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EMPLOYEES Using the footnotes, obtain copies of any director compensation agreements. Using the footnotes, obtain copies of any option plans. Using the footnotes, summarize any old amounts and terms to officers, directors, or employees. Do the footnotes contain any union labor agreements? Summarize the names, ages, titles, education, experience, and professional biographies of the senior management team. Obtain a copy of the organization chart. PAYROLL Verify if any special bonuses are to be paid to acquire employees in the event of a merger or acquisition, and quantify the amount. Discuss the employee benefits. HUMAN RESOURCES Using the footnotes, determine the matching contribution levels for pension plans. Using the footnotes, determine the pension plan eligibility criteria and vesting period. .
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This document discusses various types of incentive plans for motivating and compensating employees, salespeople, managers, and executives. It describes individual incentive plans, sales compensation plans including salary, commission, and combination plans. It also outlines organization-wide incentive plans like employee stock ownership plans, gainsharing plans, and at-risk variable pay plans. Team or group incentive plans are discussed, including how to set work standards and calculate pay for individual members. Incentives for managers include annual bonus plans tied to company profitability.
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Why do some organizations link incentive pay to the organization\'s overall performance? Discuss the advantages or disadvantages of using incentive pay for overall organizational performance over individual performance.
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Incentive and performance-based construction contracts rewarded contractors who completed projects by prescribed deadlines or ahead of schedule.
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Why do some organizations link incentive pay to the organization\'s overall performance? Discuss the advantages or disadvantages of using incentive pay for overall organizational performance over individual performance.
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Incentive and performance-based construction contracts rewarded contractors who completed projects by prescribed deadlines or ahead of schedule.
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Chapter 10: Pay-for-Performance: Incentive Rewards: 10.8 Incentives for Executives
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
10.8 Incentives for Executives
10.8a The Executive Pay Package
Executive compensation plans consist of five basic components:
base salary,
short-term incentives or bonuses,
long-term incentives or stock plans,
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perks.
Each of these elements may receive different emphasis in the executive’s compensation
package depending on various organizational goals and executive needs.
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An analysis of executive salaries shows that the largest portion of executive pay is
received in long-term incentive rewards and bonuses. Regardless, executives of Fortune
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very large corporations earning considerably more. The levels of competitive salaries in the
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organization’s compensation committee—normally members of the board of directors—will
order a salary survey to find out what executives earn in comparable enterprises. For
example, by one estimate, 96 percent of companies in the Standard & Poor’s 500 stock
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remain competitive for executive talent. As noted in Business Week, company boards
reason that a CEO who does not earn as much as his or her peers is likely to “take a hike.”
Comparisons may be based on organization size, sales volume, or industry groupings.
Thus, by analyzing the data from published studies, along with self-generated salary
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package outside the organization.
Executive Short-Term Incentives
Annual bonuses represent the main element of executive short-term incentives. A bonus
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frequently the case), deferred for a short time, or deferred until retirement. Most
organizations pay their short-term incentive bonuses in cash (in the form of a supplemental
check), in keeping with their pay-for-performance strategy. By providing a reward soon after
the performance and thus linking it to the effort on which it is based, they can use cash
bonuses as a significant motivator. Deferred bonuses are u.
552020 Print Previewhttpsng.cengage.comstaticnbui.docx
5/5/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=9781285872643&id=30222990&nbId=116383&snapshotId=116383&dockAppUid=101& 1/4
(1)
(2)
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Chapter 10: Pay-for-Performance: Incentive Rewards: 10.8 Incentives for Executives
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
10.8 Incentives for Executives
10.8a The Executive Pay Package
Executive compensation plans consist of five basic components:
base salary,
short-term incentives or bonuses,
long-term incentives or stock plans,
benefits, and
perks.
Each of these elements may receive different emphasis in the executive’s compensation
package depending on various organizational goals and executive needs.
Executive Base Salaries
Executive base salaries represent between 30 and 40 percent of total annual compensation.
An analysis of executive salaries shows that the largest portion of executive pay is
received in long-term incentive rewards and bonuses. Regardless, executives of Fortune
500 firms routinely earn an annual base salary in excess of $500,000, with executives in
very large corporations earning considerably more. The levels of competitive salaries in the
job market exert perhaps the greatest influence on executive base salaries. An
organization’s compensation committee—normally members of the board of directors—will
order a salary survey to find out what executives earn in comparable enterprises. For
example, by one estimate, 96 percent of companies in the Standard & Poor’s 500 stock
index use a technique called competitive benchmarking when setting executive pay or to
remain competitive for executive talent. As noted in Business Week, company boards
reason that a CEO who does not earn as much as his or her peers is likely to “take a hike.”
Comparisons may be based on organization size, sales volume, or industry groupings.
Thus, by analyzing the data from published studies, along with self-generated salary
surveys, the compensation committee can determine the equity of the compensation
package outside the organization.
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Annual bonuses represent the main element of executive short-term incentives. A bonus
payment may take the form of cash or stock and may be paid immediately (which is
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frequently the case), deferred for a short time, or deferred until retirement. Most
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Training and development play a key role in an HR compensation function by supporting each stage of the compensation process.
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Discussion post AssignmentPlease review lecture notes to ass.docx
Discussion post Assignment
Please review lecture notes to assist with questions
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CEO Compensation - Quick Guide
A company offer a competitive compensation arrangement in order to attract, retain, and motivate a qualified CEO to manage the organization.
This Quick Guide examines the elements of executive compensation and the process by which the compensation committee establishes pay packages.
It examines the questions:
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• How do boards structure pay?
• What is the difference between expected, earned, and realized pay?
• How much do CEOs make?
• Are CEOs paid the “right” amount?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
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PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION 1
PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION 6
Problem Identification and Recommendation for SFK Organization
Student’s Name
Institution
Date
Introduction and problem statement
From the case, it is apparent that SFK-NY is one of the non-profit organization that is striving a lot to ensure that its mission of empowering the human spirit in every child is achieved. The case indicates that there is a huge gap in the society concerning the human spirit and hence SFK-NY has done its best to fill this gap. However, a closer look at the case reveals that the SFK-NY has not yet achieved its goal or rather its missions and vision. The vision statement for the organization is “One World, Every Child” (Vallas and Sherman, 2012). According to the case, it is stated that the mission of ensuring that the vision “ One World, Every Child” is achieved would only be complete when every child and young adult in the target region has participated in the SFK-YK program (Vallas and Sherman, 2012). This is because for all the children to learn he tools to help them make wise choices that provide them with certainty, happiness, concern for the well-being of others, the organization needs to invest a lot not only in employing personnel but also in expanding their project worldwide.
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Body and discussion
One way in which an organization can achieve its strategic goal is by ensuring that all the factors of production are available and that they are put in proper use. Similarly, SFK-YK, despite offering the best and most popular services, must ensure that the factors of production are in place and that they are being utilized accordingly. Closer look at the case reveals that capital and resour.
Problem Set #2 SCOR470 Fall 2015 Topics Soil water pote.docx
Problem Set #2
SCOR470 Fall 2015
Topics: Soil water potential, unit conversions, soil water content
Honor code opportunity- It is required that the work you are turning in is your effort. In addition,
you may wish to sign the honor code statement. Declining to sign this statement will not count
against you.
"I have not given, received, or used any unauthorized assistance."
