Please read the Management in Action case “Norwegian Air Shuttle Aspires to Become the Cheapest Global Airline” at the end of Chapter 4 “Global Management” available in your textbook Management: A Practical Approach 7^th edition by Kinicki, A., & Williams, B., and answer the following questions:

Assignment Question(s):

1. What are the biggest challenges Norwegian experienced in trying to expand its airline across the globe?
2. To what extent did you observe examples of ethnocentric, polycentric, or geocentric attitudes in this case? Provide examples to support your conclusions.

3. Use Table 4.4 (Given below) to identify cultural differences that are likely to arise between Norwegian employees working in Denmark and Sweden and Thailand. How might these differences affect interpersonal interactions, and what can the company do to reduce any unintended conflict from these differences?

4. What are the most important lessons to be learned about global management from this case? Discuss

I want a special solution for me, Please

Discuss some costs and benefits of the different management structures. If you were a CEO of a company which structure would you like to see?

Why are trust and commitment so important to strategic alliance? These are also important in our personal life. How so? Do you have any examples?

1. company: AGL energy. prepare a presentation to the CEO of the organisation (AGL Energy) discussing i) the limits of the 2018 IFRS Conceptual Framework and ii) how the integrated reporting/sustainability report addresses some of the limits of the 2018 IFRS Conceptual Framework by providing relevant examples from the organisation you selected.

Part C

Question 1

Mr. Kenny is an accountant at AF Textile, and he plays squash with Mr. Zuni, the CEO of AF Textile. The CEO wanted to decrease net income with the objective to pay lesser tax. Mr. Kenny was eager to get into Mr. Zuni’s elite social circle; he boasted to Mr. Zuni that he knew some accounting tricks that could decrease company income by simply disclosing company’s capital expenditure as their revenue expenditure. At the end of the year, Mr. Kenny changed the debits from “capital expenditures” to “revenue expenditure” on several transactions. Later, Mr. Zuni achieved his objective of paying lesser tax, and the manipulations were never discovered.

Required:

Differentiate between Capital Expenditure and Revenue Expenditure. (4 marks)

How did the change in journal entries affect the net income and net assets of the company at year-end?                                 (3 marks)

Selected accounts of the Zena Company are listed below. On January 1, 2016, the only intangible asset in the company’s account was Goodwill. This was recorded in 2009 when the company acquired another company and paid $350,000 more than the fair market value of the net identifiable tangible assets acquired. For two years, the company amortized the costs on the basis of a 40-year life, charging a total of $16,800 ($8,400 each year) to an account called Amortization Expense—Goodwill. However, no amortization of goodwill has been recorded since 2010. Transactions and events that took place at the company during 2016 are given below. TRANSACTIONS AND OTHER INFORMATION 1. On May 10, 2016, the company paid $180,000 to purchase a product formula. The formula is expected to have a useful life of eight years. 2. On July 5, the company paid $590,000 for a patent having a useful life of 10 years. 3. On September 22, the company purchased a unique computer program for $230,000. This program has an estimated useful life of five years. 4. During the year, the company recorded various cash expenditures of $205,000 for labor and supplies used in its research department. 5. At the end of 2016, the company reviewed the goodwill shown in the accounts. Based on the profitability of activities acquired in purchasing the other business, the owners of the business think the goodwill has a value of $270,000 and should be of benefit for many more years. 1. Record the transactions for 2016. 2.Record amortization of the intangible assets, where appropriate, for the year ended December 31, 2016. 3. Record impairment of assets, where appropriate, on December 31, 2016.

On December 31, 2020, Dow Steel Corporation had 600,000 shares of common stock and 300,000 shares of 8%, noncumulative, nonconvertible preferred stock issued and outstanding. Dow issued a 4% common stock dividend on May 15 and paid cash dividends of $400,000 and $75,000 to common and preferred shareholders, respectively, on December 15, 2021.

On February 28, 2021, Dow sold 60,000 common shares. In keeping with its long-term share repurchase plan, 2,000 shares were retired on July 1. Dow’s net income for the year ended December 31, 2021, was $2,100,000. The income tax rate is 25%. Also, as a part of a 2020 agreement for the acquisition of Merrill Cable Company, another 23,000 shares (already adjusted for the stock dividend) are to be issued to former Merrill shareholders on December 31, 2022, if Merrill’s 2022 net income is at least $500,000. In 2021, Merrill’s net income was $630,000.

As part of an incentive compensation plan, Dow granted incentive stock options to division managers at December 31 of the current and each of the previous two years. Each option permits its holder to buy one share of common stock at an exercise price equal to market value at the date of grant and can be exercised one year from that date. Information concerning the number of options granted and common share prices follows:

   
The market price of the common stock averaged $32 per share during 2021.

On July 12, 2019, Dow issued $800,000 of convertible 8% bonds at face value. Each $1,000 bond is convertible into 30 common shares (adjusted for the stock dividend).

Required:
Compute Dow's basic and diluted earnings per share for the year ended December 31, 2021. (Do not round intermediate calculations. Enter your answers in thousands. Round "Earnings per share" answers to 2 decimal places.)

Numerator / denominator = Earnings Per Share

Dow's Basic / =

Dow's Diluted / =

Tiner Leasing Company purchased specialized equipment from Fred

Company on December 31, 2019 for $800,000. On the same date, it leased this equipment to Tears Company for 6 years, the useful life of the equipment. The lease payments begin January 1, 2020 and are made every 6 months. Tiner Leasing wants to earn 9% annually on its investment.

