COMPREHENSIVE PROBLEM SUPPLEMENT P2
Preparation of a Worksheet, Financial Statements, and Adjusting and Closing Entries
At the end of the fiscal year, Siglo delivery Service, Inc.’s trial balance appeared as follows:
Siglo Delivery Service, Inc.
Trial balance
August 31, 2014
Cash 10072
Accounts receivable 29314
Prepaid Insurance 5340
Delivery Supplies 14700
Office Supplies 2460
Land 15000
Building 196,000
Accumulated depreciation—Building 53400
Trucks 103,800
Accumulated Depreciation Trucks 30,900
Office Equipment 15,900
Accumulated Depreciation—Office Equipment 10,800
Accounts Payable 9396
Unearned Lockbox fees 8340
Mortgage Payable 72,000
Common Stock 100,000
Retained Earnings 28730
Dividends 30,000
Delivery service revenue 283,470
Lockbox Fee earned 28800
Truck Drivers Wages Expense 120,600
Office Salaries Expense 44,400
Gas, Oil, and Truck Repairs Expense 31050
Interest Expense 7200 ____________
625,836 625,836
REQUIRED
1. Enter the trial balance amounts in the Trial Balance columns of a worksheet and complete the worksheet using the information that follows:
a. Expired insurance, $3060
b. Inventory of unused delivery supplies, $1430
c. Inventory of unused office supplies, $186
d. Estimated depreciation on the building, $14,400
e. Estimated depreciation on the trucks, $15,450
f. Estimated depreciation on the office equipment, $2,700
g. The company credits the lockbox fees of customer who pay in advance to the Unearned lockbox fees account. Of the amount credited, to this account during the year, $5630 had been earned by August 31.
h. Lockbox fee earned but unrecorded and uncollected at the end of the accounting period, $816.
i. Accrued but unpaid truck drivers’ wages at the end of the year, $1920
2. Prepare an income statement, a statement of retained earnings, and a balance sheet for the company.
3. Prepare adjusting and closing entries from the worksheet.
4. Can the worksheet be used as a substitute for the financial statement? Explain your answer.
BUS377 WEEK 2, Part 1: The Limits of Established PRM: The Circored Project
Slide 1
Introduction
Welcome to Managing Project Risk. In this lesson, we will discuss the limits of established Project Risk Management using the Circored Project.
Next slide.
Slide 2
Topics
The following topics will be covered in this lesson:
Early design of the Circored technology;
Joint venture and business plan;
The construction phase;
The start-up phase;
A management and design change;
Market turmoil; and
The limits of established PRM: unforeseeable uncertainty.
Next slide.
Slide 3
The Circored Project: Background
Cleveland Cliffs of Cleveland, Ohio is one of the largest iron ore and iron ore pellet suppliers to blast furnace integrated steelmakers in the United States.
In the late 1980’s, management observed a demand shift from blast-furnace-based steelmaking to el.
I recently was discussing the lack of training and scope of works that are produced with other senior building consultants and engineers. I produced a presentation last year. The presentation went for 3 hours and was well received. I thought some members may receive some value from the presentation.
I recently was discussing the lack of training and scope of works that are produced with other senior building consultants and engineers. I produced a presentation last year. The presentation went for 3 hours and was well received. I thought some members may receive some value from the presentation.
This presentation gives an overview of the company I proudly joined a little over half a year ago. Our Vision is to Create Value for our customers, Make a profit for our sustainable growth and help society build a better world, this all based on ethical principles and a long-term vision. We are not listed and purely employee owned.
Moving toward Portal Prosperity and Remote Building will increase your personal prosperity as well as industrial engineering competence and intellectual property ownership... an overview of Productivity and Maintenance of Intellectual Property and Asset Management Systems,
Project Schedule Changes
Kimberley Manzo
MGT/402 A01
Laura Williams
Argosy University
Edit the text with your own short phrases.
To change the sample image, select the picture and delete it. Now click the Pictures icon in the placeholder to insert your own image.
The animation is already done for you; just copy and paste the slide into your existing presentation.
Getting it done on time
It is not an unusual thing to find out that some of the work initially thought to be simpler turns out to be a bit complex. Especially during the execution of a project, hence the need to make quick and immediate adjustments on the project plan. It’s important that it gets completed on the stipulated timeframe as outlined below.
1. WORKING OVERTIME
So as to finish the project on the stipulated time plan it will be prudent to hire another contractor for an additional fee of $200,000. They can help with the framing and drywall work, as the other contractor is willing to release only half of the workers. This may derail our timeframe of finishing the project on time. The workers will have to pull their efforts together and work overtime so as to ensure that the project gets completed on the scheduled time.
2. SCRUTINIZING ON PROJECT DEPENDENCIES
Some of the tasks that greatly depend on others for them to get started must be channeled towards the speeding up of the lagging behind tasks. For example instead of the workers who will be doing electrical work, can finish building work benches. It would be prudent to channel the labor towards the framing and drywall work, which is on the critical path of the project. This must be done carefully so it doesn’t affect the other sectors of the project. Making sure the project gets completed on time.
3.SWAPPING RESOURCES
After assessing the project closely it was realized that some of the workers were incompetent. For example the finish work contractors left the work half-way through and walked away. It became crucial to reassign the duty to other team members who are not on the critical path of the project i.e. the work bench workers who may do a much perfect job than the finish work employees.
4. CRASHING THE SCHEDULE
This means adding more resources to tasks on the critical path of the project. For example it is advisable to take a few of the workers from other tasks that are not critical and assign them on the framing and drywall work. Since the contractor has only agreed to release half of their workers to come and work on the project. Alternatively it would be wise to loan some workers to help complete the project on time.
5. REALLOCATION OF SOME RESOURCES
Tasks that are making the project lag behind are those found on the critical path such as framing and drywall work. It is recommended that since these are the tasks most crucial to the completion of the project, it would be wise to channel some resources from the less demanding tasks to come and fast track the project. The main goal is to make s ...
In this presentation, I summarise the March 2015 performance audit report by the UK National Audit Office on Nuclear Decommissioning Authority Progress at the Sellafield Site, in 5 slides.
Why Only the Most Efficient E&P Projects Will Survive the Cost Price SqueezeTony Nicholson
The exploration and production (E&P) industry is faced with a challenging capital investment landscape in which to develop, plan, and execute oil and gas projects successfully. E&P operators are focusing on the wrong value drivers, setting projects up for failure from the beginning. In a keynote presentation delivered at the Offshore Technology Conference (OTC) 2014, IPA's Neeraj Nandurdikar addresses why and provides practices that operators need to implement in order to lift their performance.
Adapted from IMA IMA EDUCATIONAL CASE JOURNAL VOL. 8, NO.docxSALU18
Adapted from IMA
IMA EDUCATIONAL CASE JOURNAL VOL. 8, NO. 1, ART. 2, MARCH 2015
ISSN 1940-204X
Forge Group Ltd Case Study (A)The Revealing Nature of Numbers
Suzanne Maloney
University of Southern Queensland
Toowoomba, Australia, 4350.
[email protected]
THE FORGE GROUP LTD SUMMARY
In 2012-2013, Forge Group Limited had more than 2,000 employees working across
eight countries on four continents. The pride in the growth story is evident, as Forge
Group’s 2012 Annual Report (released in September 2013) lists accomplishments in
what is described as a groundbreaking year. The main milestones give a snapshot of
the types of projects the company was involved in (see Figure 1). At the time of listing
(June 26, 2007), Forge Group Ltd (FGL) shares traded for $0.56. (All monetary amounts
discussed herein are in Australian dollars. To convert to another currency, visit www.x-
rates.com.) The shares peaked at $6.98 on March 6, 2013, valuing the company at
$600 million. In less than a year, FGL was placed in a trading halt (February 11, 2014).
Voluntary administrators and receivers were appointed.
http://www.openbriefing.com/AsxDownload.aspx?pdfUrl=Report%2FComNews%2F201
30829%2F01438557.pdf
THE ENGINEERING AND CONSTRUCTION INDUSTRY
The engineering and construction sector provides significant economic activity in many
countries. Large-scale engineering and construction projects—including highways,
bridges, railways, airports, harbors, production facilities, and office and apartment
buildings—provide employment opportunities and attract large capital investment. The
quantum of resources employed in this industry and the profound affect they have on
society means that there are strict compliance, regulatory, environmental, and tax
requirements on those operating in the sector. The governments of many countries
publicly funded a number of large-scale infrastructure projects in the aftermath of the
Global Financial Crisis (GFC) to stimulate the economy.
Joint ventures and public/private partnerships are common in the industry to reduce the
risk of large-scale projects and to ensure adequate capital and expertise. Major
contracts generally involve a number of different companies with primary contractor and
sub-contractor status, all tendering and quoting on various stages of work in a project.
This makes the industry highly competitive, and therefore it is vital to have appropriate
costing and project management expertise.