Signature
1. Unit conversions
a. You are curious about the matric potential of an air-dried soil. This depends on the
relative humidity of the air of course but you find a value of -2.20 x 105 J/Kg in a journal
article. Express this in MPa and m. (Note that the permanent wilting point for plants is
typically assumed to be -1.5 MPa.)
b. You need a value for the osmotic pressure of maple tree sap and find a table in a
reliable older reference stating 2.23 x 106 erg/cm3. Convert this to m, ft., and Pa.
c. Your grandfather’s WWII submarine could withstand about 1.5 MPa of water
pressure. Assuming a saltwater density of 1.03 g/cm3, calculate the crush-depth of the
submarine in m and ft.
2. a. Calculate the energy/volume (in J/m3) of water a plant root must overcome to withdraw
water laterally from a soil with a matric potential of -15000 cm with an EC of 8 dS/m.
b. Assuming 15 oC, calculate the relative humidity in the soil air for the soil in part (a).
Note that this soil is near the wilting point for many plants.
Helpful information: The EC, electrical conductivity, is a measure of the total dissolved salts in a
system. For a wide range of soils, the following empirical relationship relates the EC of the soil
solution to the osmotic pressure (Π) of the solution; Π(bars)= 0.36 x EC (dS/m). The EC unit is
decisiemen per meter.
3. Consider a soil profile above a shallow water table:
clay loam
water table
loamy sand
loam
silt loam
0.40 m
0.30 m
0.15 m
0.20 m
Soil surface
Suppose the θ(h) in this profile is described by the Brooks-Corey formulation:
θ(h) = θS for |h| ≤ |he|
θ(h) = (θS -θr)[(he/h)
λ] + θr for |h| > |he|
Using the parameters in the following table, calculate and plot the equilibrium water content
profile, θ(z), from the soil surface to the water table.
4. The following system is at equilibrium. Determine each component of the total soil water
potential in energy/volume and energy/weight at the points indicated (A, B, …). If a component
is zero, state why.
Soil
θS
θr
|he|
(cm)
λ
Silt Loam
0.49
0.10
12
0.21
Loamy sand
0.40
0.02
3
0.47
Loam
0.44
0.05
7
0.23
Clay loam
0.51
0.14
19
0.18
Loamy
sand Clay loam
A∙ B∙
Semi-permeable
membrane
Soils slightly saline
EC=0.75 dS/m
Pair(abso.
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Similar to EMPLOYEESUsing the footnotes, obtain copies of any directo.docx
[DIY] Employee Stock Options the right way
Equity/ Stock-based compensation is a method by which corporations use options to buy stock at subsidized/ no cost usually at a future date to incentivize, retain and reward their employees/ advisors.
13 chapter job satisfaction_ji
Employees who are satisfied with their jobs perform better. Companies should create an atmosphere where employees feel appreciated and can advance. Performance appraisal and reward systems let employees know their work is valued. These systems include bonuses, profit sharing, stock options, and recognition programs. They boost morale and motivate employees to exceed expectations. Effective communication, understanding personalities, training, and motivation techniques allow managers to maximize employee potential.
Compensation practices
COMPENSATION PRACTICES
Compensation is the process of providing adequate, equitable and fair remuneration to the employees. It is what employees receive in exchange for their contribution to the organization. It is a comprehensive term which includes pay, incentives and benefits offered to the employees.
PURPOSEOF COMPENSATION
THE PAY MODEL
STRATEGIC COMPENSATION PLANNING
COMPENSATION POLICY ISSUES
COMPENSATION ADMINISTRATION PROCESS
CLASSIFICATION OF REWARDS
COMPONETS OF FINANCIAL COMPENSATION
BASE PAY
VARIABLE PAY/PAY FOR PERFORMANCE : INCENTIVES
TYPES OF INCENTIVES
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Chapter 10: Pay-for-Performance: Incentive Rewards: 10.8 Incentives for Executives
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
10.8 Incentives for Executives
10.8a The Executive Pay Package
Executive compensation plans consist of five basic components:
base salary,
short-term incentives or bonuses,
long-term incentives or stock plans,
benefits, and
perks.
Each of these elements may receive different emphasis in the executive’s compensation
package depending on various organizational goals and executive needs.
Executive Base Salaries
Executive base salaries represent between 30 and 40 percent of total annual compensation.
An analysis of executive salaries shows that the largest portion of executive pay is
received in long-term incentive rewards and bonuses. Regardless, executives of Fortune
500 firms routinely earn an annual base salary in excess of $500,000, with executives in
very large corporations earning considerably more. The levels of competitive salaries in the
job market exert perhaps the greatest influence on executive base salaries. An
organization’s compensation committee—normally members of the board of directors—will
order a salary survey to find out what executives earn in comparable enterprises. For
example, by one estimate, 96 percent of companies in the Standard & Poor’s 500 stock
index use a technique called competitive benchmarking when setting executive pay or to
remain competitive for executive talent. As noted in Business Week, company boards
reason that a CEO who does not earn as much as his or her peers is likely to “take a hike.”
Comparisons may be based on organization size, sales volume, or industry groupings.
Thus, by analyzing the data from published studies, along with self-generated salary
surveys, the compensation committee can determine the equity of the compensation
package outside the organization.
Executive Short-Term Incentives
Annual bonuses represent the main element of executive short-term incentives. A bonus
payment may take the form of cash or stock and may be paid immediately (which is
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frequently the case), deferred for a short time, or deferred until retirement. Most
organizations pay their short-term incentive bonuses in cash (in the form of a supplemental
check), in keeping with their pay-for-performance strategy. By providing a reward soon after
the performance and thus linking it to the effort on which it is based, they can use cash
bonuses as a significant motivator. Deferred bonuses are u.
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(1)
(2)
(3)
(4)
(5)
Chapter 10: Pay-for-Performance: Incentive Rewards: 10.8 Incentives for Executives
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
10.8 Incentives for Executives
10.8a The Executive Pay Package
Executive compensation plans consist of five basic components:
base salary,
short-term incentives or bonuses,
long-term incentives or stock plans,
benefits, and
perks.
Each of these elements may receive different emphasis in the executive’s compensation
package depending on various organizational goals and executive needs.
Executive Base Salaries
Executive base salaries represent between 30 and 40 percent of total annual compensation.
An analysis of executive salaries shows that the largest portion of executive pay is
received in long-term incentive rewards and bonuses. Regardless, executives of Fortune
500 firms routinely earn an annual base salary in excess of $500,000, with executives in
very large corporations earning considerably more. The levels of competitive salaries in the
job market exert perhaps the greatest influence on executive base salaries. An
organization’s compensation committee—normally members of the board of directors—will
order a salary survey to find out what executives earn in comparable enterprises. For
example, by one estimate, 96 percent of companies in the Standard & Poor’s 500 stock
index use a technique called competitive benchmarking when setting executive pay or to
remain competitive for executive talent. As noted in Business Week, company boards
reason that a CEO who does not earn as much as his or her peers is likely to “take a hike.”
Comparisons may be based on organization size, sales volume, or industry groupings.
Thus, by analyzing the data from published studies, along with self-generated salary
surveys, the compensation committee can determine the equity of the compensation
package outside the organization.
Executive Short-Term Incentives
Annual bonuses represent the main element of executive short-term incentives. A bonus
payment may take the form of cash or stock and may be paid immediately (which is
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javascript://
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frequently the case), deferred for a short time, or deferred until retirement. Most
organizations pay their short-term incentive bonuses in cash (in the form of a supplemental
check), in keeping with their pay-for-performance strategy. By providing a reward soon after
the performance and thus linking it to the effort on which it is based, they can use cash
bonuses as a significant motivator. Deferred bonuses are u.
Advantage of T&D for HR function like Compensation
Training and development play a key role in an HR compensation function by supporting each stage of the compensation process.
