The Balance Sheet
A balance sheet is the financial statement that reports a firm’s financial condition at a specific time. As highlighted in the sample balance sheet in Figure 17.5 (for our hypothetical vegetarian restaurant Very Vegetarian introduced in Chapter 13), assets are listed in a separate column from liabilities and owners’ (or stockholders’) equity. The assets are equal to, or balanced with, the liabilities and owners’ (or stockholders’) equity. The balance sheet is that simple.
figure 17.5: SAMPLE VERY VEGETARIAN BALANCE SHEET
Current assets: Items that can be converted to cash within one year.
Fixed assets: Items such as land, buildings, and equipment that are relatively permanent.
Intangible assets: Items of value such as patents and copyrights that don’t have a physical form.
Current liabilities: Payments that are due in one year or less.
Long-term liabilities: Payments not due for one year or longer.
Owner’s equity: The value of what stockholders own in a firm (also called stockholder’s equity).
balance sheet
Financial statement that reports a firm’s financial condition at a specific time and is composed of three major accounts: assets, liabilities, and owners’ equity.
Let’s say you want to know what your financial condition is at a given time. Maybe you want to buy a house or car and therefore need to calculate your available resources. One of the best measuring sticks is your balance sheet. First, add up everything you own—cash, property, and money owed you. These are your assets. Subtract from that the money you owe others—credit card debt, IOUs, car loan, and student loan. These are your liabilities. The resulting figure is your net worth, or equity. This is fundamentally what companies do in preparing a balance sheet: they follow the procedures set in the fundamental accounting equation. In that preparation, it’s important to follow generally accepted accounting principles (GAAP).
Since it’s critical that you understand the financial information on the balance sheet, let’s take a closer look at what is in a business’s asset account and what is in its liabilities and owners’ equity accounts.
Classifying Assets
Assets are economic resources (things of value) owned by a firm. Assets include productive, tangible items such as equipment, buildings, land, furniture, and motor vehicles that help generate income, as well as intangible items with value like patents, trademarks, copyrights, and goodwill. Goodwill represents the value attached to factors such as a firm’s reputation, location, and superior products. Goodwill is included on a balance sheet when one firm acquires another and pays more for it than the value of its tangible assets. Intangible assets like brand names can be among the firm’s most valuable resources. Think of the value of brand names such as Starbucks, Coca-Cola, McDonald’s, and Apple. Not all companies, however, list intangible assets on their balance sheets.
assets
Economic resources (things of val ...
Provides information on balance sheets. Topics include what a balance sheet looks like, attributes of a balance sheet, major components of a balance sheet, and key characteristics in the evaluation of inventory.
Provides information on balance sheets. Topics include what a balance sheet looks like, attributes of a balance sheet, major components of a balance sheet, and key characteristics in the evaluation of inventory.
What are the elements of financial statements.pdfsarikabangimatam
Financial accounting and tax accounting are branches of accounting concerned with summarizing, analyzing, and reporting the financial transactions of a business.
The final outcome of Financial Accountants & Tax Advisors in Chicago is related to the preparation of financial statements for users of accounting information.
Please respond in 150 with what you understand from the reading bel.docxDIPESH30
Please respond in 150 with what you understand from the reading below
Financial and Business Planning
CHAPTER OVERVIEW
The business planning of startups is often summarized in a document called the business plan. However, it is important to understand that business planning is much broader than the business plan document. This chapter reviews the main aspects of the general business planning process, while emphasizing the factors that are important to early stage companies.
The first part of the chapter discusses the company's business cycle and the manner of presenting information in the financial statements. Understanding the principles underlying the financial statements, the manner of preparing them, and the presentation of the data is essential to anyone involved in the high tech industry in general, and to persons engaged in business planning in particular. The second part of this chapter reviews the main methods of financial forecasting. The last part of this chapter reviews other issues relating to strategic planning and reviews the business plan, which is one of the products of business planning.
The Company's Business Cycle
Understanding the company's business cycle is important for financial forecasting and for understanding the company's cash flow.
Figure 3-1
presents the business cycle of a typical company: The company's equity providers or debt holders infuse money (in the form of capital and debt, respectively) into the company's cash account. This cash is used by the company to pay for services, salaries (human capital), and raw materials for the production process and to purchase production equipment. The human capital and the raw materials are used for the development and production (through means of production such as machinery and computers) of services and products. Products pass through the company's inventory and are sold to customers, and services are provided to customers directly. Customers either pay for the products or services in cash or receive credit from the company that is paid later. At the end of each period (cycle), any cash not returned to the company's debt holders is paid to the tax authorities, distributed to the shareholders in the form of dividends, or is re-invested in the company to allow further business cycles.
Figure 3-1 The Company's Business Cycle
Financial Statements
The company's business cycle is reflected in its financial statements; the main ones are the company's balance sheet, income statement, and cash flow statement. The company's financial statements provide information about its financial condition: The main purpose of the balance sheet is to describe the assets and liabilities of the company on a given date; the main purpose of the income statement is to describe the transactions and changes in the assets and liabilities of the company over a period of time; and the cash flow statement describes the changes in the company's cash flow over a period of time.
The company's fi.
Must Know Basic Accounting Terms in 2023 | Academy Tax4wealthAcademy Tax4wealth
To understand the basic accounting concept in 2023, you must be familiar with the fundamental accounting terms. You will learn nearly all of the fundamental definitions required when studying accounts from Academy Tax4wealth. Learn more!
For more info, visit us at:-
https://academy.tax4wealth.com/blog/basic-accounting-terms
Must Know Basic Accounting Terms in 2023 | Academy Tax4wealthAcademy Tax4wealth
To understand the basic accounting concept in 2023, you must be familiar with the fundamental accounting terms. You will learn nearly all of the fundamental definitions required when studying accounts from Academy Tax4wealth. Learn more!
For more info, visit us at:-
https://academy.tax4wealth.com/blog/basic-accounting-terms
The changes required in the IT project plan for Telecomm Ltd would.docxmattinsonjanel
The changes required in the IT project plan for Telecomm Ltd would entail specific variation in the platforms used in the initial implementation plan. Initially, the three projects that were planned for implementation included; the installation of business intelligence platform, the implementation of Statistical Analysis System software technology, and the creation of an effectively network infrastructure. In this case, the changes would include an addition of an ERP software to ensure the performance of the workforce within the Telecomms Ltd employees.
ERP is an effectively coordinated information technology system that would ensure the company’s performance is enhanced. To understand how the implementation of a coordinated IT system offers a competitive advantage of a firm, it is essential to acknowledge three core reasons for the failure of information technology related projects as commonly cited by IT managers. In this case, IT managers cite the three reasons as; poor planning or management, change in business objectives and goals during the implementation process of a project, and lack of proper management support completion (Houston, 2011). Also, in the majority of completed projects, technology is usually deployed in a vacuum; hence users resist it. The implementation of coordinated information technology systems, such as ERP would provide an ultimate solution to the three reasons for failure, and thus would give Telecomms Ltd a competitive advantage in the already competitive market. Since the implementation of systems like ERP directly provides solution to common problems that act as drawbacks regarding the competitiveness of firm, it is, therefore, evident that its use place Telecomms Ltd above its rival companies in the market share (Wallace & Kremzar, 2001).
The use ERP, which is a reliable coordinated IT system entails three distinctive implementation strategies that a firm can choose depending on its specific needs. The changes in the projects would be as follows: The three implementation strategies are independently capable of providing a relatively competitive advantage for many companies. These strategies are: big bang, phased rollout, and parallel adoption. In the big bang implementation strategy, happens in a single instance, whereby all the users are moved to a new system on a designated (Wallace & Kremzar, 2001). The phased rollout implementation on the other hand usually involves a changeover in several phases, and it is executed in an extended period. In this case, the users move onto the new system in a series of steps (Houston, 2011). Lastly, the parallel adoption implementation strategy allows both legacy and the new ERP system to run at the same time. It is also essential to note that users in this strategy get to learn the new system while still working on the old system (Wallace & Kremzar, 2001). The three strategies effectively change the information system of Telecomms Ltd tremendously such that it positiv ...
The Catholic University of America Metropolitan School of .docxmattinsonjanel
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
Course Description: Surveys, compares, and contrasts contemporary theories of leadership, providing students the opportunity to assess their own leadership competencies and how they fit in with models of leadership. Students also discuss current literature, media coverage, and case studies on leadership issues.