Mining companies also took advantage of the cheaper finance post GFC and the
upswing in demand for minerals and resources. Large-scale mining projects have been
the driving force for some economies, especially in Australia. But with the construction
of a number of the large projects nearing completion (and moving into production
phase), there is a drop in engineering and construction spending. In Australia in 2013-
2014, engineering and construction spending wa.
Adapted from IMA IMA EDUCATIONAL CASE JOURNAL VOL. 8, NO.docxdaniahendric
Adapted from IMA
IMA EDUCATIONAL CASE JOURNAL VOL. 8, NO. 1, ART. 2, MARCH 2015
ISSN 1940-204X
Forge Group Ltd Case Study (A)The Revealing Nature of Numbers
Suzanne Maloney
University of Southern Queensland
Toowoomba, Australia, 4350.
[email protected]
THE FORGE GROUP LTD SUMMARY
In 2012-2013, Forge Group Limited had more than 2,000 employees working across
eight countries on four continents. The pride in the growth story is evident, as Forge
Group’s 2012 Annual Report (released in September 2013) lists accomplishments in
what is described as a groundbreaking year. The main milestones give a snapshot of
the types of projects the company was involved in (see Figure 1). At the time of listing
(June 26, 2007), Forge Group Ltd (FGL) shares traded for $0.56. (All monetary amounts
discussed herein are in Australian dollars. To convert to another currency, visit www.x-
rates.com.) The shares peaked at $6.98 on March 6, 2013, valuing the company at
$600 million. In less than a year, FGL was placed in a trading halt (February 11, 2014).
Voluntary administrators and receivers were appointed.
http://www.openbriefing.com/AsxDownload.aspx?pdfUrl=Report%2FComNews%2F201
30829%2F01438557.pdf
THE ENGINEERING AND CONSTRUCTION INDUSTRY
The engineering and construction sector provides significant economic activity in many
countries. Large-scale engineering and construction projects—including highways,
bridges, railways, airports, harbors, production facilities, and office and apartment
buildings—provide employment opportunities and attract large capital investment. The
quantum of resources employed in this industry and the profound affect they have on
society means that there are strict compliance, regulatory, environmental, and tax
requirements on those operating in the sector. The governments of many countries
publicly funded a number of large-scale infrastructure projects in the aftermath of the
Global Financial Crisis (GFC) to stimulate the economy.
Joint ventures and public/private partnerships are common in the industry to reduce the
risk of large-scale projects and to ensure adequate capital and expertise. Major
contracts generally involve a number of different companies with primary contractor and
sub-contractor status, all tendering and quoting on various stages of work in a project.
This makes the industry highly competitive, and therefore it is vital to have appropriate
costing and project management expertise.
Mining companies also took advantage of the cheaper finance post GFC and the
upswing in demand for minerals and resources. Large-scale mining projects have been
the driving force for some economies, especially in Australia. But with the construction
of a number of the large projects nearing completion (and moving into production
phase), there is a drop in engineering and construction spending. In Australia in 2013-
2014, engineering and construction spending wa ...
The American Society for Quality www.asq.org Page 1 of 4M.docxtodd801
The American Society for Quality www.asq.org Page 1 of 4
Making the Case for Quality
Six Sigma Green, Black Belts Help Manufacturer
Save Nearly $1.5 Million
The newest component •
of Crown Equipment
Corporation’s quality
management program is
Six Sigma. While lean is
the systematized corporate
effort, company managers
apply Six Sigma to certain
projects as needed and as
resources are available.
The company now has 18 •
certified Six Sigma Green
Belts and 15 Black Belts
in its North American
manufacturing facilities.
To date, Green Belt efforts •
have resulted in hard
savings of $1.2 million
for Crown, and Black
Belt efforts have brought
$285,000 in hard savings,
with more expected as the
projects proceed further.
While the time requirement •
for the first 12 Green
Belts to undertake
training was a whopping
2,400 hours (total for all
12), the company has
calculated that it has
saved a little more than
$500 per hour for each
hour spent in training.
At a Glance . . .
With a corporate commitment to helping customers lower costs and maximize productivity, it’s no
surprise that Crown Equipment Corporation is itself dedicated to lean manufacturing and total quality
management. Continuous improvement has been intrinsic to the company’s philosophy since its found-
ing in 1945, as management has periodically adjusted product offerings and services to meet changing
customer needs.
Yet even with decades of success that has made the Ohio-based manufacturer the world’s top-selling
producer of electric lift trucks, the company still recently found ways to use Six Sigma strategies to
improve processes, reduce scrap and gas usage, and fine-tune operations. The company now has 18
certified Six Sigma Green Belts and 15 Black Belts in its North American manufacturing facilities
striving to lead the corporation toward even further improvement.
The Little Company That Could
Crown Equipment Corporation began as a one-product, one-room operation in the small, rural commu-
nity of New Bremen, OH. Started just after World War II by the late Carl H. Dicke and Allen A. Dicke,
the company manufactured temperature controls for coal-burning furnaces. By 1949, the enterprising
brothers followed changing technology trends and switched to producing antenna rotators—devices
used to enhance television reception. Even after diversifying into electronic components manufactur-
ing in 1951 and then adding lift trucks in 1957, Crown Equipment continued as a leading manufacturer
of antenna rotators until late 2001, by which time changing technologies had rendered them virtually
obsolete.
Still privately owned and managed by descendents of the original founders, Crown’s full product line
includes:
• Manualpropelledpallettrucksandstackers
• Powerpallettrucksandstackers
• Sit-downandstand-upcounterbalancedtrucks
• Narrow-aislereachtrucks
• Verynarrow-aisleturrettrucks
• Order-pickingequipment
The company’s electric lift trucks are .
KATIES POST The crisis case I chose to discuss this week is th.docxdonnajames55
KATIE'S POST:
The crisis case I chose to discuss this week is the Tennessee Valley and the Kingston ash slide. On December 22, 2008, Tennessee Valley Authority who uses coal to generate electricity, had one of their containment pods that holds sludge from the ash wall begin to leak. The leak then caused the wall to eventually crumble. The leak then flowed into the Emory River that is located nearby. The river flowed into a nearby community, destroyed several houses, and forced families to evacuate the area.
Chapter 5 discusses the importance of organization members accepting that crisis can start quickly and unexpectedly. Two months before the leak, TVA was informed of a wet spot located on one retaining wall that suggested a leak was present. The moisture was eroding the structure's integrity, but TVA continued to add ash to the pond. TVA organization leaders ignored the warning signs of a potential crisis. TVA then accepted blame for the spill and began dredging the Emory River shortly after the incident. No other independent party was allowed to assess the dredging plan before it launched. If TVA's plan failed, the organization would have been at fault once again.
Upon further investigation of the crisis, lawyers were able to identify six primary failures in TVA's systems, controls, standards, and culture. “Lack of clarity and accountability for ultimate responsibility, lack of standardization, training, and metrics, siloed responsibilities and poor communication, lack of checks and balances, lack of prevention priority and resources, and being reactive instead of proactive” (Ulmer, Sellnow,& Seeger, 87).
Unfortunately, this unintentional crises could have been avoided had the proper crisis management, quality assurance, and procedures been put in place. TVA's negligence cost people their homes, polluted the river, and the uncertainty of long-term health conditions from being exposed to the ash's toxins. "The community was not able to locate reliable information about potential short- and long-term health effects, uncertainty about the extent of environmental damage, and feared plummeting property values" (Ritchie, Little, & Campbell, 179). TVA was at fault for several things, but the most significant fault they did not consider is the risk of storing large volumes of fly ash near the Emory River that flowed into a nearby community.
Ulmer, R. R., Sellnow, T. L., & Seeger, M. W. (2017). Effective crisis communication: Moving from crisis to opportunity. Sage Publications.
Ritchie, L. A., Little, J., & Campbell, N. M. (2018). Resource Loss and Psychosocial Stress in the Aftermath of the 2008 Tennessee Valley Authority Coal Ash Spill. International journal of mass emergencies and disasters, 36(2), 179.
.
Kate Chopins concise The Story of an Hour. What does Joseph.docxdonnajames55
Kate Chopin's concise "The Story of an Hour".
* What does Josephine represent in the story? What does Richards represent?
*The doctors said Mrs. M. died of "heart disease - of joy that kills." How is this ironic?
* What are some themes in the story? What are some symbols?
.
More Related Content
Similar to COMPREHENSIVE PROBLEM SUPPLEMENT P2Preparation of a Worksheet,.docx
This presentation gives an overview of the company I proudly joined a little over half a year ago. Our Vision is to Create Value for our customers, Make a profit for our sustainable growth and help society build a better world, this all based on ethical principles and a long-term vision. We are not listed and purely employee owned.
Moving toward Portal Prosperity and Remote Building will increase your personal prosperity as well as industrial engineering competence and intellectual property ownership... an overview of Productivity and Maintenance of Intellectual Property and Asset Management Systems,
Project Schedule Changes
Kimberley Manzo
MGT/402 A01
Laura Williams
Argosy University
Edit the text with your own short phrases.