At the assessment stage, training aids in analyzing the organization and labor market. In design, it helps understand compensation components and variable pay systems. Development requires documenting strategies for all compensation practices. Implementation ensures guidelines are followed to balance organizational and individual needs. Evaluation supports reviewing roles and pay for consistency and making improvements. Overall, training strategically links compensation to performance to plan effective reward programs.
Performance linked incentives2
This document discusses common group and organizational incentive plans including gain sharing plans, profit sharing plans, cafeteria plans, and employee stock ownership plans (ESOPs).
Gain sharing plans reward employees when productivity or other performance metrics improve above a target level. Profit sharing plans provide additional compensation to employees when company profits are high. Cafeteria plans allow employees some choice in their benefits. ESOPs grant employees ownership stakes in the company through stock options or shares.
Nygard JCB SeptOct15-7
This document discusses how corporations determine the size of annual equity awards without considering past stock price performance, leading to a disconnect between long-term incentive pay and performance ("equity award amnesia"). It proposes a "dynamic award methodology" that factors in historical stock price changes when setting award sizes. Doing so would improve various compensation metrics and better align executive pay with shareholder experience by providing larger awards after price increases and smaller awards after decreases. The document argues this approach makes more sense given equity awards are intended to reward long-term performance and shareholder interests.
Incentives and Fringe benefits in HRM
The presentation talks about incentives and fringe benefits provided to it's employees by an organisation.
Discussion post AssignmentPlease review lecture notes to ass.docx
Discussion post Assignment
Please review lecture notes to assist with questions
Week 2 Lecture
In Week 2, this course will discuss the uses of incentive pay plans including the pros and cons of the various employee pay plans. This week will also discuss the relationship between performance management and compensation.
Employee incentive compensation programs grew from the philosophy that employees will be driven by rewards. As a result, organizations use incentive compensation programs to produce their targeted results. Organizations reward employees who produce. Organizations need to improve or keep employee motivation and the key is finding out what employees want and value as incentives. There are a variety of incentive pay plans. A few such plans are discretionary bonus plans, annual pay increase plan, profit sharing, retention bonusses and project-based bonus. A common compensation plan is based on the employee’s seniority and hence called “seniority pay.” An employee under this plan receives compensation due to the length of time he/she has been with the organization or tenure with the organization. Many times, this type of plan is found in unionized workforces, however it can be found in many different types of organizations as well. The one issue with this type of plan is the increase in compensation may not be appropriate, especially if the employee is not performing and as a result, it may have a negative impact on the organization. The employee may have an expectation of an increase regardless of performance or organizational productivity. If the organization doesn’t produce, the employee will expect an increase regardless. Another incentive plan is the “merit plan” where employees are paid based on past performance usually during a specific period. The merit plan pays employees for meeting standards or performance goals and can be utilized in conjunction with annual performance evaluations. For this type of pay plan to work, the organization needs to set goals that are obtainable and realistic. Some organizations utilize SMART goals. SMART goals are goals that are set that are specific, measurable, attainable, relevant and time framed. Additionally, employees need to be made aware of the terms of the merit pay plan so they know how and when to reach their goals. Goals should be aligned with the organizational mission, vision and guiding principles. Merit pay programs are not appropriate for all companies and for the plan to be successful, top management must agree to reward the top performers with meaningful pay differentials that match the levels of the employee performance (Martocchio, 2017). Another incentive plan is the “person-centered pay” which is a plan that rewards employees for acquiring job related knowledge, skills or competencies (Martocchio, 2017). The person-centered play plan is not based on job performance. This plan is a means of rewarding employees for their actions acquiring skills. Furthermore, person-ce.
Hrd 24-mathis-12e-ch13-sh-variable pay and executive compensation
This document discusses variable pay and executive compensation. It covers topics such as developing successful pay-for-performance plans, individual and group/team incentives, profit sharing plans, employee stock ownership plans, sales compensation plans, and executive compensation. Key factors in developing successful variable pay plans include ensuring the plan fits the organization, rewards the appropriate actions, and is administered properly.
Terminology HR
This document defines and describes various types of compensation plans and employee benefits, including:
- Scientific management, which is a management approach based on improving work methods through observation and analysis.
- Sick leave, which provides pay to employees when off work due to illness.
- Stock options, which give employees the right to purchase company stock at a future date for today's price.
- Straight piecework, an incentive plan where employees are paid per item produced.
- Several other compensation plans like team incentives, variable pay, standard hour plans, and bonuses as well as benefits like unemployment and vacation pay.
Pms presentation
performance management system
incentive plans, profit sharing plans
Lincoln incentive plan, Scanlon plan, gainsharing plan, organization wide incentive plans
Executive Compensation.pptx
Executive compensation refers to remuneration packages for senior management and executives. It typically includes a base salary, annual performance bonus, long-term stock incentives, retirement benefits, and perks. Long-term incentives, like stock options and performance-vested stock, make up the largest part of compensation and are intended to reward executives for achieving strategic goals that maximize shareholder value over 3-5 years. Performance-based pay aims to tie compensation to company and stock performance.
Executive Compensation.pdf
Executive compensation refers to remuneration packages for senior management and executives. It typically includes a base salary, annual performance bonus, long-term stock incentives, retirement benefits, and perks. Long-term stock incentives, like stock options and performance-vested stock, make up the largest part of compensation and aim to reward executives for achieving strategic goals that maximize shareholder value over 3-5 years. Performance-based pay seeks to tie compensation to company and stock performance.
Executive compensation ashish#1
Executive compensation consists of four main elements: salary, bonus, long-term incentives, and perquisites. Salary makes up 40-60% of compensation but is not very significant on its own. Bonuses are based on company or individual performance. Long-term incentives include stock options that increase in value as share prices rise. Perquisites provide benefits like cars, club memberships, and other special privileges. Companies design compensation packages to attract, retain, and motivate top executive talent through salaries and various performance-based incentives.
executivecompensation-ashish1-140818150508-phpapp01
Executive compensation consists of four main elements: salary, bonus, long-term incentives, and perquisites. Salary makes up 40-60% of compensation but is not very significant on its own. Bonuses are based on company or individual performance. Long-term incentives include stock options that increase in value as share prices rise. Perquisites provide benefits like cars, club memberships, and other special privileges. Companies design compensation packages to attract, retain, and motivate top executive talent through salaries and various performance-based incentives.
Compensation and performance management
This document discusses compensation and performance management in organizations. It covers topics like the objectives of compensation, forms of pay including wages, salaries, incentives, benefits and services. It discusses factors that influence compensation and the views of different stakeholders like employees, managers, society and stockholders. It also covers principles of effective incentive schemes and prerequisites for payment systems. Overall, the document provides an overview of compensation practices and their role in motivating employees.
CEO Compensation - Quick Guide
A company offer a competitive compensation arrangement in order to attract, retain, and motivate a qualified CEO to manage the organization.
This Quick Guide examines the elements of executive compensation and the process by which the compensation committee establishes pay packages.
It examines the questions:
• What is the purpose of a compensation program?
• How do boards structure pay?
• What is the difference between expected, earned, and realized pay?
• How much do CEOs make?
• Are CEOs paid the “right” amount?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
7.performance linked pay
This document discusses various types of performance-linked pay programs. It describes individual incentive programs like commission and individual performance-related pay that reward individual output. Group programs like profit-sharing and gain-sharing that compensate employees based on group or organizational performance are also discussed. The document outlines some criticisms of traditional merit pay programs and contrasts performance-linked pay with other compensation approaches like salary and bonuses. Both the potential benefits of performance pay in improving motivation as well as the risks of damaging relationships and risk-taking are presented.
