introduction:
Summarize
the
situation
with
objectivity
(no
mention
of
your
opinion)
(Approximately

1
paragraph)
Analysis:
Provide
an
analysis
of
the
situation.
What
went
wrong?
What
behaviors
or
errors
were
made
on
both
parties?
Who
was
at
fault
and
why?
Try
and
explain
some
of
the

cultural
differences
(Approximately
1
to
2
paragraphs)
*Remember
not
to
use
the
first
person
(no
“I”)
Conclusion
&
Recommendations:
How
could
this
occurrence
be
avoided
in
the
future?
What
recommendations
could
you
make

for
your
employees
so
they
might
avoid
this
situation
in
the
future?
(Approximately
2
paragraphs)
*Try
and
remain
objective
(refrain
from
using
“I”).
Use
references
to
support
your
recommendations
from
course
content
materials

in
Week
8)
EXPECTATIONS
&
FORMAT
Follow
the
block
format.
Create
a
memo
top
and
provide
all
the
necessary
information
in
the
four
fields.
Use
graphic
highlighting
as
necessary.
Follow
all

the
rules
of
effective
business
writing
discussed
in
this
class
so
far
and
refer
to
the
to
textbook
examples
(p.
201,
Figure
9.4)
of
the
appropriate
formatting
for
memos.
GRADING:
As

this
is
a
communications
course,
all
assignments
will
be
graded
on
content,
organization,
style
and
correctness.
See
rubric
on
FOL
for
more
details.
Cross
Cultural
Disaster
Scenarios
for
Case
Study

Scenario
1:
“Monsooned”
A
case
study
on
project
deadlines,
the
Indian
‘yes’
and
high-‐context
versus
low-‐context
communication.
Rebecca
works
with
United
Technologies,
a
Chicago
based
company.
She
is

talking
on
the
phone
to
Abhinav,
the
manager
of
one
of
United
Technologies
vendors
for
customer
service
outsourcing.
Rebecca:
We
really
need
to
get
all
of
the
customer
service
representatives
trained

on
our
new
process
in
the
next
two
weeks.
Can
you
get
this
done?
Abhinav:
That
timeline
is
pretty
aggressive.
Do
you
think
it’s
possible?
Rebecca:
I
think
it
will
require
some

creativity
and
hard
work,
but
I
think
we
can
get
it
done
with
two
or
three
days
to
spare
Abhinav:
Ok.
Rebecca:
Now
that
our
business
is
settled,
how
is
everything
else?

Abhinav:
All’s
well,
although
the
heavy
monsoons
this
year
are
causing
a
lot
of
delays
getting
around
the
city.
Two
weeks
later…
Abhinav:
We’ve
pulled
all

of
our
resources
and
I’m
happy
to
say
that
60%
of
the
customer
service
representatives
are
now
trained
in
the
new
process.
The
remaining
40%
will
complete
the
training
in
the
next
two

weeks.
Rebecca:
Only
60%?
I
thought
we
agreed
that
they
all
would
be
trained
by
now!
Abhinav:
Yes
.
The
monsoon
is
now
over
so
the
rest
of
the
training
should
go
quickly.

Rebecca:
This
training
is
critical
to
our
results.
Please
get
it
done
as
soon
as
possible.
Abhinav:
I
am
certain
that
it
will
be
done
in
the
next
two
weeks.

Scenario
2:
“Jim’s
Mistake”
A
case
study
on
virtual
teams,
hierarchy,
and
direct
versus
indirect
communication
styles.
Based
in
Cleveland,
Ohio,
Jim
is
has
been
managing
a
software
development
team
in

Pune
for
the
past
two
years.
He
has
been
working
closely
with
Aruna,
the
Indian
team
leader,
to
develop
a
new
networking
program.
While
Jim
has
over
25
years
of
experience
in
software

development,
Aruna
knows
the
program
inside
and
out.
While
reviewing
his
work
from
the
previous
week,
Jim
discovers
that
he
made
a
mistake
in
the
programming
code.
He
notices
that
Aruna
corrected
his
error,

but
wonders
why
Aruna
did
not
bring
it
to
his
attention
so
that
he
could
avoid
delays
and
keep
from
making
the
same
mistake
in
the
future.

Scenario
3:
“Sandeep
is
out
of
the
office”
A
case
study
on
miscommunication
in
multicultural
teams.
Sandeep
has
just
joined
the
Banglore
office
of
a
New
York
based
MNC.
As

part
of
his
training
he
will
be
spending
3
months
in
the
US,
but
has
already
been
assigned
to
a
team
with
members
in
New
York,
Tokyo
and
Banglore.
Sarah,
the
New
York
based

project
manager,
has
scheduled
a
teleconference
meeting
for
Tuesday.
Sandeep
will
be
traveling
to
Delhi
to
get
his
US
visa
over
the
meeting
time.
Here’s
their
conversation…
Sarah:
Can
we
do
the
teleconference

tomorrow,
7
pm
for
you,
or
should
we
wait
until
you
get
back?
Sandeep:
Better
if
we
can
wait,
but
I
can
do
it
if
you
like
–
if
it’s
necessary.