To change the sample image, select the picture and delete it. Now click the Pictures icon in the placeholder to insert your own image.
The animation is already done for you; just copy and paste the slide into your existing presentation.
Getting it done on time
It is not an unusual thing to find out that some of the work initially thought to be simpler turns out to be a bit complex. Especially during the execution of a project, hence the need to make quick and immediate adjustments on the project plan. It’s important that it gets completed on the stipulated timeframe as outlined below.
1. WORKING OVERTIME
So as to finish the project on the stipulated time plan it will be prudent to hire another contractor for an additional fee of $200,000. They can help with the framing and drywall work, as the other contractor is willing to release only half of the workers. This may derail our timeframe of finishing the project on time. The workers will have to pull their efforts together and work overtime so as to ensure that the project gets completed on the scheduled time.
2. SCRUTINIZING ON PROJECT DEPENDENCIES
Some of the tasks that greatly depend on others for them to get started must be channeled towards the speeding up of the lagging behind tasks. For example instead of the workers who will be doing electrical work, can finish building work benches. It would be prudent to channel the labor towards the framing and drywall work, which is on the critical path of the project. This must be done carefully so it doesn’t affect the other sectors of the project. Making sure the project gets completed on time.
3.SWAPPING RESOURCES
After assessing the project closely it was realized that some of the workers were incompetent. For example the finish work contractors left the work half-way through and walked away. It became crucial to reassign the duty to other team members who are not on the critical path of the project i.e. the work bench workers who may do a much perfect job than the finish work employees.
4. CRASHING THE SCHEDULE
This means adding more resources to tasks on the critical path of the project. For example it is advisable to take a few of the workers from other tasks that are not critical and assign them on the framing and drywall work. Since the contractor has only agreed to release half of their workers to come and work on the project. Alternatively it would be wise to loan some workers to help complete the project on time.
5. REALLOCATION OF SOME RESOURCES
Tasks that are making the project lag behind are those found on the critical path such as framing and drywall work. It is recommended that since these are the tasks most crucial to the completion of the project, it would be wise to channel some resources from the less demanding tasks to come and fast track the project. The main goal is to make s ...
In this presentation, I summarise the March 2015 performance audit report by the UK National Audit Office on Nuclear Decommissioning Authority Progress at the Sellafield Site, in 5 slides.
Why Only the Most Efficient E&P Projects Will Survive the Cost Price SqueezeTony Nicholson
The exploration and production (E&P) industry is faced with a challenging capital investment landscape in which to develop, plan, and execute oil and gas projects successfully. E&P operators are focusing on the wrong value drivers, setting projects up for failure from the beginning. In a keynote presentation delivered at the Offshore Technology Conference (OTC) 2014, IPA's Neeraj Nandurdikar addresses why and provides practices that operators need to implement in order to lift their performance.
Adapted from IMA IMA EDUCATIONAL CASE JOURNAL VOL. 8, NO.docxSALU18
Adapted from IMA
IMA EDUCATIONAL CASE JOURNAL VOL. 8, NO. 1, ART. 2, MARCH 2015
ISSN 1940-204X
Forge Group Ltd Case Study (A)The Revealing Nature of Numbers
Suzanne Maloney
University of Southern Queensland
Toowoomba, Australia, 4350.
[email protected]
THE FORGE GROUP LTD SUMMARY
In 2012-2013, Forge Group Limited had more than 2,000 employees working across
eight countries on four continents. The pride in the growth story is evident, as Forge
Group’s 2012 Annual Report (released in September 2013) lists accomplishments in
what is described as a groundbreaking year. The main milestones give a snapshot of
the types of projects the company was involved in (see Figure 1). At the time of listing
(June 26, 2007), Forge Group Ltd (FGL) shares traded for $0.56. (All monetary amounts
discussed herein are in Australian dollars. To convert to another currency, visit www.x-
rates.com.) The shares peaked at $6.98 on March 6, 2013, valuing the company at
$600 million. In less than a year, FGL was placed in a trading halt (February 11, 2014).
Voluntary administrators and receivers were appointed.
http://www.openbriefing.com/AsxDownload.aspx?pdfUrl=Report%2FComNews%2F201
30829%2F01438557.pdf
THE ENGINEERING AND CONSTRUCTION INDUSTRY
The engineering and construction sector provides significant economic activity in many
countries. Large-scale engineering and construction projects—including highways,
bridges, railways, airports, harbors, production facilities, and office and apartment
buildings—provide employment opportunities and attract large capital investment. The
quantum of resources employed in this industry and the profound affect they have on
society means that there are strict compliance, regulatory, environmental, and tax
requirements on those operating in the sector. The governments of many countries
publicly funded a number of large-scale infrastructure projects in the aftermath of the
Global Financial Crisis (GFC) to stimulate the economy.
Joint ventures and public/private partnerships are common in the industry to reduce the
risk of large-scale projects and to ensure adequate capital and expertise. Major
contracts generally involve a number of different companies with primary contractor and
sub-contractor status, all tendering and quoting on various stages of work in a project.
This makes the industry highly competitive, and therefore it is vital to have appropriate
costing and project management expertise.
Mining companies also took advantage of the cheaper finance post GFC and the
upswing in demand for minerals and resources. Large-scale mining projects have been
the driving force for some economies, especially in Australia. But with the construction
of a number of the large projects nearing completion (and moving into production
phase), there is a drop in engineering and construction spending. In Australia in 2013-
2014, engineering and construction spending wa.
Adapted from IMA IMA EDUCATIONAL CASE JOURNAL VOL. 8, NO.docxdaniahendric
Adapted from IMA
IMA EDUCATIONAL CASE JOURNAL VOL. 8, NO. 1, ART. 2, MARCH 2015
ISSN 1940-204X
Forge Group Ltd Case Study (A)The Revealing Nature of Numbers
Suzanne Maloney
University of Southern Queensland
Toowoomba, Australia, 4350.
[email protected]
THE FORGE GROUP LTD SUMMARY
In 2012-2013, Forge Group Limited had more than 2,000 employees working across
eight countries on four continents. The pride in the growth story is evident, as Forge
Group’s 2012 Annual Report (released in September 2013) lists accomplishments in
what is described as a groundbreaking year. The main milestones give a snapshot of
the types of projects the company was involved in (see Figure 1). At the time of listing
(June 26, 2007), Forge Group Ltd (FGL) shares traded for $0.56. (All monetary amounts
discussed herein are in Australian dollars. To convert to another currency, visit www.x-
rates.com.) The shares peaked at $6.98 on March 6, 2013, valuing the company at
$600 million. In less than a year, FGL was placed in a trading halt (February 11, 2014).
Voluntary administrators and receivers were appointed.
http://www.openbriefing.com/AsxDownload.aspx?pdfUrl=Report%2FComNews%2F201
30829%2F01438557.pdf
THE ENGINEERING AND CONSTRUCTION INDUSTRY
The engineering and construction sector provides significant economic activity in many
countries. Large-scale engineering and construction projects—including highways,
bridges, railways, airports, harbors, production facilities, and office and apartment
buildings—provide employment opportunities and attract large capital investment. The
quantum of resources employed in this industry and the profound affect they have on
society means that there are strict compliance, regulatory, environmental, and tax
requirements on those operating in the sector. The governments of many countries
publicly funded a number of large-scale infrastructure projects in the aftermath of the
Global Financial Crisis (GFC) to stimulate the economy.
Joint ventures and public/private partnerships are common in the industry to reduce the
risk of large-scale projects and to ensure adequate capital and expertise. Major
contracts generally involve a number of different companies with primary contractor and
sub-contractor status, all tendering and quoting on various stages of work in a project.
This makes the industry highly competitive, and therefore it is vital to have appropriate
costing and project management expertise.
Mining companies also took advantage of the cheaper finance post GFC and the
upswing in demand for minerals and resources. Large-scale mining projects have been
the driving force for some economies, especially in Australia. But with the construction
of a number of the large projects nearing completion (and moving into production
phase), there is a drop in engineering and construction spending. In Australia in 2013-
2014, engineering and construction spending wa ...
The American Society for Quality www.asq.org Page 1 of 4M.docxtodd801
The American Society for Quality www.asq.org Page 1 of 4
Making the Case for Quality
Six Sigma Green, Black Belts Help Manufacturer
Save Nearly $1.5 Million
The newest component •
of Crown Equipment
Corporation’s quality
management program is
Six Sigma. While lean is
the systematized corporate
effort, company managers
apply Six Sigma to certain
projects as needed and as
resources are available.
The company now has 18 •
certified Six Sigma Green
Belts and 15 Black Belts
in its North American
manufacturing facilities.
To date, Green Belt efforts •
have resulted in hard
savings of $1.2 million
for Crown, and Black
Belt efforts have brought
$285,000 in hard savings,
with more expected as the
projects proceed further.
While the time requirement •
for the first 12 Green
Belts to undertake
training was a whopping
2,400 hours (total for all
12), the company has
calculated that it has
saved a little more than
$500 per hour for each
hour spent in training.