Instructional Methods This course is based on the following adult learning concepts:
1. Learning is done by the learners, who are encouraged to achieve the overall course objectives through individual learning styles that meet their personal learning needs. ...
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Financial and Business Planning
CHAPTER OVERVIEW
The business planning of startups is often summarized in a document called the business plan. However, it is important to understand that business planning is much broader than the business plan document. This chapter reviews the main aspects of the general business planning process, while emphasizing the factors that are important to early stage companies.
The first part of the chapter discusses the company's business cycle and the manner of presenting information in the financial statements. Understanding the principles underlying the financial statements, the manner of preparing them, and the presentation of the data is essential to anyone involved in the high tech industry in general, and to persons engaged in business planning in particular. The second part of this chapter reviews the main methods of financial forecasting. The last part of this chapter reviews other issues relating to strategic planning and reviews the business plan, which is one of the products of business planning.
The Company's Business Cycle
Understanding the company's business cycle is important for financial forecasting and for understanding the company's cash flow.
Figure 3-1
presents the business cycle of a typical company: The company's equity providers or debt holders infuse money (in the form of capital and debt, respectively) into the company's cash account. This cash is used by the company to pay for services, salaries (human capital), and raw materials for the production process and to purchase production equipment. The human capital and the raw materials are used for the development and production (through means of production such as machinery and computers) of services and products. Products pass through the company's inventory and are sold to customers, and services are provided to customers directly. Customers either pay for the products or services in cash or receive credit from the company that is paid later. At the end of each period (cycle), any cash not returned to the company's debt holders is paid to the tax authorities, distributed to the shareholders in the form of dividends, or is re-invested in the company to allow further business cycles.
Figure 3-1 The Company's Business Cycle
Financial Statements
The company's business cycle is reflected in its financial statements; the main ones are the company's balance sheet, income statement, and cash flow statement. The company's financial statements provide information about its financial condition: The main purpose of the balance sheet is to describe the assets and liabilities of the company on a given date; the main purpose of the income statement is to describe the transactions and changes in the assets and liabilities of the company over a period of time; and the cash flow statement describes the changes in the company's cash flow over a period of time.
The company's fi.
Must Know Basic Accounting Terms in 2023 | Academy Tax4wealthAcademy Tax4wealth
To understand the basic accounting concept in 2023, you must be familiar with the fundamental accounting terms. You will learn nearly all of the fundamental definitions required when studying accounts from Academy Tax4wealth. Learn more!
For more info, visit us at:-
https://academy.tax4wealth.com/blog/basic-accounting-terms
Must Know Basic Accounting Terms in 2023 | Academy Tax4wealthAcademy Tax4wealth
To understand the basic accounting concept in 2023, you must be familiar with the fundamental accounting terms. You will learn nearly all of the fundamental definitions required when studying accounts from Academy Tax4wealth. Learn more!
For more info, visit us at:-
https://academy.tax4wealth.com/blog/basic-accounting-terms
Similar to The Balance SheetA balance sheet is the financial statement that.docx (20)
The changes required in the IT project plan for Telecomm Ltd would.docxmattinsonjanel
The changes required in the IT project plan for Telecomm Ltd would entail specific variation in the platforms used in the initial implementation plan. Initially, the three projects that were planned for implementation included; the installation of business intelligence platform, the implementation of Statistical Analysis System software technology, and the creation of an effectively network infrastructure. In this case, the changes would include an addition of an ERP software to ensure the performance of the workforce within the Telecomms Ltd employees.
ERP is an effectively coordinated information technology system that would ensure the company’s performance is enhanced. To understand how the implementation of a coordinated IT system offers a competitive advantage of a firm, it is essential to acknowledge three core reasons for the failure of information technology related projects as commonly cited by IT managers. In this case, IT managers cite the three reasons as; poor planning or management, change in business objectives and goals during the implementation process of a project, and lack of proper management support completion (Houston, 2011). Also, in the majority of completed projects, technology is usually deployed in a vacuum; hence users resist it. The implementation of coordinated information technology systems, such as ERP would provide an ultimate solution to the three reasons for failure, and thus would give Telecomms Ltd a competitive advantage in the already competitive market. Since the implementation of systems like ERP directly provides solution to common problems that act as drawbacks regarding the competitiveness of firm, it is, therefore, evident that its use place Telecomms Ltd above its rival companies in the market share (Wallace & Kremzar, 2001).
The use ERP, which is a reliable coordinated IT system entails three distinctive implementation strategies that a firm can choose depending on its specific needs. The changes in the projects would be as follows: The three implementation strategies are independently capable of providing a relatively competitive advantage for many companies. These strategies are: big bang, phased rollout, and parallel adoption. In the big bang implementation strategy, happens in a single instance, whereby all the users are moved to a new system on a designated (Wallace & Kremzar, 2001). The phased rollout implementation on the other hand usually involves a changeover in several phases, and it is executed in an extended period. In this case, the users move onto the new system in a series of steps (Houston, 2011). Lastly, the parallel adoption implementation strategy allows both legacy and the new ERP system to run at the same time. It is also essential to note that users in this strategy get to learn the new system while still working on the old system (Wallace & Kremzar, 2001). The three strategies effectively change the information system of Telecomms Ltd tremendously such that it positiv ...
The Catholic University of America Metropolitan School of .docxmattinsonjanel
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
Course Description: Surveys, compares, and contrasts contemporary theories of leadership, providing students the opportunity to assess their own leadership competencies and how they fit in with models of leadership. Students also discuss current literature, media coverage, and case studies on leadership issues.
Instructional Methods This course is based on the following adult learning concepts:
1. Learning is done by the learners, who are encouraged to achieve the overall course objectives through individual learning styles that meet their personal learning needs. ...
The Case of Frank and Judy. During the past few years Frank an.docxmattinsonjanel
The Case of Frank and Judy.
During the past few years Frank and Judy have experienced many conflicts in their marriage. Although they have made attempts to resolve their problems by themselves, they have finally decided to seek the help of a professional marriage counselor. Even though they have been thinking about divorce with increasing frequency, they still have some hope that they can achieve a satisfactory marriage.
Three couples counselors, each holding a different set of values pertaining to marriage and the family, describe their approach to working with Frank and Judy. As you read these responses, think about the degree to which each represents what you might say and do if you were counseling this couple.
· Counselor A. This counselor believes it is not her place to bring her values pertaining to the family into the sessions. She is fully aware of her biases regarding marriage and divorce, but she does not impose them or expose them in all cases. Her primary interest is to help Frank and Judy discover what is best for them as individuals 459460and as a couple. She sees it as unethical to push her clients toward a definite course of action, and she lets them know that her job is to help them be honest with themselves.
·
· What are your reactions to this counselor's approach?
· ▪ What values of yours could interfere with your work with Frank and Judy?
Counselor B. This counselor has been married three times herself. Although she believes in marriage, she is quick to maintain that far too many couples stay in their marriages and suffer unnecessarily. She explores with Judy and Frank the conflicts that they bring to the sessions. The counselor's interventions are leading them in the direction of divorce as the desired course of action, especially after they express this as an option. She suggests a trial separation and states her willingness to counsel them individually, with some joint sessions. When Frank brings up his guilt and reluctance to divorce because of the welfare of the children, the counselor confronts him with the harm that is being done to them by a destructive marriage. She tells him that it is too much of a burden to put on the children to keep the family together.
· ▪ What, if any, ethical issues do you see in this case? Is this counselor exposing or imposing her values?
· ▪ Do you think this person should be a marriage counselor, given her bias?
· ▪ What interventions made by the counselor do you agree with? What are your areas of disagreement?
Counselor C. At the first session this counselor states his belief in the preservation of marriage and the family. He believes that many couples give up too soon in the face of difficulty. He says that most couples have unrealistically high expectations of what constitutes a “happy marriage.” The counselor lets it be known that his experience continues to teach him that divorce rarely solves any problems but instead creates new problems that are often worse. The counsel ...