Similar to EMPLOYEESUsing the footnotes, obtain copies of any directo.docx (20)
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Advantage of T&D for HR function like Compensation
Advantage of T&D for HR function like Compensation
Discussion post AssignmentPlease review lecture notes to ass.docx
Discussion post AssignmentPlease review lecture notes to ass.docx
Hrd 24-mathis-12e-ch13-sh-variable pay and executive compensation
Hrd 24-mathis-12e-ch13-sh-variable pay and executive compensation
executivecompensation-ashish1-140818150508-phpapp01
executivecompensation-ashish1-140818150508-phpapp01
More from elishaoatway
PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION .docx
PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION 1
PROBLEM IDENTIFICATION AND RECOMMENDATIONS FOR SFK ORGANIZATION 6
Problem Identification and Recommendation for SFK Organization
Student’s Name
Institution
Date
Introduction and problem statement
From the case, it is apparent that SFK-NY is one of the non-profit organization that is striving a lot to ensure that its mission of empowering the human spirit in every child is achieved. The case indicates that there is a huge gap in the society concerning the human spirit and hence SFK-NY has done its best to fill this gap. However, a closer look at the case reveals that the SFK-NY has not yet achieved its goal or rather its missions and vision. The vision statement for the organization is “One World, Every Child” (Vallas and Sherman, 2012). According to the case, it is stated that the mission of ensuring that the vision “ One World, Every Child” is achieved would only be complete when every child and young adult in the target region has participated in the SFK-YK program (Vallas and Sherman, 2012). This is because for all the children to learn he tools to help them make wise choices that provide them with certainty, happiness, concern for the well-being of others, the organization needs to invest a lot not only in employing personnel but also in expanding their project worldwide.
Expanding the program worldwide would need an enormous amount of money. Given that the SFK-YK is a non-profit organization, it means that it does not get capital from the services they offer. This is because they do not charge the beneficiaries for the services they get. The organization, according to the case, depends on donations from individuals, corporations, foundations, groups, clubs, and organization as well as their own fundraising from special events. Despite the fact that the organization gets a lot of assistance from well-wishers and clubs, the organizational Advisory Board and the director argue that their major concern is that SFK is not generating as much revenue through fundraising to support the current operation. They are also concerned that the organization is gaining a lot of popularity and that because of this, it is likely that it may experience massive growth. The board is also claiming that the cost for every student is approximately $300 per program, which is too much because every student needs to finish level 1,2 and even 3 depending on the availability of funding. This essay will support why lack of finance is the major strategic obstacle to the SFK-YK Program.
Body and discussion
One way in which an organization can achieve its strategic goal is by ensuring that all the factors of production are available and that they are put in proper use. Similarly, SFK-YK, despite offering the best and most popular services, must ensure that the factors of production are in place and that they are being utilized accordingly. Closer look at the case reveals that capital and resour.
Problem Set #2 SCOR470 Fall 2015 Topics Soil water pote.docx
Problem Set #2
SCOR470 Fall 2015
Topics: Soil water potential, unit conversions, soil water content
Honor code opportunity- It is required that the work you are turning in is your effort. In addition,
you may wish to sign the honor code statement. Declining to sign this statement will not count
against you.
"I have not given, received, or used any unauthorized assistance."
Signature
1. Unit conversions
a. You are curious about the matric potential of an air-dried soil. This depends on the
relative humidity of the air of course but you find a value of -2.20 x 105 J/Kg in a journal
article. Express this in MPa and m. (Note that the permanent wilting point for plants is
typically assumed to be -1.5 MPa.)
b. You need a value for the osmotic pressure of maple tree sap and find a table in a
reliable older reference stating 2.23 x 106 erg/cm3. Convert this to m, ft., and Pa.
c. Your grandfather’s WWII submarine could withstand about 1.5 MPa of water
pressure. Assuming a saltwater density of 1.03 g/cm3, calculate the crush-depth of the
submarine in m and ft.
2. a. Calculate the energy/volume (in J/m3) of water a plant root must overcome to withdraw
water laterally from a soil with a matric potential of -15000 cm with an EC of 8 dS/m.
b. Assuming 15 oC, calculate the relative humidity in the soil air for the soil in part (a).
Note that this soil is near the wilting point for many plants.
Helpful information: The EC, electrical conductivity, is a measure of the total dissolved salts in a
system. For a wide range of soils, the following empirical relationship relates the EC of the soil
solution to the osmotic pressure (Π) of the solution; Π(bars)= 0.36 x EC (dS/m). The EC unit is
decisiemen per meter.
3. Consider a soil profile above a shallow water table:
clay loam
water table
loamy sand
loam
silt loam
0.40 m
0.30 m
0.15 m
0.20 m
Soil surface
Suppose the θ(h) in this profile is described by the Brooks-Corey formulation:
θ(h) = θS for |h| ≤ |he|
θ(h) = (θS -θr)[(he/h)
λ] + θr for |h| > |he|
Using the parameters in the following table, calculate and plot the equilibrium water content
profile, θ(z), from the soil surface to the water table.
4. The following system is at equilibrium. Determine each component of the total soil water
potential in energy/volume and energy/weight at the points indicated (A, B, …). If a component
is zero, state why.
Soil
θS
θr
|he|
(cm)
λ
Silt Loam
0.49
0.10
12
0.21
Loamy sand
0.40
0.02
3
0.47
Loam
0.44
0.05
7
0.23
Clay loam
0.51
0.14
19
0.18
Loamy
sand Clay loam
A∙ B∙
Semi-permeable
membrane
Soils slightly saline
EC=0.75 dS/m
Pair(abso.
Problem descriptionThe Jim Thornton Coffee House chain is .docx
Problem description
The Jim Thornton Coffee House chain is planning expansion into Calgary. It has selected many
possible sites for new coffee houses. The possible sites are joined by roads that form a spanning tree.
To eliminate competition with itself, the company has determined that it should not choose two
sites that are adjacent in this tree. From its market evaluation, the company has also determined
the expected profit per year for each site. Your job is to determine what sites Jim Thornton should
choose for his coffee houses.
a. Define this problem precisely, by defining the required Input and the required Output. Use
mathematical notation.
b. Write a recursive equation for the function that maximizes the profit per year. Include a
short argument that your equation is correct.
c. Write an efficient algorithm that computes the maximum profit per year, and also computes
the sites that should be chosen. Your algorithm should run in time that is polynomial in the
input size.
d. What is the asymptotic running time of your algorithm? Defend your answer.
Your algorithm and proofs should be precise and concise (as well, of course, as correct.) Elegance
of your solution counts.
2
CPSC 413 — Winter, 2013
Home Work Exercise #8
March 16, 2013
1. Exercise 1 Chapter 6, page 312 of the textbook.
Answer:
(a) A counterexample is given in Figure 1. The given algorithm finds an independent set of
weight 8. However, the maximum total weight is 10 by adding the nodes at two ends to
the independent set.
5 58
Figure 1: A counterexample to the algorithm of 1(a)
(b) A counterexample is given in Figure 2. The given algorithm finds an independent set of
weight 11. However, the maximum total weight is 19 by adding the nodes at two ends to
the independent set.
10 12 9
Figure 2: A counterexample to the algorithm of 1(b)
(c) Input: An array A = (a1, . . . , an) of n integers. (I use “array” rather than “set” here
because the elements in a set do not have the notion of order.)
Output: A set S = {aα1, . . . , aαm} ⊆ A, which satisfies
(1)
m∑
i=1
aαi is maximum;
(2) ∀i ∈ {1, . . . , m}, ̸ ∃j ∈ {1, . . . , m} s.t. |αi − αj| = 1.