At a Glance . . .
With a corporate commitment to helping customers lower costs and maximize productivity, it’s no
surprise that Crown Equipment Corporation is itself dedicated to lean manufacturing and total quality
management. Continuous improvement has been intrinsic to the company’s philosophy since its found-
ing in 1945, as management has periodically adjusted product offerings and services to meet changing
customer needs.
Yet even with decades of success that has made the Ohio-based manufacturer the world’s top-selling
producer of electric lift trucks, the company still recently found ways to use Six Sigma strategies to
improve processes, reduce scrap and gas usage, and fine-tune operations. The company now has 18
certified Six Sigma Green Belts and 15 Black Belts in its North American manufacturing facilities
striving to lead the corporation toward even further improvement.
The Little Company That Could
Crown Equipment Corporation began as a one-product, one-room operation in the small, rural commu-
nity of New Bremen, OH. Started just after World War II by the late Carl H. Dicke and Allen A. Dicke,
the company manufactured temperature controls for coal-burning furnaces. By 1949, the enterprising
brothers followed changing technology trends and switched to producing antenna rotators—devices
used to enhance television reception. Even after diversifying into electronic components manufactur-
ing in 1951 and then adding lift trucks in 1957, Crown Equipment continued as a leading manufacturer
of antenna rotators until late 2001, by which time changing technologies had rendered them virtually
obsolete.
Still privately owned and managed by descendents of the original founders, Crown’s full product line
includes:
• Manualpropelledpallettrucksandstackers
• Powerpallettrucksandstackers
• Sit-downandstand-upcounterbalancedtrucks
• Narrow-aislereachtrucks
• Verynarrow-aisleturrettrucks
• Order-pickingequipment
The company’s electric lift trucks are .
Similar to COMPREHENSIVE PROBLEM SUPPLEMENT P2Preparation of a Worksheet,.docx (20)
KATIES POST The crisis case I chose to discuss this week is th.docxdonnajames55
KATIE'S POST:
The crisis case I chose to discuss this week is the Tennessee Valley and the Kingston ash slide. On December 22, 2008, Tennessee Valley Authority who uses coal to generate electricity, had one of their containment pods that holds sludge from the ash wall begin to leak. The leak then caused the wall to eventually crumble. The leak then flowed into the Emory River that is located nearby. The river flowed into a nearby community, destroyed several houses, and forced families to evacuate the area.
Chapter 5 discusses the importance of organization members accepting that crisis can start quickly and unexpectedly. Two months before the leak, TVA was informed of a wet spot located on one retaining wall that suggested a leak was present. The moisture was eroding the structure's integrity, but TVA continued to add ash to the pond. TVA organization leaders ignored the warning signs of a potential crisis. TVA then accepted blame for the spill and began dredging the Emory River shortly after the incident. No other independent party was allowed to assess the dredging plan before it launched. If TVA's plan failed, the organization would have been at fault once again.
Upon further investigation of the crisis, lawyers were able to identify six primary failures in TVA's systems, controls, standards, and culture. “Lack of clarity and accountability for ultimate responsibility, lack of standardization, training, and metrics, siloed responsibilities and poor communication, lack of checks and balances, lack of prevention priority and resources, and being reactive instead of proactive” (Ulmer, Sellnow,& Seeger, 87).
Unfortunately, this unintentional crises could have been avoided had the proper crisis management, quality assurance, and procedures been put in place. TVA's negligence cost people their homes, polluted the river, and the uncertainty of long-term health conditions from being exposed to the ash's toxins. "The community was not able to locate reliable information about potential short- and long-term health effects, uncertainty about the extent of environmental damage, and feared plummeting property values" (Ritchie, Little, & Campbell, 179). TVA was at fault for several things, but the most significant fault they did not consider is the risk of storing large volumes of fly ash near the Emory River that flowed into a nearby community.
Ulmer, R. R., Sellnow, T. L., & Seeger, M. W. (2017). Effective crisis communication: Moving from crisis to opportunity. Sage Publications.
Ritchie, L. A., Little, J., & Campbell, N. M. (2018). Resource Loss and Psychosocial Stress in the Aftermath of the 2008 Tennessee Valley Authority Coal Ash Spill. International journal of mass emergencies and disasters, 36(2), 179.
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Kate Chopins concise The Story of an Hour. What does Joseph.docxdonnajames55
Kate Chopin's concise "The Story of an Hour".
* What does Josephine represent in the story? What does Richards represent?
*The doctors said Mrs. M. died of "heart disease - of joy that kills." How is this ironic?
* What are some themes in the story? What are some symbols?
.
K-2nd Grade
3rd-5th Grade
6th-8th Grade
Major Concepts, Principles, and Learning Theories (To be completed in Topic 3)
Cognitive
Linguistic
Social
Emotional
Physical
.
Just Walk on By by Brent Staples My firs.docxdonnajames55
Just Walk on By
by Brent Staples
My first victim was a woman—white, well dressed, probably in
her early twenties. I came upon her late one evening on a deserted street
in Hyde Park, a relatively affluent neighborhood in an otherwise mean,
impoverished section of Chicago. As I swung onto the avenue behind her,
there seemed to be a discreet, uninflammatory distance between us. Not so.
She cast back a worried glance. To her, the youngish black man—a broad
six feet two inches with a beard and billowing hair, both hands shoved
into the pockets of a bulky military jacket—seemed menacingly close.
After a few more quick glimpses, she picked up her pace and was soon
running in earnest. Within seconds she disappeared into a cross street.
That was more than a decade ago. I was 23 years old, a graduate
student newly arrived at the University of Chicago. It was in the echo of
that terrified woman’s footfalls that I first began to know the unwieldy
inheritance I’d come into—the ability to alter public space in ugly ways. It
was clear that she thought herself the quarry of a mugger, a rapist, or
worse. Suffering a bout of insomnia, however, I was stalking sleep, not
defenseless wayfarers. As a softy who is scarcely able to take a knife
to raw chicken—let alone hold it to a person’s throat—I was surprised,
embarrassed, and dismayed all at once. Her flight made me feel like an
accomplice in tyranny. It also made it clear that I was indistinguishable
from the muggers who occasionally seeped into the area from the
surrounding ghetto. That first encounter, and those that followed signified
that a vast unnerving gulf lay between nighttime pedestrians—particularly
women—and me. And I soon gathered that being perceived as dangerous
is a hazard in itself. I only needed to turn a corner into a dicey situation,
or crowd some frightened, armed person in a foyer somewhere, or make
an errant move after being pulled over by a policeman. Where fear and
weapons meet—and they often do in urban America—there is always the
possibility of death.
In that first year, my first away from my hometown, I was to
become thoroughly familiar with the language of fear. At dark, shadowy
intersections in Chicago, I could cross in front of a car stopped at a traffic
light and elicit the thunk, thunk, thunk, thunk of the driver—black, white,
male, or female—hammering down the door locks. On less traveled streets
after dark, I grew accustomed to but never comfortable with people who
crossed to the other side of the street rather than pass me. Then there were
the standard unpleasantries with police, doormen, bouncers, cab drivers,
and others whose business it is to screen out troublesome individuals
before there is any nastiness.
I moved to New York nearly two years ago and I have remained an
avid night walker. In central Manhattan, the near-constant crowd cover
minimizes tense one-on-one stre.
Just make it simple. and not have to be good, its the first draft. .docxdonnajames55
Just make it simple. and not have to be good, it's the first draft.
I want it a complete essay of 2 pages before 10 am on Sunday.
The instructions in the second file. There is a picture in the third file.
CDT (Central Daylight Time)
UTC/GMT -5 hours
.
JUST 497 Senior Seminar and Internship ExperienceInternationa.docxdonnajames55
JUST 497: Senior Seminar and Internship Experience
International Film Critique: The Whistleblower
· Due: April 3
· Reaction Paper: 10 Points
· Presentation: 5 Points
Your first written assignment was to critique a newspaper article dealing with misconduct and/or corruption at a local level within the United States. The capstone essay asks you to consider a social injustice and its consequences that occur on a national level. The International film assignment asks you to consider issues of international law and justice.
The Whistleblower based on a true story depicts the horrors of human trafficking and human rights violations across international borders.
Please choose Assignment A or B.
Assignment A
Write a 3-4 page Reaction Paper to the above film. Summarize the producer’s main message in no more than a half page. The remainder of the paper should reflect your opinion of the content of the film based on your knowledge of international law. Make specific references to scenes in the film that correlate with information you have gained in previous or current coursework. Cite all sources in-text according to the Hacker & Sommers APA Manual of Style.
Cautionary Notes
· Do not summarize the video.
· Cite specific information from the film using the required APA Manual of style.
· Use 12 font, double spacing and 1 inch margins.
Students who need a special accommodation and cannot find a copy of a closed caption video, must meet with their instructor to design an alternative assignment.