The Case of MikeChapter 5 • Common Theoretical Counseling Perspe.docxmattinsonjanel
The Case of Mike
Chapter 5 • Common Theoretical Counseling Perspectives 135
Mike is a 20-year-old male who has just recently been released from jail. Mike is technically on probation for car theft, though he has been involved in crime to a much greater extent. Mike has been identified as a cocaine user and has been suspected, though not convicted, for dealing cocaine. Mike has been tested for drugs by his probation department and was found positive for cocaine. The county has mandated that Mike receive drug counseling but the drug counselor has referred Mike to your office because the drug counselor suspects that Mike has issues beyond simple drug addiction. In fact, the drug counselor’s notes suggest that Mike has Narcissistic personality disorder. Mike seems to have little regard for the feelings of others. Coupled with this is his complete sensitivity to the comments of others. In fact, his prior fiancé has broken off her relationship with him due to what she calls his “constant need for admiration and attention. He is completely self-centered.” After talking with Mike, you quickly find that he has no close friends. As he talks about people who have been close to him, he discounts them for one imperfection or another. These imperfections are all considered severe enough to warrant dismissing the person entirely. Mike makes a point of noting how many have betrayed their loyalty to him or have otherwise failed to give him the credit that he deserves. When asked about getting caught in the auto theft, he remarks that “well my dumb partner got me out of a hot situation by driving me out in a stolen get-a-way car.” (Word on the street has it that Mike was involved in a sour drug deal and was unlikely to have made it out alive if not for his partner.) Mike adds, “you know, I plan everything out perfectly, but you just cannot rely on anybody . . . if you want it done right, do it yourself.” Mike recently has been involved with another woman (unknown to his prior fiancé) who has become pregnant. When she told Mike he said “tough, you can go get an abortionor something, it isn’t like we were in love or something.” Then he laughed at her and toldher to go find some other guy who would shack up with her. Incidentally, Mike is a very attractive man and he likes to point that out on occasion. “Yeah, I was going to be a male model in L. A.,but my agent did not know what he was doing . . . could never get things settled out right . . . so I had to fire him.” Mike is very popular with women and has had a constant string of failed relationships due to what he calls “their inability to keep things exciting.” As Mike puts it “hey, I am too smart for this stuff. These people around me, they don’t deserve the good dummies. But me, well I know how to run things and get over on people. And I am not about to let these dummies get in my way. I got it all figured out . . . see?”
Effective Small Business Management: An Entrepreneurial Approach 9th Edition, 2009 IS ...
THE CHRONICLE OF HIGHER EDUCATIONNovember 8, 2002 -- vol. 49, .docxmattinsonjanel
THE CHRONICLE OF HIGHER EDUCATION
November 8, 2002 -- vol. 49, no. 11, p. B7
The Dangerous Myth of Grade Inflation
By Alfie Kohn
Grade inflation got started ... in the late '60s and early '70s.... The grades that faculty members now give ... deserve to be a scandal.
--Professor Harvey Mansfield, Harvard University, 2001
Grades A and B are sometimes given too readily -- Grade A for work of no very high merit, and Grade B for work not far above mediocrity. ... One of the chief obstacles to raising the standards of the degree is the readiness with which insincere students gain passable grades by sham work.
--Report of the Committee on Raising the Standard, Harvard University, 1894
Complaints about grade inflation have been around for a very long time. Every so often a fresh flurry of publicity pushes the issue to the foreground again, the latest example being a series of articles in The Boston Globe last year that disclosed -- in a tone normally reserved for the discovery of entrenched corruption in state government -- that a lot of students at Harvard were receiving A's and being graduated with honors.
The fact that people were offering the same complaints more than a century ago puts the latest bout of harrumphing in perspective, not unlike those quotations about the disgraceful values of the younger generation that turn out to be hundreds of years old. The long history of indignation also pretty well derails any attempts to place the blame for higher grades on a residue of bleeding-heart liberal professors hired in the '60s. (Unless, of course, there was a similar countercultural phenomenon in the 1860s.)
Yet on campuses across America today, academe's usual requirements for supporting data and reasoned analysis have been suspended for some reason where this issue is concerned. It is largely accepted on faith that grade inflation -- an upward shift in students' grade-point averages without a similar rise in achievement -- exists, and that it is a bad thing. Meanwhile, the truly substantive issues surrounding grades and motivation have been obscured or ignored.
The fact is that it is hard to substantiate even the simple claim that grades have been rising. Depending on the time period we're talking about, that claim may well be false. In their book When Hope and Fear Collide (Jossey-Bass, 1998), Arthur Levine and Jeanette Cureton tell us that more undergraduates in 1993 reported receiving A's (and fewer reported receiving grades of C or below) compared with their counterparts in 1969 and 1976 surveys. Unfortunately, self-reports are notoriously unreliable, and the numbers become even more dubious when only a self-selected, and possibly unrepresentative, segment bothers to return the questionnaires. (One out of three failed to do so in 1993; no information is offered about the return rates in the earlier surveys.)
To get a more accurate picture of whether grades have changed over the years, one needs to look at official student tran ...
The chart is a guide rather than an absolute – feel free to modify.docxmattinsonjanel
The chart is a guide rather than an absolute – feel free to modify or adjust it as need to fit the specific ideas that you are developing.
Area: SALES
Specific Change Plans for Functional Areas
Capability Being Addressed
This can be pulled from the strategic proposal recommended in Part 2B
How do the recommended changes (details provided below) help improve the capability?
This is a logic "double check". Be sure you can show how the changes recommended below improve the capability and help address the product and market focus and add to accomplishment of the value proposition
Details of Specific Changes:
Proposed Changes in Resources
Proposed Changes to Management
Preferences
Proposed Changes to Organizational
Processes
Detailed Change Plans
(Lay out here the specifics of all recommended changes for this area. Modify the layout as necessary to account for the changes being recommended)
Proposed Change
Timing
Costs
On going impact on budget
On going impact on revenue
Wiki
Template
Part-‐2:
Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
1
THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of substitute products. Many
other
companies can easily provide a substitute and the firm will have to find a way to
stand
out among them. Next would be the ability to differentiate yourself among other
firms
that pose a threat in the industry. Last, the political sector. The the federal, state,
and local governments could all shape the way healthcare is everywhere.
2. Key survival factors
Key survival factors would include making the firm stand out above the rest in the
industry and creating a name for itself. Second would be making sure there is a
broad
network of providers available for the customers. Giving the customer options
will
make the customer happy. Providing excellent customer service is key to any
firm in
the industry.
3. Product/Market and Value Proposition possibilities
Maintaining the use of heavy discounts will keep Careington in the competitive
market. They also concentrate on constantly innovating technology to make
sure that
they have the latest devices to offer their customers. To have high value proposition, Careington
will need to show their costumers that they can believe in them and trust them to
do the right thing. Showing the customers that they can always be on top of the
latest
technology and new age products will help build trust with the customers.
STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients by continuing to
provide
low cost health care solutions. A lot of this concentration is on clients that cannot
afford health care very easily or that a ...
The Challenge of Choosing FoodFor this forum, please read http.docxmattinsonjanel
The Challenge of Choosing Food:
For this forum, please read: https://www.washingtonpost.com/lifestyle/food/no-food-is-healthy-not-even-kale/2016/01/15/4a5c2d24-ba52-11e5-829c-26ffb874a18d_story.html?postshare=3401453180639248&tid=ss_fb-bottom
The article is from the Washington Post, January 17, 2016, by Michael Ruhlmanentitled: "No Food is Healthy, Not even Kale."
Based on your reading in the textbook share the following information with your classmates:
(1) To what degree to you agree with article, "No Food is Healthy, Not even Kale." Do semantics count? Should we focus on foods that are described as nourishing (nutrient-dense) instead of foods described as healthy because the word "healthy" is a "bankrupt" word? Explain and refer to information from the article.
(2) Based on the article and the textbook reading (review pages 9-30), how challenging is it for you to choose nutritious foods that promote health? What factors drive your food choices? Explain to your classmates.
(3) What do you think is the biggest concern we face health-wise in the US today?
(4) What are some obstacles as to why we may not be eating as well as we would like to?
