...Closing Case: Chapter 13 Bonnie Jordan Managerial Finance Instructor: Kristi Rayford March 11, 2013 The Closing Case in Chapter 13 focuses on options for a 401K for an employee of the East Coast Yacht Company. Several decisions must be made regarding investments, which will be highlighted in this discussion. Equity investments can go into the S & P 500 or an index related option. The former has lower fees, and the latter higher ones. Other elements to be discussed include the aforementioned investment options, graph implications regarding mutual fund investors, market efficiency, and an equity investment decision to be made by the East Coast Yacht employee. The East Coast Yacht company’s finance representative, Dan Ervin, made several comments based on the percentage graph for 10-year return for the Vanguard 500 Index Fund (Ross, et all 2011). Based on this data compiled over two decades, there is a cycle in effect. The numbers (equity mutual funds outperformed the Vanguard 500) swing from almost 70% down to mostly just about 20% and then swing back up to almost 50% (Ross, et all 2011). Perhaps investing in the S & P 500 index would be timely as the trend is leaning towards other fund investments. The three forms of market efficiency per Andrei Shleifer as Ross, et all (2011) posits, “(are) rationality, independent deviations from rationality, and arbitrage, (p. 399 – 400).” Also, an efficient capital market is one as Ross et all (2011) state...
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...Negotiation Closing Deals, Settling Disputes, and Making Team Decisions David S. Hames University of Nevada, Las Vegas @>SAGE Los Angeles | London | New Delhi Singapore | Washington DC • •-*» •• • i ' w ' t * • * 5s" i- . •> - • • y . » " •• is • Acknowledgments Preface PART I: THE FUNDAMENTALS 1 The Nature of Negotiation: What It Is and Why It Matters Intended Benefits of This Chapter The Essence of Negotiation What Is Negotiation? 5 6 6 When Do People Negotiate? Technology 6 4 3 xvii xix 1 3 Why Has Negotiation Become a More Important Skill? The Workplace 7 8 9 10 11 How People Negotiate: The Dual Concerns Model The Pros and Cons of Negotiating The Shadow Negotiation 10 What Does a Negotiation Look Like? Conclusion and Implications for Practice READING 1.1 - ONLINE DISPUTE RESOLUTION: DO YOU KNOW WHERE YOUR CHILDREN ARE?, 8Y DAVID A . LARSON 1 3 19 READING 1.2 - BALANCING ACT: HOW TO MANAGE NEGOTIATION TENSIONS, BY SUSAN HACKLEY Preparation: Building the Foundation for Negotiating Intended Benefits of This Chapter The Essence of Preparation 23 23 23 The Preparation Process, or How to Make I t All Happen Strategic Planning: Establishing the Framework Defining the Situation Setting Goals 29 30 25 25 25 Determining Your Strategy Strategy Implementation: Operationalizing the Plan 30 The Component Parts of the Situation 30 Best Alternative to a Negotiated Agreement (BATNA) Reservation Prices or...
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...foundations of global trade and investment, the political environment, foreign direct investment and market entry, international business strategy and operations. The course is structured around lectures and workshops. Students are expected to attend all lectures and workshops. In the lectures, students will learn about the field of international business. In the workshops, students are expected to present and discuss international business cases. These business cases provide helpful examples and insights towards an understanding of the International Business theory taught in lecture classes. Students are encouraged to contribute to meaningful discussions, develop the ability to defend their position and apply knowledge to “real life” situations based on the cases presented in class. Attendance IB-1 is not a spectator sport. Attendance and contribution accounts for 10% of your grade in this course. Please be aware that these are not “freebie” points – you must earn them. Therefore, it is important to not only keep up with the reading and the cases, but to also give intelligent input in class. Much of the international materials will be new or will be subject to debate; therefore, class discussion of difficult or controversial topics will always be helpful to...