Assignment B
The Whistleblower implicates the United Nations, the U.S. State Department, and private contractors in post war Bosnia in an organized human trafficking scheme. Kathryn Bolkovac discovers a lucrative, far-reaching operation involving the local police and United Nations peacekeepers, many of them protected by diplomatic immunity. This film is based on a true story and reflects the international concern with corruption and human trafficking.
Cast
· Kathryn Bolkovac: Nebraska police officer who accepts an offer to work with the U.N. International Police in Bosnia run by a private company in the U.K., Democra Security
· Madeleine Rees: Head of the United Nations Human Rights Commission
· Nick Kaufman: Kathryn’s Field Commander
· Peter Ward: Internal Affairs Specialist
· Luba, Raya and Irka: teenagers sold to the sex trafficking ring
· Fred Murray: Democra Security Officer
· John Blakely: Head of Human Resources
Based on the movie, address the following questions. Answers should be in a Question and Answer format and not essay style.
1. Discuss the suffering and oppression witnessed by (not experienced by) the main character. Cite specific scenes from the movie to support your discussion.
2. In whatspecific ways does Kathryn advocate for the victims she encounters? Cite scenes from the movie to support your answer.
3. Discuss how both local citizens and higher ranking officials contribute to organized corruption in post-war Bosn.
July 2002, Vol 92, No. 7 American Journal of Public Health E.docxdonnajames55
July 2002, Vol 92, No. 7 | American Journal of Public Health Editorial | 1057
⏐ EDITORIAL
A Code of
Ethics for
Public Health
The mandate to ensure and pro-
tect the health of the public is an
inherently moral one. It carries
with it an obligation to care for
the well-being of communities,
and it implies the possession of an
element of power to carry out
that mandate. The need to exer-
cise power to ensure the health of
populations and, at the same time,
to avoid abuses of such power are
at the crux of public health ethics.
Until recently, the ethical na-
ture of public health has been im-
plicitly assumed rather than ex-
plicitly stated. Increasingly,
however, society is demanding ex-
plicit attention to ethics. This de-
mand arises from technological
advances that create new possibil-
ities and, with them, new ethical
dilemmas; new challenges to
health, such as the advent of HIV;
and abuses of power, such as the
Tuskegee study of syphilis.
Medical institutions have been
more explicit about the ethical
elements of their practice than
have public health institutions.
However, the concerns of public
health are not fully consonant
with those of medicine. Thus, we
cannot simply translate the princi-
ples of medical ethics to public
health. In contrast to medicine,
public health is concerned more
with populations than with indi-
viduals, and more with prevention
than with cure. The need to artic-
ulate a distinct ethic for public
health has been noted by a num-
ber of public health professionals
and ethicists.1–5
A code of ethics for public
health can clarify the distinctive
elements of public health and the
ethical principles that follow from
or respond to those elements. It
can make clear to populations and
communities the ideals of the pub-
lic health institutions that serve
them, ideals for which the institu-
tions can be held accountable.
THE PROCESS OF
WRITING THE CODE
The backgrounds and perspec-
tives of people who identify
themselves as public health pro-
fessionals are as diverse as the
multitude of factors affecting the
health of populations. Articulating
a common ethic for this diverse
group is a formidable challenge.
In the spring of 2000, the gradu-
ating class of the Public Health
Leadership Institute chose writing
a code of ethics for public health
as a group project. The institute
provides advanced leadership
training to people who are al-
ready in leadership roles in pub-
lic health. Because the fellows
bring a wealth of experience from
a wide variety of public health in-
stitutions, they are uniquely able
to represent diverse perspectives
and identify ethical issues com-
mon in public health.
At the 2000 meeting of the Na-
tional Association of City and
County Health Officers, the group
added a non-institute member
( J. C. Thomas) and charted a plan
for working toward a code. The
plan included receiving a formal
charge as the code of ethics work-
ing group at the annual meeting of
the American Public Health Asso-
c.
Journals are to be 2 pages long with an introduction, discussion and.docxdonnajames55
Journals are to be 2 pages long with an introduction, discussion and conclusion. They must be double spaced. Your formatting, sentence structure, spell checking, etc., will all be taken into account.
Utilizing YouTube, do a search for and listen to at least two perspectives from CNN, Fox News and/or MSNBC regarding culture wars. Provide me with an analysis that discusses two different perspectives. I typed in CNN/Fox News/MSNBC and then culture war, and was able to find quite a few 5 minute vignettes with regard to the topic. If you find a discussion of the culture wars either in written form or at another site, you must insure that it is a legitimate source and provide a link to the site.
Make sure to first provide your understanding of the definition of culture wars as outlined in the text readings, then provide me with your analysis obtained from the news outlets.
.
Judgement in Managerial Decision MakingBased on examples fro.docxdonnajames55
Judgement in Managerial Decision Making
Based on examples from one of the recommended articles selected by you, the lecture notes, the text, and other sources, discuss one or several of the themes: the nature of managerial decision making, the steps in the managerial decision making, organizational learning and creativity, judgmental heuristics, common biases in managerial decision making, bounds of human judgment, strategies for making better decisions.
.
Joyce is a 34-year-old woman who has been married 10 years. She .docxdonnajames55
Joyce is a 34-year-old woman who has been married 10 years. She has three children, all less than 10 years old: Sheena (age 9), Jack (age 6), and Beth (age 2). Her husband is a prominent attorney. They present an ideal picture of an upper-middle-class family. They live in a fashionable suburb. The husband has been successful to the extent that he has been made a full partner in a large law firm. The family is very active in church, the country club, and various other social organizations. Joyce is an active member of several charitable, civic, and social groups. Joyce’s initial call to the abuse center was vague and guarded. She expressed an interest in inquiring for “another woman” in regard to the purpose of the center. After she had received information and an invitation to call back, a number of weeks elapsed. Joyce’s second call occurred after receiving a severe beating from her husband.
Joyce tells the crisis worker in the phone:"Well, last night he beat me worse than ever. I thought he was really going to kill me this time. It had been building up for the past few weeks. His fuse was getting shorter and shorter, both with me and the kids. It’s his work, I guess. Finally he came home late last night. Dinner was cold. We were supposed to go out, and I guess it was my fault . . . I complained about his being late, and he blew up. Started yelling that he was gonna teach me a lesson. He started hitting me with his fists . . .knocked me down . . . and then started kicking me. I got up and ran into the bathroom. The kids were yelling for him to stop and he cuffed Sheena . . . God, it was horrible! (Wracked with sobs for more than a minute. CW waits.) I’m sorry, I just can’t seem to keep control."
As the crisis worker:
1-What typical dynamics did you see occurring—denial, guilt, fear, rationalization, withdrawal, and so on—in the victim? How would you as the crisis worker handle them?
What are some of the domestic violence intervention strategies? Pick one and how would you apply it to the scenario
.
Journal Write in 300-500 words about the following topic.After .docxdonnajames55
Journal: Write in 300-500 words about the following topic.
After watching some news and some television shows, including movies and anime. What are some portrayals of sexual harassment and rape myths that are perpetuated by social media, entertainment media, and news outlets?
What is the motivation of rapists on TV and in the movies?
What “types” of women get raped or sexually assaulted and harassed in movies and television?
Some research suggests that on TV and in the movies nontraditional women get raped more often than traditional women as a means of putting nontraditional women “in their place.”
How does what you saw compare to the research? How do gender stereotypes perpetuate rape and harassment culture?
In your experience or opinion, what are some ways society can address some of these issues around sexual assault and sexual battery, especially on college campuses and workplaces?
.
Journal Supervision and Management StyleWhen it comes to superv.docxdonnajames55
Journal: Supervision and Management Style
When it comes to supervising and managing personnel in human services organizations, everyone has his or her own leadership style. Some styles are effective and supportive; others may be ineffectual and unhelpful. When supervising and managing staff, it is important for human services administrators to first identify their leadership style and examine personal strengths and weaknesses related to their leadership style. Understanding how to utilize strengths and address weaknesses in leadership style is important for administrators to be both effective and supportive when supervising and managing.
In order to complete the Application Assignment, you must first complete the "Types of Leadership and Patterns of Management" interactive graphic provided in the Learning Resources. Once you have done so, take note of your leadership style and think about your areas of strengths and weaknesses.
After completing the self-assessment tool in this week’s Learning Resources, reflect on the results.
RESULTS:
I am very good at executing the work of a task, though I like clarity about the desired outcome.
1.
Engaging
2.
I really prefer to be peaceful and calm, finding ways to help others achieve their goals
3.
Achieving consensus among followers assures the best success
4.
It is ok to breech boundaries if we can all move in the same direction
5.
Being a change agent is never easy, but it is very stimulating for me
6.
I really prefer to be in control, though it does not have to be out in public
7.
Challenges should be addressed head on
8.
I like predictability
9.
I like to always put my best foot forward
10.
I am known to sometimes be argumentative, I believe it is the way new ideas emerge
11.
The best way to succeed is to trust oneself
12.
When determining goals to reach, we should always challenge ourselves a little beyond what we can see ourselves accomplishing
13.