Please complete all questions, if you have any question let me knowv
Test file, (Do not modify it)
// $> javac -cp .:junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .:junit-cs211.jar ProperQueueTests #run tests
//
// On windows replace : with ; (colon with semicolon)
// $> javac -cp .;junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .;junit-cs211.jar ProperQueueTests #run tests
import org.junit.*;
import static org.junit.Assert.*;
import java.util.*;
public class ProperQueueTests {
public static void main(String args[]){
org.junit.runner.JUnitCore.main("ProperQueueTests");
}
/*
building queues:
- build small empty queue. (2)
- build larger empty queue. (11)
- build length-zero queue. (0)
*/
@Test(timeout=1000) public void ProperQueue_makeQueue_1(){
String expected = "";
ProperQueue q = new ProperQueue(2);
String actual = q.toString();
assertEquals(2, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void ProperQueue_makeQueue_2(){
String expected = "";
ProperQueue q = new ProperQueue(11);
String actual = q.toString();
assertEquals(11, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void Queue_makeQueue_3(){
String expected = "";
ProperQueue q = new ProperQueue(0);
String actual = q.toString();
assertEquals(0, q.getCapacity());
assertEquals(expected, actual);
}
/*
add/offer tests.
- add a single value to a short queue.
- fill up a small queue.
- over-add to a queue and witness it struggle.
- add many but don't finish filling a queue.
- make size-zero queue, adds fail, check it's still empty.
*/
@Test(timeout=1000) public void ProperQueue_add_1(){
String expecte ...
The Civil Rights Movement
Dr. James Patterson
Black Civil Rights Movement
Basic denial of civil rights (review)
Segregation in society
Inferior schools
Job discrimination
Political disenfranchisement
Over ½ lived below poverty level
Unemployment double national ave.
Ghettoes: gangs, drugs, substandard housing, crime
Early Victories
WWII egalitarianism and backlash against German racism
Jackie Robinson integrated professional baseball—1947
Desegregation of the armed forces ordered by president Truman—1948
Marian Anderson performed at the New York Metropolitan Opera House—1955
Increased interest in civil rights a result of Cold War propaganda
Brown v. Board of Education
1954 – Topeka, Kansas
Linda Brown: filed suit to attend a neighborhood school
“Separate educational institutions are inherently unequal.”
Overturned Plessy v. Ferguson
Court says: integrate "with all deliberate speed.”
What did this mean?
Linda Brown and Family
Circumvention of Brown v. Board of Education Ruling
White supremacist parents feared racial mixing and attempted to block black enrollment.
Ignored the integration issue
Token integration
Segregation through standardized placement tests
Segregation through private schools
Stalling through legal action
By 1964, 10 years after the Brown case, only 1% of black children attended truly integrated schools.
Little Rock High School
1957 courts order integration in Little Rock
9 black students enrolled.
Governor called out militia to block it.
Mobs replaced militia after recall.
Eisenhower ordered federal troops to protect the students.
Daily harassment
Courageous black students persevered.
Montgomery Bus Boycott
1955--Rosa Parks arrested for not giving up seat to white man
Boycott of bus system led by Martin Luther King, Jr.:
Walking, church busses, car pools, bicycles
Bus lines caught in the middle
Rosa Parks being Booked
Supreme Court ruled bus companies must integrate.
Inspired other protests:
Sit-ins, wade-ins, kneel-ins
Woolworth’s lunch counter
Montgomery Bus Boycott
Martin Luther King, Jr.
Martin Luther King, Jr.
Non-Violent
Influenced by Ghandi
“The blood may flow, but it must be our blood, not that of the white man.”
“Lord, we ain’t what we oughta be. We ain’t what we wanna be. We ain’t what we gonna be. But thank God, we ain’t what we was.”
Freedom Riders
Activists traveled from city to city to ignite the protest.
Bull Conner:
in Montgomery
Dogs
Whips
Water hoses
Cattle prods
Television
Public backlash
Civil Rights March (AL. 1965)
1963 - Washington, D.C. "I have a Dream“—200,000 Attended
Civil Rights Legislation
1964 - Civil Rights Act
1964 - 24th Amendment
Abolished Poll Tax
1965 Voting Rights Act
Affirmative action
Int ...
The Churchill CentreReturn to Full GraphicsThe Churchi.docxmattinsonjanel
The Churchill Centre
Return to Full Graphics
The Churchill Centre | Calendar | Churchill Facts | Speeches & Quotations | Publications and Resources |
News | Join The Centre! | Churchill Stores | Contact Us | Links | Search
Their Finest Hour
Sir Winston Churchill > Speeches & Quotations > Speeches
June 18, 1940
House of Commons
I spoke the other day of the colossal military disaster which occurred when the French High Command
failed to withdraw the northern Armies from Belgium at the moment when they knew that the French front
was decisively broken at Sedan and on the Meuse. This delay entailed the loss of fifteen or sixteen French
divisions and threw out of action for the critical period the whole of the British Expeditionary Force. Our
Army and 120,000 French troops were indeed rescued by the British Navy from Dunkirk but only with the
loss of their cannon, vehicles and modern equipment. This loss inevitably took some weeks to repair, and in
the first two of those weeks the battle in France has been lost. When we consider the heroic resistance
made by the French Army against heavy odds in this battle, the enormous losses inflicted upon the enemy
and the evident exhaustion of the enemy, it may well be the thought that these 25 divisions of the
best-trained and best-equipped troops might have turned the scale. However, General Weygand had to fight
without them. Only three British divisions or their equivalent were able to stand in the line with their French
comrades. They have suffered severely, but they have fought well. We sent every man we could to France
as fast as we could re-equip and transport their formations.
I am not reciting these facts for the purpose of recrimination. That I judge to be utterly futile and even
harmful. We cannot afford it. I recite them in order to explain why it was we did not have, as we could have
had, between twelve and fourteen British divisions fighting in the line in this great battle instead of only
three. Now I put all this aside. I put it on the shelf, from which the historians, when they have time, will
select their documents to tell their stories. We have to think of the future and not of the past. This also
applies in a small way to our own affairs at home. There are many who would hold an inquest in the House
of Commons on the conduct of the Governments-and of Parliaments, for they are in it, too-during the years
which led up to this catastrophe. They seek to indict those who were responsible for the guidance of our
affairs. This also would be a foolish and pernicious process. There are too many in it. Let each man search
his conscience and search his speeches. I frequently search mine.
Of this I am quite sure, that if we open a quarrel between the past and the present, we shall find that we
have lost the future. Therefore, I cannot accept the drawing of any distinctions between Members of the
present Government. It was formed at a moment of crisis in order to unite a ...
The Categorical Imperative (selections taken from The Foundati.docxmattinsonjanel
The Categorical Imperative (selections taken from The Foundations of the Metaphysics of
Morals)
Preface
As my concern here is with moral philosophy, I limit the question suggested to this:
Whether it is not of the utmost necessity to construct a pure thing which is only empirical and
which belongs to anthropology? for that such a philosophy must be possible is evident from the
common idea of duty and of the moral laws. Everyone must admit that if a law is to have moral
force, i.e., to be the basis of an obligation, it must carry with it absolute necessity; that, for
example, the precept, "Thou shalt not lie," is not valid for men alone, as if other rational beings
had no need to observe it; and so with all the other moral laws properly so called; that, therefore,
the basis of obligation must not be sought in the nature of man, or in the circumstances in the
world in which he is placed, but a priori simply in the conception of pure reason; and although
any other precept which is founded on principles of mere experience may be in certain respects
universal, yet in as far as it rests even in the least degree on an empirical basis, perhaps only as to
a motive, such a precept, while it may be a practical rule, can never be called a moral law…
What is the “Good Will?”
NOTHING can possibly be conceived in the world, or even out of it, which can be called
good, without qualification, except a good will. Intelligence, wit, judgement, and the other
talents of the mind, however they may be named, or courage, resolution, perseverance, as
qualities of temperament, are undoubtedly good and desirable in many respects; but these gifts of
nature may also become extremely bad and mischievous if the will which is to make use of them,
and which, therefore, constitutes what is called character, is not good. It is the same with the
gifts of fortune. Power, riches, honour, even health, and the general well-being and contentment
with one's condition which is called happiness, inspire pride, and often presumption, if there is
not a good will to correct the influence of these on the mind, and with this also to rectify the
whole principle of acting and adapt it to its end. The sight of a being who is not adorned with a
single feature of a pure and good will, enjoying unbroken prosperity, can never give pleasure to
an impartial rational spectator. Thus a good will appears to constitute the indispensable condition
even of being worthy of happiness.