Optimization function. Indset[i] denotes the maximum independent set of an array with
i positive integers (a1, . . . , ai). Let OPT [i] denote the total weight of Indset[i]. The
optimization function is
OPT [0] = 0, OPT [1] = max{0, a1},
OPT [i] =
{
OPT [i − 1] if OPT [i − 1] ≥ OPT [i − 2] + ai
OPT [i − 2] + ai otherwise
Correctness of the optimization function. It is trivial if n = 0 or 1. When n ≥ 2, there
are two cases to be considered. Case 1: Indset[n] includes an. Then Indset[n] must not
include an−1. And Indset[n]−{an} must be a maximum independent set of (a1, . . . , an−2).
This can be easily verified by a replacement argument. If the statement is not true, then
the total weight of Indset[n] − {an} is less than OPT [n − 2]. Then Indset[n − 2] ∪ {an}
has total weight larger than Indset[n] does, and this co.
Problem 5The probability distributions for inter-arrival a.docx
Problem 5
The probability distributions for inter-arrival and service times for the help desk for a loan application center are given below. Assume that the first customer calls at time 9AM and that no one is being served or waiting to be served when the first customer calls. Simulate the arrival and service for 10 customers for one and two service representatives starting at 9AM. Determine the average customer waiting time for each of the two situations? The probability distributions for inter-arrival time and service time are given below. Write random numbers in the tables below. Use the table on the next page for simulating the one-representative case and the two-representative cases.
Inter-arrival time (min)
Probability
1
0.20
1
20
2
0.20
21
40
3
0.10
41
50
5
0.10
51
60
7
0.20
61
80
10
0.20
81
100
Service time (min)
Probability
3
0.40
1
40
5
0.30
41
70
8
0.15
71
85
15
0.05
86
90
20
0.05
91
95
25
0.05
95
100
Two-employee Case
One-employee Case
Representative 1
Representative 2
Customer Number
Random Number
Inter-arrival Time
Call Time
Random Number
Service Time
Service Begins
Service Ends
Waiting Time
Service Begins
Service Ends
Service Begins
Service Ends
Waiting Time
1
9:00
40
-
-
2
45
17
-
-
3
91
86
-
-
4
31
38
-
-
5
37
55
6
97
13
7
70
21
8
19
59
9
68
29
-
-
10
59
77
-
-
Running head: EMPLOYEE NEEDS ASSESSMENT
1
EMPLOYEE NEEDS ASSESSMENT
EMPLOYEE NEEDS ASSESSMENT
Employee Needs assessment
Sharon Sweeney Wallace
Capella University
Instructor: Lori White
May 19, 2013
Employee Needs assessment
Organizations have long recognized that employees make contributions through a work behavior that leads to measurable performance. The appraisal process helps management assess this contribution as well as identify areas that need improvement. As a formal process, appraisal is a part of a performance system designed to manage an organizations human resources. The growing complexity of customer, employee and management relationships requires a new leadership paradigm. This is certainly true in today’s highly competitive market place where a premium is placed on the development of human capital. Management of today’s workforce has been made more difficult by the implementation of the contemporary business practices such as downsizing, reengineering, Total Quality Management (TQM), employee empowerment and team performance systems. These changes have altered the dynamics of the traditional management and employee relationships. The increase in layoffs globally has placed organizations in a more complicated position to manage their workforces. Business organizations have continued to develop sophisticated performance management systems to manage their human resources and to identify leaders to sustain growth of the company (Kusluvan, 2003).
Employee performance can be improved in many ways. E.
Problem 4-6 Calculating Internal Growth [LO3]The most recent fin.docx
Problem 4-6 Calculating Internal Growth [LO3]
The most recent financial statements for Live Co. are shown here:
Income Statement
Balance Sheet
Sales
$
16,300
Current assets
$
10,900
Debt
$
15,400
Costs
11,700
Fixed assets
26,250
Equity
21,750
Taxable income
$
4,600
Total
$
37,150
Total
$
37,150
Taxes (40%)
1,840
Net income
$
2,760
Assets and costs are proportional to sales. Debt and equity are not. The company maintains a constant 20 percent dividend payout ratio. No external financing is possible.
What is the internal growth rate? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Internal growth rate
%
2. Problem 4-7 Calculating Sustainable Growth [LO3]
The most recent financial statements for Live Co. are shown here:
Income Statement
Balance Sheet
Sales
$
16,200
Current assets
$
10,600
Debt
$
15,100
Costs
12,400
Fixed assets
25,500
Equity
21,000
Taxable income
$
3,800
Total
$
36,100
Total
$
36,100
Taxes (40%)
1,520
Net income
$
2,280
Assets and costs are proportional to sales. Debt and equity are not. The company maintains a constant 25 percent dividend payout ratio. No external equity financing is possible.
What is the sustainable growth rate? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Sustainable growth rate
%
3. Problem 4-8 Sales and Growth [LO2]
The most recent financial statements for Mc Govney Co. are shown here:
Income Statement
Balance Sheet
Sales
$
52,600
Current assets
$
23,200
Long-term debt
$
54,000
Costs
42,300
Fixed assets
93,000
Equity
62,200
Taxable income
$
10,300
Total
$
116,200
Total
$
116,200
Taxes (34%)
3,502
Net income
$
6,798
Assets and costs are proportional to sales. The company maintains a constant 40 percent dividend payout ratio and a constant debt–equity ratio.
What is the maximum increase in sales that can be sustained assuming no new equity is issued? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Maximum increase in sales
$
4. Problem 4-16 Full-Capacity Sales [LO1]
Alter Bridge Mfg., Inc., is currently operating at only 78 percent of fixed asset capacity. Current sales are $840,000. How fast can sales grow before any new fixed assets are needed? (Do not round intermediate calculations and round your final answer to 2 decimal places. (e.g., 32.16))
Maximum sales growth
%
5. Problem 4-17 Fixed Assets and Capacity Usage [LO1]
Alter Bridge Mfg., Inc., is currently operating at only 88 percent of fixed asset capacity. Current sales are $760,000. Fixed assets are $460,000 and sales are projected .
PROBLEM 8-18a. Fill in the worksheet with the appropriate value.docx
PROBLEM 8-18:
a. Fill in the worksheet with the appropriate values, provide footnotes with calculations as appropriate;
Davis Corporation
Accounting Equation
Event
Assets
=
Liabilities
Stockholders’ Equity
Cash
=
Div. . Pay .
+
Pfd.
Stk.
+
Com. Stk.
+
PIC in Exc. PS
+
PIC in Exc.
CS
Trea-sury Stock
+
Ret. Earn.
Acct. Title R/E
2012
1/2
1/15
2/14
12/31
12/31
12/31*
Bal.
=
+
+
+
+
+
2013
1/31
3/1
6/1
12/31
12/31
12/31**
Bal.