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...competition in most industries. We will learn how leading firms have devised strategies, structured, and managed their organizations to achieve competitive advantage in this challenging environment. Strategic management deals with uncertainty and unstructured situations. You will learn tools and concepts for putting some structure into your analysis of strategic issues. But most strategic choices require judgment. Case studies enable us to test our judgment and learn vicariously from successful and unsuccessful managers in a variety of situations. Hence, class discussion of the cases is a central part of your learning experience. Methods: We will combine cases, lectures, individual and group papers and presentations. Pre-requisites: First semester of Core. Textbook: Jay Barney, Gaining and Sustaining Competitive Advantage, Fourth Edition. Case Packet will be available. Assignments and Grading: 1. Participation: (15%) Attendance is required. Please inform the instructor in advance if you need to be absent. Participation means active involvement in the discussion of the case with evidence of preparation. 2. Article File: (5% for 1 brief, 5 minute, presentation) Once during the term you will come to class prepared to make a short presentation of an article from a business publication that fits the topic of...
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...February 13, 2014 Service Management Remember to submit your work via D2L prior to class time PART 1--Foundations for Services MarketingCourse Orientation & IntroductionIntroduction to ServicesConceptual Framework of the Book: The Gaps Model of Service Quality | Zeithaml et al Chapter 1Zeithaml et al Chapter 2 | 1S Describe two specific services you've used, one that you think is good and one that you think is not-so-good. Specifically for the “not-so-good”, what is the gap between your expectations and perceptions of that service? What do you expect that you do not receive? Describe how each service works and your interactions with them, showing why you think one is better than the other and how you might improve the not-so-good one. 2M Complete Exercise 1, page 29 of Zeithaml – your budget for goods vs. services 3M Complete Exercise 2, page 48, of Zeithaml – provider gaps 4S Comprehensive Case 6 (to be completed individually – this is not a team-presentation/prepare-a-brief case): “People, Service and Profit at Jyske Bank,” Zeithaml pages 572-590 – after studying the case write-up, answer these questions: a. What is Jyske Bank’s new positioning or competitive differentiation strategy? b. What changes did the bank make to get to its new position? Be sure to break down by tangible, intangible and communication categories. What effect did these changes have? c. Analyze Jyske Bank’s success using the Service Quality Gaps Model found in Chapter 2. What...
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...daily ) 2PM Rm 103, 3PM Rm 205 (come to either) Extended Emergency Closure. “For emergency campus closings (natural disasters, etc.) call 352-291-4499 or 800-831-9244 or check our website www.cf.edu.” II. Course Description This course introduces the student to the study of behavior as a science, the design of experiments, statistical analysis of data, basic vocabulary, classical experiments, major contributors, and current trends in the discipline. Required Text: Feldman, R, Essentials of Understanding Psychology, 7th Edition or later. Extensive use of Supplemental materials: Internet resources III. Course Objectives At the successful completion of the course the student will be able to 1. Apply psychological concepts to everyday life 2. Demonstrate the ability to think critically about human behavior 3. Describe the history and subfields of psychology 4. Identify and describe concepts associated with learning, sensation, emotions, and behavior 5. Apply the concepts of personality and development to themselves 6. Demonstrate a basic understanding of mental and emotional disorders and their treatment 7. Develop a plan for stress management 8. Assess the impact of familial, societal, and cultural impact on human behavior. 9. development IV. Assessment Discussions 13@2 26 Internet Assignments 6@4 24 Tests 2@10 **...
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...CHAPTER 5 ACCOUNTING FOR MERCHANDISING BUSINESSES DISCUSSION QUESTIONS 1. Merchandising businesses acquire merchandise for resale to customers. It is the selling of merchandise, instead of a service, that makes the activities of a merchandising business different from the activities of a service business. Yes. Gross profit is the excess of (net) sales over cost of merchandise sold. A net loss arises when operating expenses exceed gross profit. Therefore, a business can earn a gross profit but incur operating expenses in excess of this gross profit and end up with a net loss. The date of sale as shown by the date of the invoice or bill. a. b. c. 5. 6. a. 1% discount allowed if paid within 15 days of date of invoice; entire amount of invoice due within 60 days of date of invoice. Payment due within 30 days of date of invoice. Payment due by the end of the month in which the sale was made. A credit memo issued by the seller of merchandise indicates the amount for which the buyer’s account is to be credited (credit to Accounts Receivable) and the reason for the sales return or allowance. A debit memo issued by the buyer of merchandise indicates the amount for which the seller’s account is to be debited (debit to Accounts Payable) and the reason for the purchases return or allowance. The buyer The seller 2. 3. 4. Sales to customers who use MasterCard or VISA cards are recorded as cash sales. b. 7. 8. 9. 10. a. b. Examples of such accounts include the following:...