The best way for me to relax is to spend some time alone quietly.
14.
When decisions are necessary my primary concern is its effect on the persons involved
15.
I am confident and assertive
16.
I am a compassionate person and there is significant value in the person (s) knowing where it comes from
17.
I am a very consistent person and am guided by my values
18.
I am a compassionate person but would rather show it behind the scenes
19.
I am conscientious and organized
20.Next
I like to focus on group cohesion
21.
When decisions are necessary I can make them easily and quickly as circumstances demand it
22.
My strong ability to envision the future makes me a result oriented leader
23.
Building and sustaining a strong image is a principle contributor to progress
24.
I see the big picture
25.
The best way for me to relax is to be reflective with a friend
26.
I am known to create harmony among others as it creates an optimal working environment. I am unimpressed with conflict
27.
Realistic
28.
I lik.
Journal of Social Work Values & Ethics, Fall 2018, Vol. 15, No.docxdonnajames55
Journal of Social Work Values & Ethics, Fall 2018, Vol. 15, No. 2 - page 37
Ethnicity, Values, and Value Conflicts of African
American and White Social Service Professionals
Andrew Edwards, MSW, Ph.D.
Cleveland State University, Emeritus
[email protected]
Mamadou M. Seck, Ph.D.
Cleveland State University
[email protected]
Journal of Social Work Values and Ethics, Volume 15, Number 2 (2018)
Copyright 2018, ASWB
This text may be freely shared among individuals, but it may not be republished in any medium without
express written consent from the authors and advance notification of ASWB.
Abstract
This aspect of a broader study included 110 (68
White/European American and 42 Black/African
American) social service professionals. The primary
focus of this aspect of the study was to verify the
value orientation or core beliefs of the practitioners
who deliver services to clients through social service
agencies and programs. The conceptualization
of the core beliefs explored the values and value
conflicts in relation to professional practice. The
participants were employed in a Midwestern
metropolitan region. They responded to a survey
instrument that included vignettes, closed-ended
items, scaled responses, as well as either-or type
items. Major categories of the exploration included:
life and death issues, lifestyle, domestic and
social perspectives, value conflicts with the social
work profession, and personal responses to value
conflicts. Specific items measuring values related
to abortion, homosexuality, religiosity, euthanasia,
and corporal punishment were included. Study
results showed statistical significance on 26 issues
as African American participants were compared
with White participants.
Keywords: value conflicts, social work, ethical
dilemmas, ethnicity, professional relationship
Introduction
The complexity of American society (Jarrett,
2000), specifically due to its historic, economic,
social, and ethnic makeup, requires that social
work professionals take their clients’ ethnicity,
values, and professional-client value conflicts
into consideration. Historical dynamics, such as
unproductive treatment, have contributed to the
reluctance of various population groups to engage
with professional service providers. This history
(Barker, 2014) has influenced the adoption of
guidelines that require social workers to be culturally
aware during interventions and recognizing that
diversity-related characteristics have influence upon
an individual’s thoughts, feelings, and behaviors.
Barker (2014) further noted that the concept of
values is influenced by one’s perceptions of what
comprises appropriate principles, practices, and
behaviors. An individual’s personal values are often
considered as a representation of one’s core beliefs
and what an individual may perceive as right.
Therefore, these beliefs do not require supporting
evidence for those who embrace them and may
result in behavio.
Journal of Personality 862, April 2018VC 2016 Wiley Perio.docxdonnajames55
Journal of Personality 86:2, April 2018
VC 2016 Wiley Periodicals, Inc.
DOI: 10.1111/jopy.12301Unique Associations Between Big
Five Personality Aspects and
Multiple Dimensions of Well-Being
Jessie Sun ,
1,2
Scott Barry Kaufman,
3
and
Luke D. Smillie
1
1
The University of Melbourne
2
University of California, Davis
3
University of Pennsylvania
Abstract
Objective: Personality traits are associated with well-being, but the precise correlates vary across well-being dimensions and
within each Big Five domain. This study is the first to examine the unique associations between the Big Five aspects (rather
than facets) and multiple well-being dimensions.
Method: Two samples of U.S. participants (total N 5 706; Mage 5 36.17; 54% female) recruited via Amazon’s Mechanical Turk
completed measures of the Big Five aspects and subjective, psychological, and PERMA well-being.
Results: One aspect within each domain was more strongly associated with well-being variables. Enthusiasm and Withdrawal
were strongly associated with a broad range of well-being variables, but other aspects of personality also had idiosyncratic
associations with distinct forms of positive functioning (e.g., Compassion with positive relationships, Industriousness with
accomplishment, and Intellect with personal growth).
Conclusions: An aspect-level analysis provides an optimal (i.e., parsimonious yet sufficiently comprehensive) framework for
describing the relation between personality traits and multiple ways of thriving in life.
Keywords: Personality, aspects, Big Five, subjective well-being, psychological well-being
When multiple positive end states are examined, it becomes
apparent that aspects of psychological well-being may be
achieved by more people than just the nonneurotic, extra-
verted members of society. (Schmutte & Ryff, 1997, p. 558)
The large literature describing the associations between person-
ality traits and well-being suggests that Extraversion (the tendency
to be bold, talkative, enthusiastic, and sociable) and Neuroticism
(the tendency to be emotionally unstable and prone to negative
emotions) are especially strong predictors of well-being (e.g.,
Steel, Schmidt, & Shultz, 2008). But is well-being only accessible
to the extraverted and non-neurotic? We propose that more
nuanced insights can be revealed by examining the relation
between narrower traits and a broader spectrum of well-being
dimensions. The goal of the current study is to comprehensively
describe the unique associations between personality aspects and
dimensions of well-being across three well-being taxonomies.
Personality Traits and Three Taxonomies
of Well-Being
Personality traits and well-being dimensions can each be
described at different levels of resolution. The Big Five domains
provide a relatively comprehensive framework for organizing
differential patterns of affect, behavior, and cognition (John,
Naumann, & Soto, 2008). These broad traits can be further bro-
ken dow.
Journal of Personality and Social Psychology1977, Vol. 35, N.docxdonnajames55
Journal of Personality and Social Psychology
1977, Vol. 35, No. 9, 677-688
Self-Reference and the Encoding of Personal Information
T. B. Rogers, N. A. Kuiper, and W. S. Kirker
University of Calgary, Canada
The degree to which the self is implicated in processing personal information
was investigated. Subjects rated adjectives on four tasks designed to force
varying kinds of encoding: structural, phonemic, semantic, and self-reference.
In two experiments, incidental recall of the rated words indicated that adjec-
tives rated under the self-reference task were recalled the best. These results
indicate that self-reference is a rich and powerful encoding process. As an
aspect of the human information-processing system, the self appears to func-
tion as a superordinate schema that is deeply involved in the processing, inter-
pretation, and memory of personal information.
Present research and theory in personality
appear to be placing more and more empha-
sis on how a person has organized his or her
psychological world. Starting with Kelly's
(1955) formulation of personal constructs,
we see a gradual emergence of a number of
avenues of inquiry that use this as their focal
point. In person perception, the concept of
lay personality theory stresses that the ob-
server's analytic network of expected trait
covariations is an integral part of how he
processes (and generates) interpersonal data
(Hastorf, Schneider, & Polefka, 1970). Bern
and Allen (1974), in their embellishment of
Allport's (1937) idiographic position, argue
that an important determinant of predictive
utility of trait measurement is the manner
in which the respondent has organized his or
her view of the trait being measured. These
authors see the overlap between the respond-
ent's and the experimenter's concept of the
trait as a necessary prerequisite of predic-
tion. Attribution theory (Jones et al., 1971)
is another example of this increased accent
on personal organization. Here the emphasis
is on how the subject explains past behavior
This research was supported by a grant from the
Canada Council. We would like to thank the fol-
lowing persons for their useful ideas and comments
on earlier drafts: F. I. M. Craik, E. J. Rowe, P. J.
Rogers, H. Lytton, J. Clark, J. Ells, C. G. Costello,
and especially one anonymous reviewer.
Requests for reprints should be sent to T. B.
Rogers, Department of Psychology, The University
of Calgary, Calgary, Alberta, Canada, T2N 1N4.
and how these explanations are organized in
an attributional network. The common
thread in all of these contemporary research
areas is the notion that the cognitions of a
person, particularly their manner of organ-
ization, should be an integral part of our
attempts to explain personality and behavior.
Of concern in the present article is the
construct of self and how it is implicated in
the organization of personal data. Our gen-
eral position is that the self is an extremely
active and powerful agent in the organizati.