Sarah:
Do
you
want
to
postpone
it?
Tell
me,
yes
or
no?
Scenario
4:
“Brainstorming
in
Sweden”
A
case
study
on

miscommunication
in
multicultural
teams.
Assume
that
you’re
a
recently
hired
trainer
for
a
U.S.
company
that
has
a
new
branch
office
in
Sweden.
You’ve
been
sent
to
the
office
to
facilitate
the

training
of
new
employees.
After
a
fruitful
brainstorming
session
with
the
leadership
team,
you
ask
the
Swedish
head
manager,
Andreas,
to
appoint
a
contact
person
in
the
group
to
help
you
launch
the
training

project.
Andreas
turns
to
the
HR
manager,
Prasan,
who
is
from
India,
and
says
that
he
will
be
your
key
contact
from
here
on
out.
You
describe
the
process
you
want
to
follow

and
the
documents
you’ll
need
in
order
to
go
forward.
Then
you
ask
Prasan
if
you
can
expect
the
documents
by
the
next
day.
Hesitating,
Prasan
replies,
“Yes,
I
can
send
everything

to
you
by
the
end
of
the
day
tomorrow.”
His
boss
suddenly
intervenes:
“No,
that’s
not
going
to
happen.
You
know
you
have
a
lot
of
work
right
now
and
won’t
be
able
to

meet
that
deadline.”
Turning
to
you,
the
Swedish
manager
continues,
“You
can
expect
the
material
you
need
in
two
weeks.”
Prasan
looks
somewhat
embarrassed
but
nods
in
agreement.
Back
in
Andreas’s
office,
you
ask,

“What
just
happened?
Why
did
Prasan
agree
to
an
unrealistic
deadline?”
Andreas
explains
that
Prasan
wanted
to
save
face
by
giving
a
pleasing
answer.
Such
an
answer
would
keep
you
from
appearing
to

be
demanding
and
would
keep
him
from
appearing
to
be
slow.
“He
values
face-‐saving
more
than
accuracy,”
the
Swede
says—implying
that
he
himself
does
not.
You
wonder
if
such
clashes
of
cultural
preference
could

be
handled
more
gracefully
than
the
one
you
just
witnessed.
_____________________________________________________
____________________________________________________
Scenario
5:
“Where

is
everyone”
A
case
study
on
meetings
in
Mexico
You
have
just
graduated
from
college
and
accepted
a
management
job
with
Acme
Corporation.
Acme
has
placed
you
in
one
of
its

Mexican
offices.
During
your
first
week
in
your
new
job,
you
decide
to
schedule
a
meeting
with
your
Mexican
employees.
The
meeting
is
scheduled
for
9:00
a.m.
on
Wednesday.
On
Wednesday
morning,
you
show

up
a
bit
early
to
prepare
for
your
meeting.
By
9:00
a.m.,
not
a
single
employee
has
arrived
for
the
meeting.
By
9:20
a.m.,
two
people
finally
show
up.
Not
until
9:45
a.m.
are

all
the
members
of
the
team
in
attendance.
What
has
happened?
You
are
confused,
frustrated,
and
feeling
a
bit
angry.
Scenario
6:
“An
intercultural
conversation:
clashing
cultural
concepts

on
the
job”
In
the
following
conversation,
American
businessman
Jim
Neumouth
is
applying
for
a
job
in
Japanese
businessman
Kietaro
Matsumoto’s
corporation,
located
in
Kyoto,
Japan.
Mr.
Neumouth
does
a

good
job
of
expressing
his
talents
and
experience.
In
the
United
States,
he
might
appear
to
be
the
ideal
candidate;
however,
to
Mr.
Matsumoto,
he
does
not
appear
to
be
a
team
player
because

he
may
disrupt
the
harmony
of
the
sales
teams
Kietaro:
So,
Mr.
Neumouth,
why
would
you
like
to
work
for
our
corporation?
Jim:
I
believe
I
have
the
necessary
skills
and

experience
for
this
position.
I’m
very
independent,
I
set
very
high
goals
for
myself,
and
I
believe
your
company
will
allow
me
to
pursue
them.
Kietaro:
What
do
you
mean
by
“goals”?

Jim:
I
have
very
high
sales
objectives.
I
try
to
reach
the
top
in
whatever
I
do.
One
of
my
goals
is
to
become
your
leading
salesperson.
For
example,
I
had
the
highest
percentage
of

sales
of
anyone
in
the
company
I
worked
for
in
the
United
States.
I
was
named
salesperson
of
the
year
in
2008.
Kietaro:
I
see,
that’s
very
impressive.
Jim:
Thanks.
Now,
I’d

like
to
expand
into
an
international
market,
and
I’d
like
to
bring
my
experience
and
motivation
to
your
company.
I
think
I
can
be
the
best
here,
too.

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