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... © Kaplan Financial Limited, 2008 Printed and bound in Great Britain Acknowledgements We are grateful to the Association of Chartered Certified Accountants and the Chartered Institute of Management Accountants for permission to reproduce past examination questions. The answers have been prepared by Kaplan Publishing. All rights reserved. No part of this publication may be reproduced,stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of Kaplan Publishing. ii KAPLAN PUBLISHING Contents Page Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Chapter 17 Chapter 18 Chapter 19 Chapter 20 Introduction to accounting Statement of financial position and income statement Double entry bookkeeping Inventory Sales tax Accruals and prepayments Irrecoverable debts and allowances for receivables Noncurrent assets From trial balance to financial statements Books of prime entry and control accounts Control account reconciliations Bank reconciliations Correction of errors and suspense accounts Applications of information technology Incomplete records Partnerships Company accounts Accounting standards Statement of cash flows The regulatory and conceptual framework 1 9 29 55 75 85 97 113 143 155 175 185 197 211 219 239 259 285 303 329 ...
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...No Peace WiThouT Justice Closing the gap The role of non-judicial mechanisms in addressing impunity Closing the gap The role of non-judicial mechanisms in addressing impunity No Peace WiThouT Justice No Peace Without Justice Copyright 2010 © No Peace Without Justice Via di Torre Argentina 76, I-00186, Roma, Italy www.npwj.org Permission to reproduce and distribute this document is hereby granted provided that this notice is retained on all copies, that copies are not altered and that No Peace Without Justice is credited. This publication is also available at www.npwj.org. No Peace Without Justice is an international non-profit organisation founded by Emma Bonino and born of a 1993 campaign of the Transnational Radical Party that works for the protection and promotion of human rights, democracy, the rule of law and international justice. NPWJ undertakes its work within three main thematic programs: International Criminal Justice; Female Genital Mutilation; and Middle East and North Africa Democracy, including specific work on Iraq. NPWJ is a Member of the TRP Senate, a Member of the Steering Committee of the NGO Coalition for the International Criminal Court and the Italian civil society partner in the Democracy Assistance Dialogue. This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of No Peace Without Justice and can in no way be taken to reflect the views of the European...
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...3/29/2014 1 CIO Organization Memo Before you begin this assignment, be sure you have read the “Wobbly Wheels Case Study,” as well as Chapter 21, Service Management, and Chapter 22, Balancing IT’s Workload. You will also need to review any feedback you received on your IT Strategic Plan assignments. Purpose of this Assignment This assignment gives you the opportunity to apply the course concepts to address the organizational changes needed to evolve the information technology (IT) department into a true CIO organization to support the Wobbly Wheels Distribution Company (WW). This assignment specifically addresses the following course outcome to enable you to: explain the roles and responsibilities of an information technology department to support an organization’s IT strategy CIO Organization Memo For this assignment, you will assume the role of the Chief Information Officer (CIO) at WW (i.e., you are Carol). Since you are WW’s first CIO, the Chief Financial Officer (CFO) has asked you for a plan for the organizational changes you need to make. One of the first things you realize is that the organization that exists is just an ‘IT Department’ and you know that what WW needs, and has hired you to do, is to create an organization that fulfills the broad responsibilities of a Chief Information Officer. You know that your proposal needs to be convincing to the CFO in order for you to get the resources you need. Assignment You will develop a memorandum addressed to the CFO...
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...Prof. Tom Marx MD Khaleque IT 494-01 June 20, 13 Chapter 5 Running Case (Recreational and Wellness Intranet Project) Approach to collecting requirements Group interviews In this project, group interviews would work well since there is some same level or has the same role of employees. Group interviews require more preparation and more formality to get the information you want from all the participants. You can uncover a richer set of requirements in a shorter period of time if you can keep the group focused. Facilitated sessions In a facilitated session, Project Manager (PM) brings a larger group together to discuss about the upcoming Recreational and Wellness project and its advantages. In facilitated session, PM shares the details about the proposed project asks opinion from the employees. In this case, PM would be able to gather a set of common requirements from the group. Questionnaires Questionnaires are much more informal, and they are good tools to gather requirements from stakeholders. Since the participants are a big group of people, certainly the PM can set a questionnaire to the employees to categorize their opinion. This questionnaire would help PM to decide about what kinds of recreational infrastructure needed and how many users would participate in the program. Prototyping Prototyping is a relatively modern technique for gathering requirements. In this approach, PM gathers preliminary requirements that he uses to build an...
