Ben Bates graduated from college six years ago with a finance undergraduate degree. Although he is satisfied with his current job, his goal is to become an investment banker. He feels that an MBA degree would allow him to achieve this goal. After examining schools, he has narrowed his choice to either Wilton University or Mount Perry College. Although internships are encouraged by both schools, to get class credit for the internship, no salary can be paid. Other than internships, neither school will allow its students to work while enrolled in its MBA program. Ben currently works at the money management firm of Dewey and Louis. His annual salary at the firm is $65,000 per year, and his salary is expected to increase at 3 percent per year until retirement. He is currently 28 years old and expects to work for 40 more years. His current job includes a fully paid health insurance plan, and his current average tax rate is 26 percent. Ben has a savings account with enough money to cover the entire cost of his MBA program. The Ritter College of Business at Wilton University is one of the top MBA programs in the country. The MBA degree requires two years of full-time enrollment at the university. The annual tuition is $70,000, payable at the beginning of each school year. Books and other supplies are estimated to cost $3,000 per year. Ben expects that after graduation from Wilton, he will receive a job offer for about $110,000 per year, with a $20,000 signing bonus. The salary at this job will increase at 4 percent per year. Because of the higher salary, his average income tax rate will increase to 31 percent. The Bradley School of Business at Mount Perry College began its MBA program 16 years ago. The Bradley School is smaller and less well known than the Ritter College. Bradley offers an accelerated, one-year program, with a tuition cost of $85,000 to be paid upon matriculation. Books and other supplies for the program are expected to cost $4,500. Ben thinks that he will receive an offer of $92,000 per year upon graduation, with an $18,000 signing bonus. The salary at this job will increase at 3.5 percent per year. His average tax rate at this level of income will be 29 percent. Both schools offer a health insurance plan that will cost $3,000 per year, payable at the beginning of the year. Ben also estimates that room and board expenses will cost $2,000 more per year at both schools than his current expenses, payable at the beginning of each year. The appropriate discount rate is 6.3 percent.

3. Assuming all salaries are paid at the end of each year, what is the best option for Ben— from a strictly financial standpoint?

4. Ben believes that the appropriate analysis is to calculate the future value of each option. How would you evaluate this statement?

5. What initial salary would Ben need to receive to make him indifferent between attending Wilton University and staying in his current position?

6. Suppose, instead of being able to pay cash for his MBA, Ben must borrow the money. The current borrowing rate is 5.4 percent. How would this affect his decision?

create a case study from the interview with Dr. Steven Safyer, President & CEO Montefiore Health System.

• How does financing and reimbursement affect delivery of care? Health insurance affect health care delivery in the us that it makes providers less aware of the actual cost of health care it creates provider induced demand, this financing greatly influences how much health care is delivered.

• How does reimbursement differ in the delivery of outpatient vs inpatient care? Reimbursement varies most significantly by insurance company, more insurance compaines do reimburse inpatient and outpatient serrves very differently, but some smaller insurance companies may reimburse according to simple criteria, medicares inpatient prospective payment system reimburses a weighted fee schedule of rates by diagnosis related group based upon the average cost of cost across the mations providerrs for that particular set of health issues, and medicare outpatient reimbursement fits into one of two scenarios that is clinic( a freestanding primary ) and hospital( procedures performed wither at the hospital or at a clinis located within 35 miles of the hospital that own and operate the clinic) there reimbursed accordingly to the ambulatory payement classification.

• How do Managed Care and Integrated Systems impact the cost, access, and quality of health care delivery? Managed care and integrated systems has positive impact on the cost and access and quality of health care delivery.

• How has Legislative Health Policy impacted the delivery of care? Legislative health policy impacted the delivery of care:the health care delivery system continue to evolve by the market forces, and as do legal and regulatory changes resulting from health reform leggislation.

• What is the future of health services delivery? The future of health service delivery: insurances drop individual plans because they do not comply with some of the mandates and employers cope by reducing worker hours and negotiating new health plans and the us healthcare system will continue to evolve but no one knows the destiny.

Trans Atlantic Metals has two operating divisions. Its forging operation in Finland forges raw metal, cuts it, and then ships it to the United States where the company’s Gear Division uses the metal to produce finished gears. Operating expenses amount to $21.4 million in Finland and $61.4 million in the United States exclusive of the costs of any goods transferred from Finland. Revenues in the United States are $164 million.

