Chapter 2 1. A conceptual framework is a coherent system of interrelated objectives and fundamentals that can lead to consistent standards and that prescribes the nature‚ function‚ and limits of financial accounting and financial statements. A conceptual framework is necessary in financial accounting for the following reasons: (1) It enables the FASB to issue more useful and consistent standards in the future. (2) New issues will be more quickly solvable by reference to an existing framework
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Chase Rushing Darryl Pulliam 9/19/2012 Case Study #2 Human Resources 1. Brenda was called an exceptional employee before the company underwent changes. The changes required more telecommuting and positional autonomy in Brenda’s position. The new responsibilities were added to her job description without any discussion of the expectations by her superiors. Brenda’s manager did not evaluate her fairly due to the fact the he did not previously determine her requirements‚ so that she could
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Internet Mini Case #2 Tech Data Corporation Maryanne M. Rouse The Company TECH DATA CORPORATION’S (TECD) AGGRESSIVE GROWTH HAD TAKEN THE COMPANY from 10 employees and $2 million in sales in 1983 to approximately 8‚000 employees and $15.7 billion in sales for fiscal 2002 (fiscal year ended January 31‚ 2003) and secured the company’s position as a leading distributor of information technology (IT)‚ logistics management‚ and other value-added services to “solution providers‚” including value-added
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1. Most research suggests we are not very good at detecting lying‚ and we think we’re much better than we are. Do you believe FACS would improve your ability to detect lying in others? When we look at every day at people in businesses or school or public institutions we tend to judge them unknowingly and form a pattern to detect of action that will happen with their behavior. We continuously try and evaluate people to see if they are saying the truth or trying to lie and bluff to us. Some professions
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permitted to work next to each other. Both employees and the Union representing them filed charges of discrimination. The EEOC determined that there was reasonable cause of discrimination; violating Title VII of the Civil Rights Act of 1964. The case ended up in the federal district court. The court granted motion for summary judgment. ISSUE: Does this rule violate Title VII? DECISION: No. The court reversed and remanded their decision. REASONING: The court did not find that there
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commercial and residential properties‚ decided to build a restaurant in the Coconut Plantation Resort. The management‚ however‚ was faced with determining what the most appropriate type of restaurant they should develop for the resort should be. The case study gives some information about what already existed on the island before hand‚ including markets‚ other restaurants‚ hotels‚ condominiums‚ etc. along with what they all have to offer. Of all the information given‚ details about the current restaurants
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FLOW FROM FINANCING Decrease in long-term debt (12.9) Net cash flow from financing ($12.9) Net increase (decrease) in cash ($10.0) Beginning cash 37.2 Ending cash (calculated) $27.2 Actual ending cash (Check figure) $27.2 2. Use the Du Pont equation to obtain a rough feel for Commonwealth’s financial condition as compared to national averages. What are your conclusions? Du Pont Analyses: 2012 2013 Ind. Avg. Total margin 3.67% 5.73% 2.90%
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year | | (1) | (2) | (3) | (4) | (5) | Exit | Previous year | (1) Store associate | 0.53 | 0.06 | 0.00 | 0.00 | 0.00 | 0.41 | | (2) Shift leader | 0.00 | 0.50 | 0.16 | 0.00 | 0.00 | 0.34 | | (3) Department manager | 0.00 | 0.00 | 0.58 | 0.12 | 0.00 | 0.30 | | (4) Assistant store manager | 0.00 | 0.00 | 0.06 | 0.46 | 0.08 | 0.40 | | (5) Store manager | 0.00 | 0.00 | 0.00 | 0.00 | 0.66 | 0.34 | | | Forecast of availabilities | Next year (projected) | | (1) | (2) | (3) | (4) |
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Exercise 2-2 | | |Product |Period Cost | | | |(Inventoriable) Cost | | |1. |Depreciation on salespersons’ cars | |X | |2. |Rent
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Current year (1) (2) (3) (4) (5) Exit Previous year (1) Store associate 0.53 0.06 0.00 0.00 0.00 0.41 (2) Shift leader 0.00 0.50 0.16 0.00 0.00 0.34 (3) Department manager 0.00 0.00 0.58 0.12 0.00 0.30 (4) Assistant store manager 0.00 0.00 0.06 0.46 0.08 0.40 (5) Store manager 0.00 0.00 0.00 0.00 0.66 0.34 Forecast of availabilities Next year (projected) (1) (2) (3) (4) (5) Exit Current Workforce Previous year (1) Store associate 8‚500 4505 510 0 0 0 3485 (2) Shift leader 1
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