There are even some qualities which are of service to this good will itself and may
facilitate its action, yet which have no intrinsic unconditional value, but always presuppose a
good will, and this qualifies the esteem that we justly have for them and does not permit us to
regard them as absolutely good. Moderation in the affections and passions, self-control, and calm
deliberation are not only good in many respects, but even seem to constitute part of th ...
The cave represents how we are trained to think, fell or act accor.docxmattinsonjanel
The cave represents how we are trained to think, fell or act according to society, following our own way and not the way intended for us. The shadows are merely a reflection of what they perceived to be reality instead of an illusion. The prisoners are trapped in society, each one of us who choose to stay trapped in our own way. The man that escapes is the person who no longer is a slave to society and can see the difference between reality and illusion. The day light can be compared to God’s will. When you don’t follow the plan that has been laid out for you by God, than you are trapped and you will only see illusions or reflections of reality. Escaping and choosing to go into “the light,” or following the will of God, only then can you be set free from your prison.
When looking at a piece of art, a painting, for example, at first glance the painting can appear to be something other what it is intended to be (reality). This reminds me of those pictures that everyone sees on social media, the picture that has circles all over it. When you look at the picture it appears that the circles are moving, but in reality the circles do not move at all. So art can more or less be perceived as more of an illusion.
An example of the picture can be seen here http://www.dailyhaha.com/_pics/movie_circles_illusion.jpg
Accepting illusion as reality happens a lot more times than we probably think. Anything that we see on T.V., Social Media, internet, or even dating, can all be perceived as an illusion at some point. Take dating for example; how a person acts on a date is most likely not how they would act to someone they have known for a while (illusion). Not all people pretend to be something different but in many cases they do. Recognizing what you failed to see after the initial first date and thereafter is how you would know what you first seen was just simply an illusion and therefore not reality, unless of course in reality they are simply a fake person I suppose. Following this pattern makes you realize most people do not appear to be who they are. A good “first impression” doesn’t necessarily mean much when thinking about illusions vs reality, because that’s all the “first impression” is in fact more or less an illusion.
People live in shadows because they fail to recognize reality and choose to continue to believe in illusions. With the growth of Social media, more and more people are falling victim to what things appear to be and will stay in the dark (cave). We as a society are imprisoned by what we see and read through news channels and social media. We will believe anything that comes across CNN or any news station (not fox news though) and let them make up our mind for us. People comment on any shooting victims and assume the cop was in the wrong and is racist, in reality that is not always the case.
It’s interesting to think in terms of appearance vs reality when viewing not only art, but the world. Not taking things for what they appear to ...
The Case Superior Foods Corporation Faces a ChallengeOn his way.docxmattinsonjanel
The Case: Superior Foods Corporation Faces a Challenge
On his way to the plant office, Jason Starnes passed by the production line where hundreds of gloved, uniformed workers were packing sausages and processed meats for shipment to grocery stores around the world.
Jason's company, Superior Foods Corporation, based in Wichita, Kansas, employed 30,000 people in eight countries and had beef and pork processing plants in Arkansas, California, Milwaukee, and Nebraska City. Since a landmark United States–Japan trade agreement signed in 1988, markets had opened up for major exports of American beef, now representing 10 percent of U.S. production. Products called “variety meats”—including intestines, hearts, brains, and tongues—were very much in demand for export to international markets.
Jason was in Nebraska City to talk with the plant manager, Ben Schroeder, about the U.S. outbreak of bovine spongiform encephalopathy (mad cow disease) and its impact on the plant. On December 23, 2011, the U.S. Department of Agriculture had announced that bovine spongiform encephalopathy had been discovered in a Holstein cow in Washington State. The global reaction was swift: Seven countries imposed either total or partial bans on the importation of U.S. beef, and thousands of people were chatting about it on blogs and social networking sites. Superior had moved quickly to intercept a container load of frozen Asian-bound beef from its shipping port in Los Angeles, and all other shipments were on hold.
After walking into Ben's office, Jason sat down across from him and said, “Ben, your plant has been a top producer of variety meats for Superior, and we have appreciated all your hard work out here. Unfortunately, it looks like we need to limit production for a while—at least three months, or until the bans get relaxed. I know Senator Nelson is working hard to get the bans lifted. In the meantime, we need to shut down production and lay off about 25 percent of your workers. I know it is going to be difficult, and I'm hoping we can work out a way to communicate this to your employees.”
...
The Case You can choose to discuss relativism in view of one .docxmattinsonjanel
The Case:
You can choose to discuss relativism in view of one of the following two cases:
The Case:
· Start by giving a brief explanation of relativism (200 words).
· what is the difference between ethical & cultural relativism. Then discuss, in view of relativism, how we can reconcile the apparent conflict between the need for enforcement of human rights standards with the need for protection of cultural diversity. (400 words).
...
The Case Study of Jim, Week Six The body or text (i.e., not rest.docxmattinsonjanel
The Case Study of Jim, Week Six
The body or text (i.e., not restating the question in your answer, not including your references or your signature) of your initial response should be at least 300 words of text to be considered substantive. You will see a red U for initial responses that are not at least 300 words. Note: your initial response to this required discussion will not count toward participation
The Case Study of Jim, Week 6
Title of Activity: In class discussion of the case study of Jim, Week Six
Objective: Review the concepts of the case study in Ch.13 of Personality and then relate Jim’s case to the theorists discussed during the week. In addition, summarize the entire case study.
1. Read “The Case of Jim” in Ch. 13 of Personality.
2. Discuss the case. This week, discussion should focus on social-cognitive theory.
3. Provide a summary of the entire case.
THE CASE OF JIM Twenty years ago Jim was assessed from various theoretical points of view: psychoanalytic, phenomenological, personal construct, and trait.
At the time, social-cognitive theory was just beginning to evolve, and thus he was not considered from this standpoint. Later, however, it was possible to gather at least some data from this theoretical standpoint as well. Although comparisons with earlier data may be problematic because of the time lapse, we can gain at least some insight into Jim’s personality from this theoretical point of view. We do so by considering
Jim’s goals, reinforcers he experiences, and his self-efficacy beliefs.
Jim was asked about his goals for the immediate future and for the long-range future. He felt that his immediate and long-term goals were pretty much the same: (1) getting to know his son and being a good parent, (2) becoming more accepting and less critical of his wife and others, and (3) feeling good about his professional work as a consultant.
Generally he feels that there is a good chance of achieving these goals but is guarded in that estimate, with some uncertainty about just how much he will be able to “get out of myself” and thereby be more able to give to his wife and child.
Jim also was asked about positive and aversive reinforcers, things that were important to him that he found rewarding or unpleasant.
Concerning positive reinforcers, Jim reported that money was “a biggie.”
In addition he emphasized time with loved ones, the glamour of going to an opening night, and generally going to the theater or movies.
He had a difficult time thinking of aversive reinforcers. He described writing as a struggle and then noted, “I’m having trouble with this.”
Jim also discussed another social-cognitive variable: his competencies or skills (both intellectual and social). He reported that he considered himself to be very bright and functioning at a very high intellectual level. He felt that he writes well from the standpoint of a clear, organized presentation, but he had not written anything that is innovative or creative. Ji ...
The Case of Missing Boots Made in ItalyYou can lead a shipper to.docxmattinsonjanel
The Case of Missing Boots Made in Italy
You can lead a shipper to the water, but if the horse does not want to drink…
Vocabulary:
Shipper: In commercial trade, the person who gives goods to a shipping company to be transported to a foreign destination; in export transactions, it is usually the exporter. Do not confuse the shipper with the shipping company or carrier.
Consignee: The person who is ultimately receiving the goods, generally the buyer or importer. Sometimes these people will designate a “notify party” to be notified when the goods arrive in the port of entry, so that customs clearance can be arranged and the goods picked up for further domestic transport.
Carrier: A company that transports goods (sometimes referred to as a “shipping company” or a “freight company”).
Forwarder (or “freight forwarder”): A forwarder is like a travel agent for cargo – forwarders organize the transport of your goods from departure to destination, and charge a fee for their services. There are many different kinds of forwarders. There are firms that act as both forwarders and carriers. Sometimes forwarders will have relationships with a whole string of carriers and other forwarders, so that the shipper only deals with the forwarder but in the end the goods are actually carrier by a series of independent transport companies.