Journal of Pcnonaluy and Social Psychology1»M. Vd 47, No 6. .docxdonnajames55
Journal of Pcnonaluy and Social Psychology
1»M. Vd 47, No 6. 1292-1302
Copynghi I9S4 by the
American Psychological Association. Inc
Influence of Gender Constancy and Social Power
on Sex-Linked Modeling
Kay Bussey
Macquarie University
New South Wales, Australia
Albert Bandura
Stanford University
Competing predictions derived from cognitive-developmental theory and social
learning theory concerning sex-linked modeling were tested. In cognitive-develop-
mental theory, gender constancy is considered a necessary prerequisite for the
emulation of same-sex models, whereas according to social learning theory, sex-
role development is promoted through a vast system of social influences with
modeling serving as a major conveyor of sex role information. In accord with
social learning theory, even children at a lower level of gender conception emulated
same-sex models in preference to opposite-sex ones. Level of gender constancy
was associated with higher emulation of both male and female models rather
than operating as a selective determinant of modeling. This finding corroborates
modeling as a basic mechanism in the sex-typing process. In a second experiment
we explored the limits of same-sex modeling by pitting social power against the
force of collective modeling of different patterns of behavior by male and female
models. Social power over activities and rewarding resources produced cross-sex
modeling in boys, but not in girls. This unexpected pattern of cross-sex modeling
is explained by the differential sex-typing pressures that exist for boys and girls
and socialization experiences that heighten the attractiveness of social power
for boys.
Most theories of sex role development as-
sign a major role to modeling as a basic
mechanism of sex role learning (Bandura,
1969; Kagan, 1964; Mischel, 1970; Sears,
Rau & Alpert, 1965). Maccoby and Jacklin
(1974) have questioned whether social prac-
tices or modeling processes are influential in
the development of sex-linked roles. They
point to findings that in laboratory situations
children do not consistently pattern their
This research was supported by Research Grant No.
M-S162-21 from the National Institute of Mental Health,
U.S. Public Health Services, and by the Lewis S. Haas
Child Development Research Fund, Stanford University.
We thank Martin Curland, Brad Carpenter, Brent Sha-
phren, Deborah Skriba, Erin Dignam, and Pamela Minet
for serving as models. We are indebted to Marilyn
Waterman for filming and editing the videotape modeling
sequence, to Eileen Lynch and Sara Buxton, who acted
as experimenters, and to Nancy Adams, who assisted in
collecting the data. Finally, we also thank the staff and
children from Bing Nursery School, Stanford University.
Requests for reprints should be sent to either Kay
Bussey, School of Behavioral Sciences, Macquarie Uni-
versity, North Ryde, Australia, 2113, or to Albert Bandura,
Department of Psychology, Stanford University, Building
420 Jordan Hall, Stanford,.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
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Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
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COMPREHENSIVE PROBLEM SUPPLEMENT P2Preparation of a Worksheet,.docx
1. COMPREHENSIVE PROBLEM SUPPLEMENT P2
Preparation of a Worksheet, Financial Statements, and
Adjusting and Closing Entries
At the end of the fiscal year, Siglo delivery Service, Inc.’s trial
balance appeared as follows:
Siglo Delivery Service, Inc.
Trial balance
August 31, 2014
Cash 10072
Accounts receivable 29314
Prepaid Insurance 5340
Delivery Supplies 14700
Office Supplies 2460
Land 15000
Building 196,000
Accumulated depreciation—Building
53400
Trucks 103,800
Accumulated Depreciation Trucks 30,900
Office Equipment 15,900
Accumulated Depreciation—Office Equipment
10,800
Accounts Payable 9396
Unearned Lockbox fees 8340
Mortgage Payable 72,000
Common Stock 100,000
Retained Earnings 28730
Dividends 30,000
Delivery service revenue 283,470
Lockbox Fee earned 28800
2. Truck Drivers Wages Expense 120,600
Office Salaries Expense 44,400
Gas, Oil, and Truck Repairs Expense 31050
Interest Expense 7200
____________
625,836 625,836
REQUIRED
1. Enter the trial balance amounts in the Trial Balance columns
of a worksheet and complete the worksheet using the
information that follows:
a. Expired insurance, $3060
b. Inventory of unused delivery supplies, $1430
c. Inventory of unused office supplies, $186
d. Estimated depreciation on the building, $14,400
e. Estimated depreciation on the trucks, $15,450
f. Estimated depreciation on the office equipment, $2,700
g. The company credits the lockbox fees of customer who pay in
advance to the Unearned lockbox fees account. Of the amount
credited, to this account during the year, $5630 had been earned
by August 31.
h. Lockbox fee earned but unrecorded and uncollected at the
end of the accounting period, $816.
i. Accrued but unpaid truck drivers’ wages at the end of the
year, $1920
2. Prepare an income statement, a statement of retained
earnings, and a balance sheet for the company.
3. Prepare adjusting and closing entries from the worksheet.
4. Can the worksheet be used as a substitute for the financial
statement? Explain your answer.
3. BUS377 WEEK 2, Part 1: The Limits of Established PRM: The
Circored Project
Slide 1
Introduction
Welcome to Managing Project Risk. In this lesson, we will
discuss the limits of established Project Risk Management using
the Circored Project.
Next slide.
Slide 2
Topics
The following topics will be covered in this lesson:
Early design of the Circored technology;
Joint venture and business plan;
The construction phase;
The start-up phase;
A management and design change;
Market turmoil; and
The limits of established PRM: unforeseeable uncertainty.
Next slide.
Slide 3
The Circored Project: Background
Cleveland Cliffs of Cleveland, Ohio is one of the largest iron
ore and iron ore pellet suppliers to blast furnace integrated
steelmakers in the United States.
In the late 1980’s, management observed a demand shift from
4. blast-furnace-based steelmaking to electric arc furnaces, for
example, mini-mills such as Nucor.
The new mini-mills used mostly scrap as their iron source –
which Cleveland Cliffs did not have product for.
In 1995 they entered into a partnership with German company
Lurgi Metallurgie to develop the product needed using the new
Circored process, which at this time had only been piloted in a
lab
By fall of 1995 a risk assessment had been conducted and they
determined that although the facility would be first-of-its kind,
the technology was straightforward
Next slide.
Slide 4
The Circored Project: Structure
As the project with Lurgi become more concrete, Cliffs pursued
a joint venture structure for the facility and LTV steel signed
up.
After negotiations the shares in Cliffs and Associates Limited
were forty six point five percent each for Cleveland Cliffs and
LTV Steel, and 7 percent for Lurgi. Cleveland Cliffs pressured
Lurgi to take an Ownership interest in the facility because they
felt it would be an incentive for Lurgi to make the plant work.
Cliffs and Associates Limited would be managed by Cleveland
Cliffs would get point 8 percent revenues as a management fee.
A business case was prepared with an upside and a downside
scenario. The analysts forecast the price to be one hundred forty
five dollars per ton delivered with a range of plus or minus ten
dollars per ton. The plan also showed a significant demand for
the product, the biggest stumbling block was the after-tax
Return on Investment of fourteen point three percent. A follow
5. on facility would be built later after ramping up the first facility
and it was this facility that was expected to provide the real
money. The technical plan was approved with a capital
expenditure of one hundred seventy million dollars.
Next slide.
Slide 5
Circored Project: Construction Phase
For the construction phase, Cliffs selected Bechtel Canada as
the Engineering, procurement, and construction management
contractor. Lurgi was to supply the entire core of the plant as a
subcontractor. Lurgi wanted the contract to manage the whole
project, Cliffs trusted their technology, but did not know if they
were good construction managers.
Next slide.
Slide 6
Circored Project: Clashes
Tensions between Lurgi and Bechtel started immediately
because first, Lurgi saw the plant as their baby, second, Bechtel
exerted cost pressure on Lurgi, and finally, neither one trusted
the other.
Lurgi and Bechtel had different problem-solving skills, Bechtel
emphasized procedures and signoffs. Lurgi emphasized
decentralization and local problem solving.
Cliff’s project manager largely remained in Cleveland which
meant that reactions to problems were slow.
Next slide.
Slide 7
Circored Project: Startup Phase
The plant started up in May 1999 and the problems came in
quick succession. The team lost morale from all of the “We
have solved this problem, now we are almost there, and we are
going to make it” statements, only to encounter another problem
6. the next day. Many felt that the pressure on individuals was too
high.
Next slide.
Slide 8
Circored Project: Changes
At the end of 1999, a new management team was appointed over
the project. An audit was performed on every piece of
equipment to identify the most important problems. This
resulted in one hundred twenty reliability improvement projects,
which essentially summarized the remaining problems after the
effects of the previous year.
In parallel to the audit, Lurgi produced a new design to
overcome earlier problems. This design was successfully piloted
at the labs of two external engineering companies.
Another blow to the project came in June 2000 when LTV
exited the joint venture. They had suffered severe financial
problems since 1999 and were close to declaring bankruptcy.
Cliffs now owned eighty two percent and Lurgi eighteen
percent.
They used stringent project management methods and completed
the changes on time, by March 2001. The following months saw
a steady improvement of plant operations.
Next slide.
Slide 9
Circored Project: Changes, continued
By October 2001, the plant had become a technical success.