If the metal were purchased from one of the company’s U.S. forging divisions, the costs would be $31.4 million. However, if it had been purchased from an independent Finnish supplier, the cost would be $41.4 million. The marginal income tax rate is 70 percent in Finland and 30 percent in the United States.

Required:

What is the company’s total tax liability to both jurisdictions for each of the two alternative transfer pricing scenarios ($31.4 million and $41.4 million)? (Enter your answers in dollars and not in millions of dollars.)

Total Tax Liability for 31.4:

Total Tax liability for 41.4:

asses US economy from 2000-2020

Ben Bates graduated from college six years ago with a finance undergraduate degree.

Although he is satisfied with his current job, his goal is to become an investment banker. He feels that an MBA degree would allow him to achieve his goal. After examining schools, he has narrowed his choice to either Wilton University or Mount Perry College. Although internships are encouraged by both schools, to get class credit for the internship, no salary can be paid. Other than internships, neither school will allow its student to work while enrolled in its MBA program.

Ben currently works at the money management firm of Dewey and Louis. His annual salary at the firm is $70,000 per year, and his salary is expected to increase at 3 percent per year until retirement. He is currently 28 years old and expects to work for 37 more years. His current job includes a fully paid health insurance plan, and his current average tax rate is 28 percent. Ben has a savings account with enough money to cover the entire cost of his MBA program.

The Ritter College of Business at Wilton University is one of the top MBA programs in the country. The MBA degree requires two years of full-time enrollment at the university. The annual tuition is $65,000, payable at the beginning of each school year. Books and other supplies are estimated to cost $2,000 per year. Ben expected that after graduation from Wilton, he will receive a job offer for about $100,000 per year, with a $10,000 signing bonus. The salary at this job will increase at 4% per year. Because of the higher salary, his average income tax rate will increase to 32 percent.

The Bradley School of Business at Mount Perry College began its MBA 16 years ago. The Bradley School is smaller and less well known than the Ritter College. Bradley offers an accelerated, one-year program, with a tuition cost of $75,000 to be paid upon matriculation. Books and other supplies for the program are expected to cost $3,000. Ben thinks that he will receive an offer of $85,000 per year upon graduation, with a $10,000 signing bonus. The salary at this job will increase at 3.5 percent. His average tax rate at this level of income will be 30 percent.

Both schools offer a health insurance plan that will cost $2,500 per year, payable at the beginning of the year. Ben also estimates that room and board expenses will cost $15,000 per year at either school. The appropriate discount rate is 6 percent.

Assuming all salaries are paid at the end of each year, what is the best option for Ben

– from a strictly financial standpoint?

The University of Chicago claims to admit equal numbers of public and private high school graduates. You interview 500 undergraduates and discover 267 came from public schools. Assuming that the U of C is correct about its student body, what is the probability of seeing 267 or more students out of 500 interviewed come from public schools?

Adom Agencies, for many years, have relied on a single recruitment method. That is, to advertise positions in
the Daily Graphic. Advertisements were placed in this publication one time, and interested candidates were
instructed to contact the company to request an application package. The application package included a letter
detailing how to apply for the job; a brochure about the company; an application form; and a copy of the
company’s development plan for the next three years. Other local companies in the area also used the Daily
Graphic for recruitment, but in addition, they placed advertisements in other local newspapers as well as on a
web site for their vacancies. Some even launched a page on their organisation’s web site to enable candidates
to download all of the application information.
As part of the selection process, candidates submitted an application form along with contact information for
two people who could provide references, and returned the information to the appropriate department head.
Once the closing date had passed, designated staff members reviewed the applications independently and graded
them A, B or C (where A is the highest mark and C is the lowest) based on the candidate’s ability to meet the
selection criteria. The panel would then convene to discuss the A-rated application forms and agree on a list of
candidates who would be invited to attend a selection day. The staff members assessing the applications were
usually heads of departments from the relevant subject area. Training was not offered to panel members to help
them to select the best candidates. Before the selection day, references would be requested for all candidates.
Copies of the references would be provided to interview panel members; employment offers were based on the
receipt of satisfactory references.
The agenda for the selection shows that the organization relied on two selection methods for all of their
vacancies—an informal and formal interview. The first (informal) interview was led by the Chief Executive
Officer (CEO) and an administrator. This was used to learn basic information about the candidate and to review
the information on the application form. The second interview was more detailed and explored a wide range of
issues with the candidates. The panel consisted of the CEO, HR manager, Head of Department and a Senior
Officer. Due to time constraints, panel members were usually unable to meet in advance, so they developed
their interview questions independently. Although the CEO chaired the interviews, they were rarely carried out
in the same manner and the questions lacked a high level of consistency. Also, no formal scoring system was
used. At the end of the interviews, there was a panel vote to see which candidate should be offered the job. This
often led to a heated debate about candidate strengths and weaknesses.
Required:
a. Suggest two (2) alternative sources of recruitment that will ensure that the best candidates are recruited.
Please explain your choices.
b. Judging from the case, in what ways can the selection process be improved?
c. Discuss five (5) biases you can identify about the selection process of Adom Agencies.