NVOCC: Non-vessel operating common carrier. A “common carrier” in the legal terminology refers to a carrier who has accepted the additional legal burdens imposed on a company that regularly carries goods for a fee (as opposed to someone with a truck who might agree to help you out just this once because you’re in trouble).
Container: Large standard-sized metal boxes for transporting merchandise; you see them on the back of trucks, or stacked up outside of ports like Lego toys, or on top of large ocean-going container ships. The capacity of container vessels is measured in TEU (twenty-foot equivalent units; containers generally measure 20 or 40 feet long; large vessels can now carry in excess of 4,000 TEU). There are different kinds of containers for different purposes. For example, refrigerated containers (for transporting meat or fruit, for example) are called “reefers,” so be careful where you use this term.
Consolidator: When large companies ship a lot of goods, they are usually able to fill entire containers. However, shippers who ship smaller amounts (like the shipper in the example below), often have their goods “stuffed” (the industry term) along with other goods into the same container; hence, they are “consolidated.” Some firms specialize in consolidating various shipments from different shippers, these are “consolidators.” A load which requires consolidation is a “LCL” or less-than-full-container load, as opposed to a “FCL” – full-container-load.
Marine Insurance: This is a common term for cargo insurance for international shipments, even in cases where much of the transport is NOT by sea; “marine insurance ...
The Cardiovascular SystemNSCI281 Version 51University of .docxmattinsonjanel
The Cardiovascular System
NSCI/281 Version 5
1
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The Cardiovascular SystemNSCI281 Version 55University of .docxmattinsonjanel
The Cardiovascular System
NSCI/281 Version 5
5
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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K. .
In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The British Airways Swipe Card Debacle case study;On Friday, Jul.docxmattinsonjanel
The British Airways Swipe Card Debacle case study;
On Friday, July 18, 2003, British Airways staff in Terminals 1 and 4 at London’s busy Heathrow Airport held a 24 hour wildcat strike. The strike was not officially sanctioned by the trade unions but was spontaneous action by over 250 check in staff who walked out at 4 pm. The wildcat strike occurred at the start of a peak holiday season weekend which led to chaotic scenes at Heathrow. Some 60 departure flights were grounded and over 10,000 passengers left stranded. The situation was heralded as the worst industrial situation BA had faced since 1997 when a strike was called by its cabin crew. BA response was to cancel its services from both terminals, apologize for the disruption and ask those who were due to fly not to go to the airport as they would be unable to service them. BA also set up a tent outside Heathrow to provide refreshments and police were called in to manage the crow. BA was criticized by many American visitors who were trying to fly back to the US for not providing them with sufficient information about what was going on. Staff returned to work on Saturday evening but the effects of the strike flowed on through the weekend. By Monday morning July 21, BA reported that Heathrow was still extremely busy. There is still a large backlog of more than 1000 passengers from services cancelled over the weekend. We are doing everything we can to get these passengers away in the next couple of days. As a result of the strike BA lost around 40 million and its reputation was severely dented. The strike also came at a time when BA was still recovering from other environmental jolts such as 9/11 the Iraqi war, SARS, and inroads on its markets from budget airlines. Afterwards BA revealed that it lost over 100,000 customers a result of the dispute.
BA staff were protesting the introduction of a system for electronic clocking in that would record when they started and finished work for the day. Staff were concerned that the system would enable managers to manipulate their working patterns and shift hours. The clocking in system was one small part of a broader restructuring program in BA, titled the Future Size and Shape recovery program. Over the previous two years this had led to approximately 13,000 or almost one in four jobs, being cut within the airline. As The Economist noted, the side effects of these cuts were emerging with delayed departures resulting from a shortage of ground staff at Gatwick and a high rate of sickness causing the airline to hire in aircraft and crew to fill gaps. Rising absenteeism is a sure sign of stress in an organization that is contracting. For BA management introduction of the swipe card system was a way of modernizing BA and improving the efficient use of staff and resources. As one BA official was quoted as saying We needed to simplify things and bring in the best system to manage people. For staff it was seen as a prelude to a radical shakeup in working ...
The Case Abstract Accuracy International (AI) is a s.docxmattinsonjanel
The Case
Abstract
Accuracy International (AI) is a specialist British firearms manufacturer based in Portsmouth,
Hampshire, England and best known for producing the Accuracy International Arctic Warfare
series of precision sniper rifles. The company was established in 1978 by British Olympic shooting
gold medallist Malcolm Cooper, MBE (1947–2001), Sarah Cooper, Martin Kay, and the designers
of the weapons, Dave Walls and Dave Craig. All were highly skilled international or national target
shooters. Accuracy International's high-accuracy sniper rifles are in use with many military units
and police departments around the world. Accuracy International went into liquidation in 2005, and
was bought by a British consortium including the original design team of Dave Walls and Dave
Craig.
Earlier this year, AI's computer network was hit by a data stealing malware which cost thousands of
pounds to recover from. Also last year there have been a couple of incidents of industrial
espionage, involving staff who were later sacked and prosecuted.
As part of an ongoing covert investigation, the head of Security at AI (DG) has hired you to
conduct a forensic investigation on an image of a USB device. The USB device, it is a non-
company issued device, allegedly belonging to an employee Christian Macleod, a consultant and
technical manager at AI for more than six years.
Case details
Christian’s manager, David Bolton, is the regional manager and head of R&D and has been
working at AI for the last three years. David initiated this fact finding covert investigation which is
conducted with the support of the head of Security at AI.
The USB device in question allegedly was removed from Christian's workstation at AI while he
was out of the office for lunch, the device was imaged and then it was plugged in back into
Christian's workstation. You have been provided with a copy of that image (the original copy is at
the moment secure in a secure locker at the security department).
You have been told by DG that Dave was alarmed by some of the work practices of Christian and
that prompted him to start this investigation by contacting the Head of Security at AI. According to
Dave, Christian would bring in devices such as his iPod and his iPhone and he would often plug
these into his workstation. There is no policy against personal music devices and there is no
BYOD policy but there is a strict policy against copying corporate data is any personal device. The
company's policy states that such data is not to be stored unencrypted, on unauthorised, non
company approved devices. According to DG, Dave has reasons to believe that an earlier malware
infection incident at AI had its origins in one of Christian's personal devices.
Supporting information
1. You need to be aware that Dave and Christian do not get along as they had a few verbal exchanges
in the last year. Christian has filled in a ...
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Instructions for Submissions thorugh G- Classroom.pptx
The Balance SheetA balance sheet is the financial statement that.docx
1. The Balance Sheet
A balance sheet is the financial statement that reports a firm’s
financial condition at a specific time. As highlighted in the
sample balance sheet in Figure 17.5 (for our hypothetical
vegetarian restaurant Very Vegetarian introduced in Chapter
13), assets are listed in a separate column from liabilities and
owners’ (or stockholders’) equity. The assets are equal to, or
balanced with, the liabilities and owners’ (or stockholders’)
equity. The balance sheet is that simple.
figure 17.5: SAMPLE VERY VEGETARIAN BALANCE
SHEET
Current assets: Items that can be converted to cash within one
year.
Fixed assets: Items such as land, buildings, and equipment that
are relatively permanent.
Intangible assets: Items of value such as patents and copyrights
that don’t have a physical form.
Current liabilities: Payments that are due in one year or less.
Long-term liabilities: Payments not due for one year or longer.
Owner’s equity: The value of what stockholders own in a firm
(also called stockholder’s equity).
balance sheet
Financial statement that reports a firm’s financial condition at a
specific time and is composed of three major accounts: assets,
liabilities, and owners’ equity.
Let’s say you want to know what your financial condition is at a
given time. Maybe you want to buy a house or car and therefore
need to calculate your available resources. One of the best
measuring sticks is your balance sheet. First, add up everything
you own—cash, property, and money owed you. These are your
assets. Subtract from that the money you owe others—credit
card debt, IOUs, car loan, and student loan. These are your
liabilities. The resulting figure is your net worth, or equity.
2. This is fundamentally what companies do in preparing a balance
sheet: they follow the procedures set in the fundamental
accounting equation. In that preparation, it’s important to
follow generally accepted accounting principles (GAAP).
Since it’s critical that you understand the financial information
on the balance sheet, let’s take a closer look at what is in a
business’s asset account and what is in its liabilities and
owners’ equity accounts.