=
+
+
+
+
+
Footnotes: * :
Footnotes: **:
b. Fill in the worksheet with the appropriate values;
Stockholders’ Equity
Preferred Stock, $50 par value, 5% cumulative, 50,000 shares authorized, 1,000 shares issued and outstanding
Common Stock, $10 par value, 100,000 shares authorized, 20,000 shares issued and outstanding
Paid-In Capital in Excess of ParPreferred Stock
Paid-In Capital in Excess of ParCommon Stock
Total Paid-In Capital
Retained Earnings
Total Stockholders’ Equity
c. Fill in the worksheet with the appropriate values;
Davis Corporation
Balance Sheet
As of December 31, 2013
Assets
Cash
Total Assets
Liabilities
Dividends Payable
Total Liabilities
Stockholders’ Equity
Preferred Stock, $50 par value, 5% cumulative, 50,000 shares authorized, 3,000 shares issued and outstanding
Common Stock, $10 par value, 100,000 shares authorized, 20,000 shares issued, 19,500 shares outstanding
Paid-In Capital in Excess of ParPreferred Stock
Paid-In Capital in Excess of ParCommon Stock
Total Paid-In Capital
Retained Earnings2
Less: Treasury Stock
Total Stockholders’ Equity
Total Liabilities and Stockholders’ Equity
PROBLEM 8-23:
This problem requires a brief memo, the completed schedules below and discussions;
Advantages
Disadvantages
Partnership
Ease of formation
Less regulation
Lower effective tax rate
Limited life
Mutual agency
Unlimited liability
Corporation
Unlimited life
Limited liability
Capital easier to acquire & ownership easily transferred
More regulation
Higher effective tax rate
Partnership
Corporation
Income before taxes
Tax at entity level (30%)
Net income distributed to owners
Less: Individual income tax (30%/15%)
After-tax cash flow
After-tax cash flow available to each investor*
Effective tax rate*
* show calculations
PROBLEM 7-26:
a. Fill in the worksheet with the appropriate values, provide footnotes with calculations as appropriate;
Artesia Co.
Effect of Events on the General Ledger
2012 and 2013
Asset.
PROBLEM 5-5BPrepare a correct detailed multiple-step income st.docx
PROBLEM 5-5B
Prepare a correct detailed multiple-step income statement. Assume a tax rate of 25%.
WRIGHT COMPANY
Income Statement
For the Month Ended December 31, 2014
Sales Revenues
Account title
Amount
Account title
Amount
Account title
Amount
Net Sales
Cost of goods sold
Gross profit
Amount
Operating Expenses
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Total operating expenses
Amount
Income from operations
Amount
Other revenues and gains
Account title
Amount
Other expenses and losses
Account title
Amount
Amount (Total)
Income before income taxes
Income tax expense
Net Income
P5-5B
An inexperienced accountant prepared this condensed income statement for
Wright Company, a retail firm that has been in business for a number of years.
WRIGHT COMPANY
Income Statement
For the Year Ended December 31, 2014
Revenues
Net sales $952,000
Other revenues 16,000
968,000
Cost of goods sold 548,000
Gross profit 420,000
Operating expenses
Selling expenses 160,000
Administrative expenses
104,000
264,000
Net earnings $156,000
As an experienced, knowledgeable accountant, you review the statement and determine
the following facts.
1. Net sales consist of sales $972,000, less freight-out on merchandise sold $20,000.
2. Other revenues consist of sales discounts $12,000 and interest revenue $4,000.
3. Selling expenses consist of salespersons’ salaries $88,000; depreciation on equip-
ment $4,000; sales returns and allowances $46,000; advertising $12,000; and sales
commissions $10,000. All compensation should be recorded as Salaries and Wages
Expense.
4. Administrative expenses consist of office salaries $54,000; dividends $14,000; utili-
ties $13,000; interest expense $3,000; and rent expense $20,000, which includes
prepayments totaling $2,000 for the first month of 2015. The utilities represent
utilities paid. At December 31, utility expense of $3,000 has been incurred but not
paid.
Problem 6-2B
(a) Determine the Cost of Goods Available for Sale
Date
Explanation
Units
Unit Cost
Total Cost
Total
(b) Determine the ending inventory and cost of goods sold under each of the assumed cost flow methods. Prove the accuracy of the cost of goods sold under FIFO and LIFO.
FIFO
(1) Ending Inventory
(2) Cost of Goods Sold
Date
Units
Unit Cost
Total Cost
Cost of goods available for sale
Amount
Amount
Amount
Less: ending inventory
Amount
Amount
Amount
Total
Amount
Total
Amount
Cost of Goods Sold
Amount
Proof of Cost of Goods Sold (FIFO)
Date
Units
Unit Cost
Total Cost
Amount
Amount
Amount
Amount
Amount
Amount
Amount
Amount
Total
Amount
Total
Amount
LIFO
(1) Ending Inventory
(2) Cost of Goods Sold
Date
Units
Unit Cost
Total Cost
Cost of goods available for sale
Amount
Amount
Amount
Less: ending inventory
Amount
Amount
Amount
Total
Amount
Total
Amount
Cost of Goods Sold
Amo.
Problem BackgroundYour project consists of six activities show.docx
Problem Background
Your project consists of six activities shown in the table below, along with: (1) planned start and finish dates; (2) activity budgets; and (3) earned value (EV) accrual rules from you project cost management plan.
Activity
Planned Start
Planned Finish
Budget
EV Accrual Rule
Activity One
Mon - 10/13/14
Fri - 10/31/14 (
10,000
Percent Complete with Gates
Activity Two
Mon - 10/20/14
Fri -11/28/14
30,000
Fixed Formula -50/50
Activity Three
Mon -11/3/14
Fri -11/14/14
7,000
Fixed Formula -20/80
Activity Four
Mon -10/13/14
Fri -11/14/14
20,000
Weighted Milestones
Activity Five
Mon 11/17/14
Fri - 12/5/14
10,000
Fixed Formula – 0/100
Activity Six
Mon -12/8/14
Fri -12/19/14
7,000
Fixed Formula – 0/100
Activity Two has a start-to-start relationship (one week lag time) with Activity One. Activity Three has a finish-to-start relationship with Activity One. Activity Five has finish-to-start relationships with activities Three and Four. Activity Six has finish-to-start relationships with activities Two and Five.
Assumptions
1. Assume a five-day work week.
2. For all activities (except Activity Four), assume the expenditure rate is constant over the duration of the activity, i.e.:
For Activity Four, assume the expenditure profile shown below:
The project sponsor wants you (the PM) to present a project cost and schedule performance assessment using data through Friday, Nov 7, 2014. You have collected the following information:
Activity
Actual Start
Actual Finish
Actual Cost
Activity One
Mon - 10/13/14
Fri - 11/3/14
12,000
Activity Two
Mon - 10/20/14
12,000
Activity Three
Mon -11/4/14
4,000
Activity Four
Mon -10/13/14
20,000
Activity Five
0
Activity Six
0
For Activity One, three equally-valued gates have been established and all gates are complete as of 11/7/14.
For Activity Four, four milestones have been established with the following values: (1) milestone 1 – 30%; milestone 2- 30%; milestone 3 – 10%; milestone 4 -30%. Three of the milestones are complete as of 11/7/14.
Show all work. Round dollar values to the nearest dollar. Calculate all other variables to three decimal places.
1. Earned Value Measures
a. Calculate earned value measures for each activity and for the cumulative project as of 11/7/14; fill in the table below:
Activity
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Activity One
12,000
Activity Two
12,000
Activity Three
4,000
Activity Four
20,000
Activity Five
0
Activity Six
0
Entire Project
48,000
ExpendituresTime
ExpendituresWeeks123455.5K3.0K
.
Problem 8-2B(a) Journalize the transactions, including explanati.docx
Problem 8-2B
(a) Journalize the transactions, including explanations. (Note, enter all accounts in one box. The dates have been included to help with formatting).
Date
Account Titles and Explanation
Debit
Credit
1
2
3
4
5
(b) Enter the January 1, 2014 balances in Accounts Receivable and Allowance for Doubtful Accounts. Post the transactions to the ledger T Accounts
Be sure to post the amounts to the correct side of the T-Account!
Accounts Receivable
Bal.