CASE STUDY
Adom Agencies, for many years, have relied on a single recruitment method. That is, to advertise positions in
the Daily Graphic. Advertisements were placed in this publication one time, and interested candidates were
instructed to contact the company to request an application package. The application package included a letter
detailing how to apply for the job; a brochure about the company; an application form; and a copy of the
company’s development plan for the next three years. Other local companies in the area also used the Daily
Graphic for recruitment, but in addition, they placed advertisements in other local newspapers as well as on a
web site for their vacancies. Some even launched a page on their organisation’s web site to enable candidates
to download all of the application information.
As part of the selection process, candidates submitted an application form along with contact information for
two people who could provide references, and returned the information to the appropriate department head.
Once the closing date had passed, designated staff members reviewed the applications independently and graded
them A, B or C (where A is the highest mark and C is the lowest) based on the candidate’s ability to meet the
selection criteria. The panel would then convene to discuss the A-rated application forms and agree on a list of
candidates who would be invited to attend a selection day. The staff members assessing the applications were
usually heads of departments from the relevant subject area. Training was not offered to panel members to help
them to select the best candidates. Before the selection day, references would be requested for all candidates.
Copies of the references would be provided to interview panel members; employment offers were based on the
receipt of satisfactory references.
The agenda for the selection shows that the organization relied on two selection methods for all of their
vacancies—an informal and formal interview. The first (informal) interview was led by the Chief Executive
Officer (CEO) and an administrator. This was used to learn basic information about the candidate and to review
the information on the application form. The second interview was more detailed and explored a wide range of
issues with the candidates. The panel consisted of the CEO, HR manager, Head of Department and a Senior
Officer. Due to time constraints, panel members were usually unable to meet in advance, so they developed
their interview questions independently. Although the CEO chaired the interviews, they were rarely carried out
in the same manner and the questions lacked a high level of consistency. Also, no formal scoring system was
used. At the end of the interviews, there was a panel vote to see which candidate should be offered the job. This
often led to a heated debate about candidate strengths and weaknesses.
Required:
a. Suggest two (2) alternative sources of recruitment that will ensure that the best candidates are recruited.
Please explain your choices. [5 Marks]
b. Judging from the case, in what ways can the selection process be improved? [10 Marks]
c. Discuss five (5) biases you can identify about the selection process of Adom Agencies.
[5 Marks]

For most of the Cold War, Finland conducted a policy of “self-restraint” regarding the Soviet Union, meaning it did not adopt any foreign policies that it thought the Soviet Union would not like. Say Finland’s ideal point for Soviet control over its autonomy was zero (i.e. no Soviet control) and the Soviet Union’s ideal point for its control over Finland was one (i.e. complete control). Finland’s utility is U_F = 1-x and the Soviet Union’s utility is U_S = x. If there is a war, the winner sets the policy at its ideal point.

b) What is Finland’s expected utility of war? What is the Soviet Union’s expected utility of war? What is the bargaining range?   How does this example help you understand Finland’s “self-restraint?”

Outline three possible arguments for not recognising internally generated Goodwill as an intangible asset in accordance with NZ IAS 38.

(b) As of 30 June 2020, Rezar Ltd has the following intangible assets to report in the financial statements.

(i) The company has acquired patents on 1 July 2016 for $45,000. This patent allows the production of 300,000 units. During the year ended 30 June 2020, the company produced 36,000 units.

(ii) Externally acquired Goodwill as at 1 July 2019 was $85,000. Goodwill has been impaired by $10,000 during the current year.

(iii) On 1 October 2019, the company acquired a franchise for $27,000 for 5 years. There is great demand for this franchise in the current market, and it has a fair value of $23,000 as of 30 June 2020.

Required: Explain how each of the above intangible assets should be measured in accordance with NZ IAS 38 as of 30 June 2020. Your answer should include the most appropriate model or models available to Rezar Ltd to measure above intangible assets, amortisation (if any), impairments (if any) and the closing balances as at 30 June 2020. Show all calculations. No journal entries required.