Classifying Assets
Assets are economic resources (things of value) owned by a
firm. Assets include productive, tangible items such as
equipment, buildings, land, furniture, and motor vehicles that
help generate income, as well as intangible items with value
like patents, trademarks, copyrights, and goodwill. Goodwill
represents the value attached to factors such as a firm’s
reputation, location, and superior products. Goodwill is
included on a balance sheet when one firm acquires another and
pays more for it than the value of its tangible assets. Intangible
assets like brand names can be among the firm’s most valuable
resources. Think of the value of brand names such as Starbucks,
Coca-Cola, McDonald’s, and Apple. Not all companies,
however, list intangible assets on their balance sheets.
assets
Economic resources (things of value) owned by a firm.
Accountants list assets on the firm’s balance sheet in order of
their liquidity, or the ease with which they can convert them to
cash. Speedier conversion means higher liquidity. For example,
an account receivable is an amount of money owed to the firm
that it expects to receive within one year. It is considered a
liquid asset because it can be quickly converted to cash. Land,
however, is not considered a liquid asset because it takes time,
effort, and paperwork to sell. It is considered as a fixed or long-
term asset. Assets are thus divided into three categories,
according to how quickly they can be turned into cash:
liquidity
The ease with which an asset can be converted into cash.
3. 1.Current assets are items that can or will be converted into
cash within one year. They include cash, accounts receivable,
and inventory.
current assets
Items that can or will be converted into cash within one year.
2.Fixed assets are long-term assets that are relatively permanent
such as land, buildings, and equipment. (On the balance sheet
we also refer to these as property, plant, and equipment.)
fixed assets
Assets that are relatively permanent, such as land, buildings,
and equipment.
3.Intangible assets are long-term assets that have no physical
form but do have value. Patents, trademarks, copyrights, and
goodwill are intangible assets.
intangible assets
Long-term assets (e.g., patents, trademarks, copyrights) that
have no real physical form but do have value.
Liabilities and Owners’ Equity Accounts
Liabilities are what the business owes to others—its debts.
Current liabilities are debts due in one year or less. Long-term
liabilities are debts not due for one year or more. The following
are common liability accounts recorded on a balance sheet (look
at Figure 17.5 again):
liabilities
What the business owes to others (debts).
1.Accounts payable are current liabilities or bills the company
owes others for merchandise or services it purchased on credit
but has not yet paid for.
accounts payable
Current liabilities are bills the company owes to others for
merchandise or services purchased on credit but not yet paid
for.
2.Notes payable can be short-term or long-term liabilities (like
loans from banks) that a business promises to repay by a certain
date.
notes payable
4. Short-term or long-term liabilities that a business promises to
repay by a certain date.
3.Bonds payable are long-term liabilities; money lent to the
firm that it must pay back. (We discuss bonds in depth in
Chapters 18 and 19.)
bonds payable
Long-term liabilities that represent money lent to the firm that
must be paid back.
As you saw in the fundamental accounting equation, the value
of things you own (assets) minus the amount of money you owe
others (liabilities) is called equity. The value of what
stockholders own in a firm (minus liabilities) is called
stockholders’ equity or shareholders’ equity. Because
stockholders are the owners of a firm, we also call stockholders’
equity owners’ equity, or the amount of the business that
belongs to the owners, minus any liabilities the business owes.
The formula for owners’ equity, then, is assets minus liabilities.
(Nickels 473-475)
Nickels, William. Understanding Business, 10th Edition.
McGraw-Hill Learning
Solution
s, 40913. VitalBook file.
The Income Statement
The financial statement that shows a firm’s bottom line—that is,
its profit after costs, expenses, and taxes—is the income
statement. The income statement summarizes all the resources,
called revenue, that have come into the firm from operating
activities, money resources the firm used up, expenses it
5. incurred in doing business, and resources it has left after paying
all costs and expenses, including taxes. The resources (revenue)
left over or depleted are referred to as net income or net loss
(see Figure 17.7).
figure 17.7: SAMPLE VERY VEGETARIAN INCOME
STATEMENT
Revenue: Value of what’s received from goods sold, services
rendered, and other financial sources.
Cost of goods sold: Cost of merchandise sold or cost of raw
materials or parts used for producing items for resale.
Gross profit: How much the firm earned by buying or selling
merchandise.
Operating expenses: Cost incurred in operating a business.
Net income after taxes: Profit or loss over a specific period
after subtracting all costs and expenses, including taxes.
income statement
The financial statement that shows a firm’s profit after costs,
expenses, and taxes; it summarizes all of the resources that have
come into the firm (revenue), all the resources that have left the
firm (expenses), and the resulting net income or net loss.
net income or net loss
Revenue left over after all costs and expenses, including taxes,
are paid.
The income statement reports the firm’s financial operations
6. over a particular period of time, usually a year, a quarter of a
year, or a month. It’s the financial statement that reveals
whether the business is actually earning a profit or losing
money. The income statement includes valuable financial
information for stockholders, lenders, potential investors,
employees, and of course the government. Because it’s so
valuable, let’s take a quick look at how to compile the income
statement. Then we will discuss what each element in it means.
Drew Albert owns popular CJ’s All-American Grill in Walnut
Creek, California. The restaurant earns revenue by selling
American fare like this “danger dog.” What is the difference
between revenue and gross profit? Between gross profit and net
income before taxes?
Revenue
Revenue is the monetary value of what a firm received for
goods sold, services rendered, and other payments (such as rents
received, money paid to the firm for use of its patents, interest
earned, etc.). Be sure not to confuse the terms revenue and
sales; they are not the same thing. True, most revenue the firm
earns does come from sales, but companies can also have other
sources of revenue. Also, a quick glance at the income
statement shows you that gross sales refers to the total of all
sales the firm completed. Net sales are gross sales minus
7. returns, discounts, and allowances.
Cost of Goods Sold
The cost of goods sold (or cost of goods manufactured)
measures the cost of merchandise the firm sells or the cost of
raw materials and supplies it used in producing items for resale.
It makes sense to compare how much a business earned by
selling merchandise and how much it spent to make or buy the
merchandise. The cost of goods sold includes the purchase price
plus any freight charges paid to transport goods, plus any costs
associated with storing the goods.
cost of goods sold (or cost of goods manufactured)
A measure of the cost of merchandise sold or cost of raw
materials and supplies used for producing items for resale.
In financial reporting, it doesn’t matter when a firm places a
particular item in its inventory, but it does matter how an
accountant records the cost of the item when the firm sells it.
To find out why, read the Spotlight on Small Business box on p.
478 about two different inventory valuation methods.
When we subtract the cost of goods sold from net sales, we get
gross profit or gross margin. Gross profit (or gross margin) is
how much a firm earned by buying (or making) and selling
merchandise. In a service firm, there may be no cost of goods
sold; therefore, gross profit could equal net sales. Gross profit
does not tell you everything you need to know about the firm’s
financial performance. To get that, you must also subtract the
8. business’s expenses.
gross profit (or gross margin)
How much a firm earned by buying (or making) and selling
merchandise.
Operating Expenses
In selling goods or services, a business incurs certain operating
expenses such as rent, salaries, supplies, utilities, and
insurance. Other operating expenses that appear on an income
statement, like depreciation, are a bit more complex. For
example, have you ever heard that a new car depreciates in
market value as soon as you drive it off the dealer’s lot? The
same principle holds true for assets such as equipment and
machinery. Depreciation is the systematic write-off of the cost
of a tangible asset over its estimated useful life. Under
accounting rules set by GAAP and the Internal Revenue Service
(which are beyond the scope of this chapter), companies are
permitted to recapture the cost of these assets over time by
using depreciation as an operating expense.
operating expenses
Costs involved in operating a business, such as rent, utilities,
and salaries.
depreciation
The systematic write-off of the cost of a tangible asset over its
estimated useful life.
SPOTLIGHT ON SMALL business: What’s Coming and Going
9. at the College Bookstore?
www.aicpa.org
Generally accepted accounting principles (GAAP) sometimes
permit an accountant to use different methods of accounting for
a firm’s inventory. Let’s look at two possible treatments—FIFO
and LIFO.
Say a college bookstore buys 100 copies of a particular
textbook in July at $100 a copy. When classes begin, the
bookstore sells 50 copies of the text to students at $120 each.