(2)
(1)
(3)
(5)
(4)
(5)
Bal.
Allowance for Doubtful Accounts
(4)
Bal.
(5)
Bal.
(c) Prepare the journal entry to record bad debt expense for 2014, assuming that aging the accounts receivable indicates that expected bad debts are $140,000.
Balance needed $
Balance before adjustment [see (b)]
Adjustment required $
The journal entry would therefore be as follows:
(d) Accounts Receivable Turnover Ratios:
Enter your answer here
Average Collection Period:
Enter your answer here
Problem 8-6B
(a) Journalize the transactions, including explanations. (Note, enter all accounts in one box. The dates have been included to help with formatting).
Date
Account Titles and Explanation
Debit
Credit
5
20
Feb 18
Apr 20
30
May 25
Aug 18
Sept. 1
Problem 9-2B
(a) Journalize the transactions, including explanations. (Note, enter all accounts in one box. The dates have been included to help with formatting).
If there are two entries for the same day, then you do not need to enter the date again.
Date
Account Titles and Explanation
Debit
Credit
April 1
May 1
May 1
June 1
Sept 1
PART B
Dec 31
31
(c) Partial Balance Sheet
TONG CORPORATION
Partial Balance Sheet
December 31, 2014
Assets
Plant assets
Account title
Amount
Account title
Amount
Account title
Amount
Account title (or contra account)
Amount
Total plant assets
Amount
Problem 9-7B
(a)
BUS 1
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
BUS 2
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
BUS 3
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
(b)
BUS 2
Year
Depreciation Expense
Amount
Amount
.
Problem B Regulatory Compliance 1 No.docx
Problem B: Regulatory Compliance
1
Note: All character and company names are fictional and are not intended to
depict any actual person or business.
Knowing that mergers may require a dramatic change in company culture,
you realize that you need to meet with the human resources (HR) and
leadership teams because they will play important roles in the merger. The
leadership team will drive the change, and the HR team will be charged with
managing the change. You have scheduled a meeting with Steve Maine, your
vice president at ALTAP consulting, to consult with him on this project.
“Thanks for meeting me today, Steve,” you begin. “I need to talk through
some of the issues before meeting with the HR and leadership teams at
UWEAR and PALEDENIM. The merger is going well, but it is becoming
apparent that there are some significant change issues that need to be
addressed.”
“I’ve heard good things about your work on this project,” Steve answers. “I’m
sure you have it under control, but I’ll be happy to help where I can.”
“We are dealing with the issues of joining together two very disparate
companies,” you explain. “On the one hand, UWEAR is public and has 100
employees; on the other hand, PALEDENIM is private with only 15
employees. They basically provide the same type of service, but they are
completely different businesses in how they operate inside and outside of the
company.”
You continue, “Yes, and both the employees and managers of each company
have different philosophies and expectations. PALEDENIM employees and
managers have a kind of ‘one-for-all and all-for-one’ attitude. They all chip in
to get the job done. The UWEAR employees and managers look at things
differently. They’re more apt to do their jobs, get them done, and go home
without consideration for what else the rest of the team needs to complete.”
“That is definitely a culture issue,” Steve agrees. “In fact, that is the classic
definition of a culture issue. I’m sure they’re also dealing with the typical
power struggles. I bet everyone is worried about whether their department
will be headed by a UWEAR manager or a PALEDENIM manager.”
Problem B: Regulatory Compliance
2
“Exactly,” you say. “I know the intention of the merger is to benefit both
companies, but there are unintended consequences as well. We need to do
whatever we can to help the employees of both companies get through this
with the fewest glitches possible.”
Analysis
Assessing poverty–deforestation links: Evidence from Swat, Pakistan
Shaheen Rafi Khan a, Shahrukh Rafi Khan b,⁎
a Sustainable Development Policy Institute, P. O. Box 1091, Islamabad, Pakistan
b Department of Economics, Mount Holyoke College, 50 College Street, South Hadley, MA 01075-1481, USA
a b s t r a c ta r t i c l e i n f o
Article history:
Received 5 June 2008
Received in revised form 21 January 2009
Accepted 16 April 2009
Available online 21 May 2009
Keywords:
Ecolo.
PROBLEM 3-22EventProduct CostsPeriod Costsa.b..docx
This document contains accounting problems and solutions related to events, costs, financial statements, and bank reconciliations. Problem 3-22 lists event types and costs. Problem 3-25 provides a table to indicate event types, and fills in a sample company's financial statements. Problem 4-20 shows a bank reconciliation with calculated balances. Problem 4-21 identifies reconciling items that would require adjustment.
Problem 3 15 pointsThe following items were taken from the po.docx
This document provides guidance for students completing their MBA Management Report at the University. It outlines the purpose and structure of the report, as well as responsibilities of students and supervisors. Key deadlines are provided, including submission of a research proposal and five documented supervisory meetings. Guidance is given on selecting a research topic, conducting background research, and developing the report outline. The appendices include a consent form, assessment criteria, and feedback sheets for supervisors. The overall aim is to help students successfully complete an independent research project that demonstrates academic rigor.
Problem 3-1A Identifying adjusting entries with explanations LO C3.docx
Problem 3-1A Identifying adjusting entries with explanations LO C3, P1
For each of the following entries, enter the letter of the explanation that most closely describes
it in the space beside each entry. (You can use letters more than once.)
A.
To record receipt of unearned revenue.
B.
To record this period's earning of prior unearned revenue.
C.
To record payment of an accrued expense.
D.
To record receipt of an accrued revenue.
E.
To record an accrued expense.
F.
To record an accrued revenue.
G.
To record this period's use of a prepaid expense.
H.
To record payment of a prepaid expense.
I.
To record this period's depreciation expense.
lanation
Journal Entries
Debit
Credit
Interest Expense
1,000
Interest Payable
1,000
Depreciation Expense
4,000
Accumulated Depreciation
4,000
Unearned Professional Fees
3,000
Professional Fees Earned
3,000
Insurance Expense
4,200
Prepaid Insurance
4,200
Salaries Payable
1,400
Cash
1,400
Prepaid Rent
4,500
Cash
4,500
Salaries Expense
6,000
Salaries Payable
6,000
Interest Receivable
5,000
Interest Revenue
5,000
Cash
9,000
Accounts Receivable (from consulting)
9,000
Cash
7,500
Unearned Professional Fees
7,500
Cash
2,000
Interest Receivable
2,000
Rent Expense
2,000
Prepaid Rent
2,000
Problem 3-3A Preparing adjusting entries, adjusted trial balance, and financial statements LO A1, P1, P2, P3
[The following information applies to the questions displayed below.]
Wells Technical Institute (WTI), a school owned by Tristana Wells, provides training to individuals who pay tuition directly to the school. WTI also offers training to groups in off-site locations. Its unadjusted trial balance as of December 31, 2013, follows. WTI initially records prepaid expenses and unearned revenues in balance sheet accounts. Descriptions of items a through h that require adjusting entries on December 31, 2013, follow.
Additional Information Items
a.
An analysis of WTI's insurance policies shows that $2,400 of coverage has expired.
b.
An inventory count shows that teaching supplies costing $2,800 are available at year-end 2013.
c.
Annual depreciation on the equipment is $13,200.
d.
Annual depreciation on the professional library is $7,200.
e.
On November 1, WTI agreed to do a special six-month course (starting immediately) for a client. The contract calls for a monthly fee of $2,500, and the client paid the first five months' fees in advance. When the cash was received, the Unearned Training Fees account was credited. The fee for the sixth month will be recorded when it is collected in 2014.
f.