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...CONTENTS CHAPTER 1: INTRODUCTION…………………………….. ................................................................ 4 1.1 1.2 1.3 1.4 DEFINITION OF D ERIVATIVES .....................................................................................................4 O RIGIN OF DERIVATIVES ............................................................................................................4 DERIVATIVES IN I NDIA ..............................................................................................................5 TWO IMPORTANT TERMS .............................................................................................................6 Spot Market ........................................................................................................................................................7 Index ......................................................................................................................................................................7 1.4.1 1.4.2 CHAPTER 2: DEFINITIO NS OF BASIC DERIVATIVES ............................................................... 8 2.1 FORWARDS...............................................................................................................................8 Settlement of forward contracts ............................................................................................................9 Default risk in forward contracts ...........................................................
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...Understanding the Rolling Settlement Chapter 6 Understanding the Rolling Settlement Learning Objectives: After reading this chapter, you should be able: 1. To identify the various segments into which the market is divided. 2. To recognize the activities performed at various stages of trading, clearing, settlement and post settlement in various markets. 3. To apply the knowledge of the working of the market in real life situation. 4. To examine the present system in the light of historical perspective. Your guide engine to learning: 6.1 6.2 Introduction Trading Activities (T day) 6.2.1 6.2.2 6.2.3 6.3 Clearing Activities (T+1 day) 6.3.1 6.3.2 6.4 Pay-in and Pay-out of Funds Pay-in and Pay-out of Securities Direct Pay-out to Investors Post Settlement Activities (T+3 to T+9 day) 6.5.1 6.5.2 6.1 Unilateral Netting Multi lateral Netting Settlement Activities (T+2 day) 6.4.1 6.4.2 6.4.3 6.5 Opening of Trading Account Placing the Order to Buy/Sell Collecting Charges Auction Close-out Procedures Introduction As we have already read in the previous chapter, that under rolling settlement, all trades executed on a trading day are settled X days later. This is called ‘T+X’ rolling settlement, where ‘T’ is the trade date and ‘X’ is the number of business days after trade date on which settlement takes place. The rolling settlement prevailing in India is T+2, implying that the outstanding positions at the end of the day ‘T’ are compulsorily settled 2 days after the trade...
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...CONTENTS CHAPTER 1: INTRODUCTION…………………………….. ................................................................ 4 1.1 1.2 1.3 1.4 DEFINITION OF D ERIVATIVES .....................................................................................................4 O RIGIN OF DERIVATIVES ............................................................................................................4 DERIVATIVES IN I NDIA ..............................................................................................................5 TWO IMPORTANT TERMS .............................................................................................................6 Spot Market ........................................................................................................................................................7 Index ......................................................................................................................................................................7 1.4.1 1.4.2 CHAPTER 2: DEFINITIO NS OF BASIC DERIVATIVES ............................................................... 8 2.1 FORWARDS...............................................................................................................................8 Settlement of forward contracts ............................................................................................................9 Default risk in forward contracts ...........................................................
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...ROBERT LIBBY Cornell University PATRICIA A. LIBBY Ithaca college DANIEL G. SHORT Texas Christian University Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Copyright © 2009 McGraw Hill Australia Pty Limited Additional owners of copyright are acknowledged in page credits. Every effort has been made to trace and acknowledge copyrighted material. The authors and publishers tender their apologies should any infringement have occurred. Reproduction and communication for educational purposes The Australian Copyright Act 1968 (the Act) allows a maximum of one chapter or 10% of the pages of this work, whichever is the greater, to be reproduced and/or communicated by any educational institution for its educational purposes provided that the institution (or the body that administers it) has sent a Statutory Educational notice to Copyright Agency Limited (CAL) and been granted a licence. For details of statutory educational and other copyright licences contact: Copyright Agency Limited, Level 15, 233 Castlereagh Street, Sydney NSW 2000. Telephone: (02) 9394 7600. Website: www.copyright.com.au Reproduction and communication for other purposes Apart from any fair dealing for the purposes of study, research, criticism or review, as permitted under the Act, no part of this publication may be reproduced, distributed...
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