However, following the terrorist attacks on September 11, 2001,
the economy slumped into a world recession. In October prices
dropped to seventy five dollars per ton. At those prices, the
plant could not operate profitably. Rather than close the plant
altogether, they decided to cold idle the plant for a cost of ten
7. million dollars a year. The cold idle strategy was considered a
better alternative to long-term shutdown while waiting for the
market to recover. The cold idle meant they kept 90 key
personnel on staff.
Lurgi was sold in November 2001 , the new owners were
unwilling to share the cold idling costs.
Cliffs sold the facility to International Steel Group in August
2004. There were able to operate the facility profitably.
Thus, the Circored plant seems to have achieved success and
may yet have a significant influence on how the industry
converts iron ore into pure iron. As is often the case with
breakthrough technologies, the original owner lost out
financially and got out. In addition, several competent people
had their careers damaged by the events. The project manager
and the board were surprised when the problem-solving
activities turned out different than what had been predicted, and
surprise turned into frustration and disappointment. The
question is what was missing and what we can learn from this
project that is applicable to Project Risk Management more
generally.
Next slide.
Slide 10
PRM and the Circored Project
In the Circored project even though the project management
errors were avoidable, they only added four months to the
overrun. The majority of the overrun, twenty-two months, was
related to the difficulty of getting the process to run. The
project team of the Circored project had performed competent
risk management. They used experts to diagnose risk, the
project plan included contingencies, the residual risks were
tackled, and risk analysis was refined over the duration of the
project.
Next slide.
Slide 11
The Limit of PRM
8. Major problems in the Circored project were missed, not
because of lack of diligence but because of a fundamental lack
of knowledge. The Cliffs and Associates Limited people were
forced into a trial-and-error mode.
Based upon the nature of the uncertainty, the traditional Project
Risk Management methodologies were insufficient. The
traditional Project Risk Management approach rests on the
fundamental assumption that the project team is operating on
known terrain. Thus, the Project Risk Management methodology
was not able to predict the major potential problems.
When the management changes occurred at the end of the
project, the nature of the project’s uncertainty had changed
from unforeseeable to structured, so Project Risk Management
methods now worked.
Next slide.
Slide 12
Check Your Understanding
Slide 13
Summary
We have now reached the end of this lesson. Let’s take a look
at what we’ve covered.
First, we looked at the Circored project. We considered how the
project started, the process involved in the construction phase,
some of the key challenges to the project, the changes to the
project, market turmoil and how the project was finally
completed.
Finally, we considered why traditional project risk management
methods did not work for this project. Traditional project risk
management approaches assume that the project team is
operating in known terrain with a known range of things that
could happen. In projects with high uncertainty, traditional
9. approaches are insufficient and may have destructive effects.
This completes this lesson.
Due Date
Monday, January 23, 2017
9:00 AM
Points Possible
120
Click the link above to submit your assignment.
Assignment 1: Selecting Projects
Write a one to two (1–2) page paper in which you discuss the
single most important factor that
must be considered when selecting a project.
The format of the paper is to be as follows:
Typed, double-spaced, New Times Roman font (size 12), one-
inch margins on all sides. APA
format.
In addition to the one to two (1–2) pages required, a title page
is to be included. The title
page is to contain the title of the assignment, your name, the
instructor’s name, the course
title, and the date.
10. Note: You will be graded on the quality of your answers, the
logic/organization of the report, your
language skills, and your writing skills.
The assignment will be graded using the following rubric:
Outcomes
Assessed
Analyze the factors that go into project selection.
Use technology and information resources to research issues in
managing project teams.
Grading Rubric for Assignment 1 — Selecting Projects
Criteria
0
Unacceptable
40
Developing
60
Competent
80
Exemplary
1. Discuss the
single most
important factor
that must be
considered when
selecting a
11. project.
Did not complete
the assignment or
did not discuss the
single most
important factor
that must be
considered when
Partially discussed
the single most
important factor
that must be
considered when
selecting a project;
omitted some key
Sufficiently
discussed the
single most
important factor
that must be
considered when
selecting a project.
Fully discussed the
single most
important factor
that must be
considered when
selecting a project.
Completed with
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12. A S S I G N M E N T I N F O R M AT I O N
selecting a project;
omitted key
information and/or
included irrelevant
information.
Completed with
less than 60%
accuracy,
thoroughness, and
logic.
information.
Completed with
60-79% accuracy,
thoroughness, and
logic.
Completed with
80-89% accuracy,
thoroughness, and
logic.
90-100%
accuracy,
thoroughness, and
logic.
Criteria
0
Unacceptable
10
13. Developing
15
Competent
20
Exemplary
2. Clarity. Did not complete
the assignment, or
explanations are
unclear and not
organized.
(Major issues)
Explanations
generally unclear
and not well
organized.
(Many issues)
Explanations
generally clear
and/or organized.
(Minor issues)
Explanations very
clear and well
organized.
(Added helpful
details)
3. Writing –
Grammar,
sentence
14. structure,
paragraph
structure, spelling,
punctuation, APA
usage.
Did not complete
the assignment or
had 8 or more
different errors in
grammar, sentence
structure,
paragraph
structure, spelling,
punctuation, or
APA usage. (Major
issues)
Had 6–7 different
errors in grammar,
sentence structure,
paragraph
structure, spelling,
punctuation, or
APA usage. (Many
issues)
Had 4–5 different
errors in grammar,
sentence structure,
paragraph
structure, spelling,
punctuation, or
APA usage. (Minor
issues)
15. Had 0–3 different
errors in grammar,
sentence structure,
paragraph
structure, spelling,
punctuation, or
APA usage.
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_group_id=&mode=view#
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Week 3 Assignment 1 Submission
If you are using the Blackboard Mobile Learn iOS App, please
click "View in Browser”.
Click the link above to submit this assignment.
Students, please view the "Submit a Clickable Rubric
Assignment" video in the Student Center.
Instructors, training on how to grade is within the Instructor
Center.
Assignment 1: Circored Project
Due Week 3 and worth 150 points
Review your readings and discussions on the Circored Project
first introduced in Week 2. These will help
you complete this assignment.
Write a two to three (2-3) page paper in which you:
1. Summarize the key points of the project.
2. Determine how the risks were managed.
3. Recommend at least three (3) lessons learned for a project
manager to know for future
projects.
4. Use at least two (2) quality resources in this assignment.
Note: Wikipedia and similar
Websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
17. Be typed, double spaced, using Times New Roman font (size
12), with one-inch margins on
all sides; citations and references must follow APA or school-
specific format. Check with your
professor for any additional instructions.
Include a cover page containing the title of the assignment, the
student’s name, the
professor’s name, the course title, and the date. The cover page
and the reference page are
not included in the required assignment page length.
The specific course learning outcomes associated with this
assignment are:
Analyze the project risk identification and assessment
processes.
Examine the various types of project risks.
Use technology and information resources to research issues in
managing project risk.
Write clearly and concisely about managing project risk using
proper writing mechanics.
Grading for this assignment will be based on answer quality,
logic / organization of the paper, and
https://blackboard.strayer.edu/webapps/assignment/uploadAssig
nment?content_id=_20785546_1&course_id=_205277_1&assign
_group_id=&mode=view
language and writing skills, using the following rubric found
here.
18. https://blackboard.strayer.edu/bbcswebdav/institution/BUS/377/
1134/Week3-
1134/Week%203%20Assignment%201%20Grading%20Rubric.ht
ml
COMPREHENSIVE PROBLEM ALTERNATIVE P9
Determining Adjustments
At the end of the first three month of operation, Evergreen
Repair, Inc.’s trial balance is as follows.
Evergreen Repair, Inc.
Trial Balance
March 31, 2014
--------------------------------------------------------------------------
----------------------------------------------------------------
Cash 7983
Accounts Receivable 5872
Office Supplies 970
Prepaid Rent 1500
Equipment 5200
Accounts Payable 2629
Unearned Repair Revenue 1146
Common Stock 5000
Retained Earnings 6314
Dividends 1800
Repair Revenue 12,236
Wages Expense 3580
Office Cleaning Expense 420
19. 27,325 27,325
Evergreen has hired an accountant to prepare financial
statements to determine how well the company is doing after the
three months. Upon examining the accounting records, the
accountant finds the following items of interest:
a. An inventory of office supplies reveals supplies on hand of
$469.
b. The prepaid rent account includes the rent for the first three
months plus a deposit for April’s rent.
c. Depreciation on the equipment for the first three months is
$560.
d. The balance of the Unearned Repair Revenue Account
represents a 12-month service contract paid in advance on
February 1.
e. On March 31, accrued wages total $168.
f. Federal income taxes for the three months are estimated to be
$1250.
REQUIRED
All adjustments affect one balance sheet account and one
income statement account. For each of these situations, show
the accounts affected, the amount of the adjustment (using a +
or – to indicate an increase or decrease), and the balance of the
account after the adjustment in the following format.
Balance Amount of Balance Income Amount
of Balance
Sheet Adjustment After Statement
Adjustment After
20. Account (+ or -) Adjustment Account (+ or -)
Adjustment