On October 15, WTI agreed to teach a four-month class (beginning immediately) for an individual for $3,000 tuition per month payable at the end of the class. The class started on October 15, but no payment has yet been received. (WTI's accruals are applied to the nearest half-month; for example, October recognizes one-half month accrual.)
.
Essay 21) Describe the opportunities and challenges posed by the d.docx
This document outlines 3 essay prompts: 1) Discuss opportunities and challenges from diversity in the US population. 2) Analyze how population density and location influence US politics. 3) Define "realigning election", describe one such election including events leading up to it and the result.
Essay 11) Evaluate the Articles of Confederation as a guide for su.docx
Essay 1
1) Evaluate the Articles of Confederation as a guide for successful democracy in the United States.
2) Establish the link between the growth of the national government and changes in federalism as practiced in the United States
3) How did the role of government in people's lives change during the Great Depression? Be sure to explain conditions before the New Deal and the Great Depression as part of your answer.
.
Essay (1) QuestionWhat is the so-called Machine Age How was it .docx
Essay (1) Question
What is the so-called "Machine Age"? How was it associated with alienation? Describe some works by Demuth and Stella that illustrate the qualities of the machine age. Comment on how this alienation permeates the other arts as it does early twentieth century culture in general.
Essay (2) Question
2.
Frank Lloyd Wright was one of the most influential architects of the 20th century. Using the images and plans of the Bauhaus and German Pavilion, discuss the importance of Wright for Gropius and Mies. What do their buildings share with the Robie House? How do they depart from Wright’s example? Consider the way space is defined, the overall appearance of the buildings, the types of materials used, the relationship between the interior and the exterior, and the way the visitor encounters each of the structures.
ART /330
Instructions
Each essay must consist of at least 700 words (this equals two double-spaced pages in Times New Roman font 12). Where appropriate, information must be properly documented in MLA style.
.
Essay #2 addresses some topic in the broad scope of Transcendentalis.docx
Essay #2 addresses some topic in the broad scope of Transcendentalism.
Essay #2 has similar parameters -- length/outside source requirements, drafting process -- as Essay #1.
You are always free to develop your own topic approach within the Transcendentalism topic.
Some suggestive options:
1) Analyze Thoreau's "Civil Disobedience" in light of a contemporary example or figure or incident in the tradition of American civil disobedience.
2) Analyze the persuasive and rhetorical strategies of one of the transcendental pieces (or King's "Letter") that we have read. You might look at issues of audience, style, emotional vs./and rational appeal, appeals to history/tradition or rejection of history/tradtion, metaphoric style, tone and so forth. If you deem them successful, why/how do they succeed in arguing their points? What might be points of counterargument or criticism or weaknesses in their approach? Does it work as a piece of argument/writing?
3) Pick one (or several if you feel it's appropriate) key concepts or quotes from a work (or several works) and discuss the concept/quote in terms of how it has evolved or put it in larger context. How have these words taken form in our laws, practice, literature, or culture? Where are the gaps between the great ideals of these writers' words and the reality of their times and/or ours? e.g. How might MLK (in light of his "Letter") feel about the society and civil rights situation we see today?
4) You could pick one, two, or three key themes from any of the works and discuss how the text fleshes out these themes and why they are important to our understanding of the period, or the particular writer, or to transcendentalism as a movement, or to American tradition or literature and so forth.
5) You could pick a theme which runs through several of the texts (for example, something about the role or nature of the individual) and trace it through its different configuration and representations.
Essay length: 4-5 pages -- again, I'm always more concerned with minimum than limiting any maximum length.
Include outside critical sources.
MLA documentation
.
Essay # 2 The Tempest Prompt4-5 pages (MLA format)Char.docx
Essay # 2
The Tempest
Prompt
4-5 pages (
MLA format)
Character:
The Tempest
presents a variety of characters who manipulate each other, raising questions about personal agency and autonomy.
How are characters formed as the result of other characters’ direct influence?
How might the text mirror our own experiences of identity formation?
Perhaps the text suggests that we can never be autonomous individuals due to the ease by which we are influenced by others.
Do you agree or disagree with this claim?
Be sure to support your position with concrete examples; these examples may come from your personal experience and observations, but you should also use the main text of
The Tempest
as the basis for each of your claims.
(Terms to define in the paper: agency, autonomy, influence)
*NOTE: For body paragraph please follow the format of
1.Topic sentence
2.Evidence /example (Text, Personal)
3.Analysis
4. Link/ tie back to thesis
.
Es la actividad que hacemos con pecesEs un animal blanco y negro q.docx
Es la actividad que hacemos con peces
Es un animal blanco y negro que huele muy mal
Es un lugar que no tiene agua
Es un fenómeno natural donde la temperatura del mundo sube
Son cosas que usamos para energia
Es algo malo que contamina la tierra agua o plantas
Es un bosque tropical
Es un tipo de bote que carga muchas cosas
Es el animal que produce tocino
Es un tipo de transportación que va en carriles
Es el animal que tiene ocho piernas
.
Erving Goffman is one of the most important sociological thinkers in.docx
Erving Goffman is one of the most important sociological thinkers in modern sociology. His biggest contribution to sociology was the dramaturgical lens of viewing social interaction, a theory that he developed by just watching people in their everyday interactions. In the pieces that we read for this class, we talked about these elements of dramaturgy and how they play out in real life.
For this essay question:
(1) define the concepts of
impression management
and
audience segregation
and then explain how and why people use impression management and audience segregation in daily social life
(2) give a detailed example of how you used impression management and audience segregation in the last week
and finally
(3) explain how technology has changed features of impression management and audience segregation. Give one positive and one negative example.
Be as complete and thorough as possible with your answer.
.
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How to Create a More Engaging and Human Online Learning Experience
How to Create a More Engaging and Human Online Learning Experience Wahiba Chair Training & Consulting
Wahiba Chair's Talk at the 2024 Learning Ideas Conference. Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptxMohd Adib Abd Muin, Senior Lecturer at Universiti Utara Malaysia
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...Nguyen Thanh Tu Collection
https://app.box.com/s/y977uz6bpd3af4qsebv7r9b7s21935vdMain Java[All of the Base Concepts}.docx
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Aberdeen
How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...Nguyen Thanh Tu Collection
https://app.box.com/s/qhtvq32h4ybf9t49ku85x0n3xl4jhr15Wound healing PPT
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Advanced Java[Extra Concepts, Not Difficult].docx
This is part 2 of my Java Learning Journey. This contains Hashing, ArrayList, LinkedList, Date and Time Classes, Calendar Class and more.
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...National Information Standards Organization (NISO)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.ANATOMY AND BIOMECHANICS OF HIP JOINT.pdf
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)Academy of Science of South Africa
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.Recently uploaded (20)
How to Create a More Engaging and Human Online Learning Experience
How to Create a More Engaging and Human Online Learning Experience
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
Film vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movie
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)
EMPLOYEESUsing the footnotes, obtain copies of any directo.docx
- 1. EMPLOYEES Using the footnotes, obtain copies of any director compensation agreements. Using the footnotes, obtain copies of any option plans. Using the footnotes, summarize any old amounts and terms to officers, directors, or employees. Do the footnotes contain any union labor agreements? Summarize the names, ages, titles, education, experience, and professional biographies of the senior management team. Obtain a copy of the organization chart. PAYROLL Verify if any special bonuses are to be paid to acquire employees in the event of a merger or acquisition, and quantify the amount. Discuss the employee benefits. HUMAN RESOURCES Using the footnotes, determine the matching contribution levels for pension plans. Using the footnotes, determine the pension plan eligibility criteria and vesting period.