Since the book will be used again next term, the store places the
50 copies it did not sell in its inventory until then.
In late December, when the bookstore orders 50 additional
copies of the text to sell for the coming term, the publisher’s
price has increased to $110 a copy due to inflation and other
production and distribution costs. The bookstore now has in its
inventory 100 copies of the same textbook from different
purchase cycles. If it sells 50 copies to students at $120 each at
the beginning of the new term, what’s the bookstore’s cost of
the book for accounting purposes? Actually, it depends.
The books are identical, but the accounting treatment could be
different. If the bookstore uses a method called first in, first out
(FIFO), the cost of goods sold is $100 for each textbook,
because the textbook the store bought first—the first in—cost
$100. The bookstore could use another method, however. Under
10. last in, first out (LIFO), its last purchase of the textbooks, at
$110 each, determines the cost of each of the 50 textbooks sold.
If the book sells for $120, what is the difference in gross profit
(margin) between using FIFO and using LIFO? As you can see,
the inventory valuation method used makes a difference.
We can classify operating expenses as either selling or general
expenses. Selling expenses are related to the marketing and
distribution of the firm’s goods or services, such as advertising,
salespeople’s salaries, and supplies. General expenses are
administrative expenses of the firm such as office salaries,
depreciation, insurance, and rent. Accountants are trained to
help you record all applicable expenses and find other relevant
expenses you can deduct from your taxable income as a part of
doing business.
Net Profit or Loss
After deducting all expenses, we can determine the firm’s net
income before taxes, also referred to as net earnings or net
profit (see Figure 17.7 again). After allocating for taxes, we get
to the bottom line, which is the net income (or perhaps net loss)
the firm incurred from revenue minus sales returns, costs,
expenses, and taxes over a period of time. We can now answer
the question “Did the business earn or lose money in the
specific reporting period?”
As you can see, the basic principles of the balance sheet and
income statement are already familiar to you. You know how to
11. keep track of costs and expenses when you prepare your own
budget. If your rent and utilities exceed your earnings, you
know you’re in trouble. If you need more money, you may need
to sell some of the things you own to meet your expenses. The
same is true in business. Companies need to keep track of how
much money they earn and spend, and how much cash they have
on hand. The only difference is that they tend to have more
complex problems and a good deal more information to record
than you do.
Most businesses incur operating expenses including rent,
salaries, utilities, supplies, and insurance. What are some of the
likely operating expenses for this firm?
Users of financial statements are interested in how a firm
handles the flow of cash coming into a business and the cash
flowing out of the business. Cash flow problems can plague
both businesses and individuals. Keep this in mind as we look at
the statement of cash flows next.
The Statement of Cash Flows
The statement of cash flows reports cash receipts and cash
disbursements related to the three major activities of a firm:
statement of cash flows
Financial statement that reports cash receipts and disbursements
related to a firm’s three major activities: operations,
investments, and financing.
12. Operations are cash transactions associated with running the
business.
Investments are cash used in or provided by the firm’s
investment activities.
Financing is cash raised by taking on new debt, or equity capital
or cash used to pay business expenses, past debts, or company
dividends.
Accountants analyze all changes in the firm’s cash that have
occurred from operating, investing, and financing in order to
determine the firm’s net cash position. The statement of cash
flows also gives the firm some insight into how to handle cash
better so that no cash-flow problems occur—such as having no
cash on hand for immediate expenses.26
Figure 17.8 on p. 480 shows a sample statement of cash flows,
again using the example of Very Vegetarian. As you can see,
the statement of cash flows answers such questions as: How
much cash came into the business from current operations, such
as buying and selling goods and services? Did the firm use cash
to buy stocks, bonds, or other investments? Did it sell some
investments that brought in cash? How much money did the firm
take in from issuing stock?
figure 17.8: SAMPLE VERY VEGETARIAN STATEMENT OF
CASH FLOWS
Cash receipts from sales, commissions, fees, interest, and
13. dividends. Cash payments for salaries, inventories, operating
expenses, interest, and taxes.
Includes cash flows that are generated through a company’s
purchase or sale of long-term operational assets, investments in
other companies, and its lending activities.
Cash inflows and outflows associated with the company’s own
equity transactions or its borrowing activities.
Cash flow is the difference between money coming into and
going out of a business. Careful cash flow management is a
must for a business of any size, but it’s particularly important
for small businesses and for seasonal businesses like ski resorts.
Have you read of any firms that were forced into bankruptcy
because of cash flow problems?
We analyze these and other financial transactions to see their
effect on the firm’s cash position. Managing cash flow can
mean success or failure of any business, which is why we
analyze it in more depth in the next section.
The Need for Cash Flow Analysis
Cash flow, if not properly managed, can cause a business much
concern. Understanding cash flow analysis is important and not
difficult to understand.27 Let’s say you borrow $100 from a
friend to buy a used bike and agree to pay her back at the end of
the week. You then sell the bike for $150 to someone else, who
also agrees to pay you by the end of the week. Unfortunately,
14. by the weekend your buyer does not have the money as
promised, and says he will have to pay you next month.
Meanwhile, your friend wants the $100 you agreed to pay her by
the end of the week!
What seemed a great opportunity to make an easy $50 profit is
now a cause for concern. You owe $100 and have no cash. What
do you do? If you were a business, you might default on the
loan and possibly go bankrupt, even though you had the
potential for profit.
It’s possible for a business to increase its sales and profits yet
still suffer cash flow problems.28Cash flow is simply the
difference between cash coming in and cash going out of a
business. Poor cash flow constitutes a major operating problem
for many companies and is particularly difficult for small and
seasonal businesses.29 Accountants sometimes face tough
ethical challenges in reporting the flow of funds into a business.
Read the Making Ethical Decisions box to see how such an
ethical dilemma can arise.
MAKING ethical decisions: Barking Up the Wrong Financial
Statement
www.fasb.gov
The recession of the late 2000s hit small manufacturers very
hard. Many did not survive the downturn. You are the lone
accountant employed by Keegan’s Feast, a small producer of
premium dog food that sells directly online. Many of the
15. company’s customers became cost-conscious during the
downturn and purchased lower-cost brands. Fortunately with the
economy recovering, many of the firm’s old customers are
returning and things are looking up. The problem is the
company’s cash flow suffered during the recession, and the firm
needs immediate funding to continue to pay its bills. You know
the CEO has prepared a proposal to a local bank asking for
short-term financing. Unfortunately, you are aware that
Keegan’s financial statements for the past year will not show
good results. Your expectation is the bank will not approve the
loan on the basis of the financial information even though the
firm seems to be coming back.
Before you close the books for the end of the year, the CEO
suggests you might “improve” the company’s financial
statements by treating the sales made at the beginning of
January of the current year as if they were made in December of
the past year. He is confident the company auditors will not
discover the discrepancy.
You know this is against the rules of the Financial Accounting
Standards Board (FASB), and you refuse to alter the
information. The CEO warns that without the bank loan, the
business is likely to close, meaning you and everyone else will
be out of a job. You know he’s probably right, and also know
it’s unlikely the firm’s employees will find new jobs. What are
your alternatives? What are the likely consequences of each?
16. What will you do?
How do cash flow problems start? Often in order to meet the
growing demands of customers, a business buys goods on credit
(using no cash). If it then sells a large number of goods on
credit (getting no cash), the company needs more credit from a
lender (usually a bank) to pay its immediate bills. If a firm has
reached its credit limit and can borrow no more, it has a severe
cash flow problem. It has cash coming in at a later date, but no
cash to pay current expenses. That problem could,
unfortunately, force the firm into bankruptcy, even though sales
may be strong—all because no cash was available when it was
most needed. Cash flow analysis shows that a business’s
relationship with its lenders is critical to preventing cash flow
problems. Accountants can provide valuable insight and advice
to businesses in managing cash flow, suggesting whether they
need cash and how much.30 After the Progress Assessment, we
will see how accountants analyze financial statements using
ratios.
cash flow
The difference between cash coming in and cash going out of a
business.
progress assessment
What are the key steps in preparing an income statement?
What’s the difference between revenue and income on the
income statement?
17. Why is the statement of cash flows important in evaluating a
firm’s operations?
(Nickels 476-482)
Nickels, William. Understanding Business, 10th Edition.
McGraw-Hill Learning