   (a) Calculate the amount of each rent. $ __________

   (b) How much interest revenue will Tiner earn in 2020? $ __________

Bass Ltd, a leading producer of construction, mining and electrical equipment, suffered a significant drop in the demand of the company’s products due to COVID-19 in 2020 that significantly threatens the financial stability of the company. Bass in order to survive in this critical situation decides to restructure its strategy for forthcoming years. Changes in company strategies and accounting policies have a significant impact on reported profit. The basic earnings per share and diluted earnings per share presented in the company’s current year financial statements in accordance with “AASB 133 Earnings per Share” were comparatively higher than that of the last year. In contrast, company share prices have dropped by 20% at the reporting date, according to Yahoo finance.

While most shareholders seem unhappy to own company shares for the meagre dividend attached to them the question of whether Bass Ltd are fully valued at their current share prices continues to linger.

The directors of Bass Ltd are not sure how to calculate and include basic and diluted earnings per share in the company’s financial statements in accordance with AASB 133, and called for a report from the Finance Manager of the company.

On 30 June 2020, Bass Ltd had the following equity:

During the year ended 30 June 2020, the company earned after tax profit of $1 240 000 from ordinary activities.

The additional information is available.

1. On 20 November 2019, the company made a one-for-five bonus issue, and on 30 March 2020, the company made a rights issue of 400 000 ordinary shares.
2. On 20 July 2017, the company issued $ 750 000 of 8% convertible notes. Each $ 100 note was convertible into 50 ordinary shares. There was no conversion during the year ended 30 June 2020.
3. On 28 February 2019, the company issued options to purchase 10 000 shares at $ 3.50 each. No options were exercised during the year ended 30 June 2020.
4. The company income tax rate is $ 0.30 in the dollar and the company’s ordinary shares are trading at $ 5 per share on 30 June 2020.
5. The company paid preference dividends of $ 40 000.

Required

1. Briefly describe the requirements of AASB 133 ‘earnings per share’ for the calculation of earnings per share.                                                                                                                     

Earnings per share

Bass Ltd, a leading producer of construction, mining and electrical equipment, suffered a significant drop in the demand of the company’s products due to COVID-19 in 2020 that significantly threatens the financial stability of the company. Bass in order to survive in this critical situation decides to restructure its strategy for forthcoming years. Changes in company strategies and accounting policies have a significant impact on reported profit. The basic earnings per share and diluted earnings per share presented in the company’s current year financial statements in accordance with “AASB 133 Earnings per Share” were comparatively higher than that of the last year. In contrast, company share prices have dropped by 20% at the reporting date, according to Yahoo finance.

While most shareholders seem unhappy to own company shares for the meagre dividend attached to them the question of whether Bass Ltd are fully valued at their current share prices continues to linger.

The directors of Bass Ltd are not sure how to calculate and include basic and diluted earnings per share in the company’s financial statements in accordance with AASB 133, and called for a report from the Finance Manager of the company.

On 30 June 2020, Bass Ltd had the following equity:

During the year ended 30 June 2020, the company earned after tax profit of $1 240 000 from ordinary activities.

The additional information is available.

1. On 20 November 2019, the company made a one-for-five bonus issue, and on 30 March 2020, the company made a rights issue of 400 000 ordinary shares.
2. On 20 July 2017, the company issued $ 750 000 of 8% convertible notes. Each $ 100 note was convertible into 50 ordinary shares. There was no conversion during the year ended 30 June 2020.
3. On 28 February 2019, the company issued options to purchase 10 000 shares at $ 3.50 each. No options were exercised during the year ended 30 June 2020.
4. The company income tax rate is $ 0.30 in the dollar and the company’s ordinary shares are trading at $ 5 per share on 30 June 2020.
5. The company paid preference dividends of $ 40 000.

Required

1. Briefly describe the requirements of AASB 133 ‘earnings per share’ for the calculation of earnings per share.                                                                                                                         
2. Distinguish between basic and diluted earnings per share.                                              

Following the requirements of AASB 133:

3. Calculate basic earnings per share.                                                                                           
4. Calculate diluted earnings per share.                                                                                     

Case 3-1 You Can't Get There From Here: Uber Slow on Diversity

Established in 2009, Uber provides an alternative to taxicab service in 460 cities and nearly 60 countries worldwide. The trick? Their mobile application for smartphocles allows riders to arrange for transportation with drivers who operate their personal vehicles. A dual rating system (drivers and customers rate each other) serves as a quality control device keeping Uber standards high.(1) As an international technology firm, Uber has been challenged, along with other tech giants like Google and Twitter, to demonstrate that they are attuned to the specific needs of their employees, more specifically people of color and women. In Uber's own words: At Uber, we want to create a workplace that is inclusive and reflects the diversity of the cities we serve: where everyone can be their authentic self, and where that authenticity is celebrated as a strength. By creating an environment where people from every background can thrive, we'll make Uber a better company not just for our employees but for our customers, too (2) Yet actions speak louder than words, Uber employees describe the firm's work environment amid some managers as Machiavellant and merciless. Many blame Travis Kalanick, Uber's founder and former chief executive, for establishing such a negative culture. Uber's fast growth approach to the market has rewarded employees and managers who have aggressively pushed for greater revenues and fatter profits at the seeming cost of human dignity. For example, Uber has had its share of troubles addressing issues of sexual misconduct and workforce diversity. These issues came to light when a former employee, Susan Fowler, reported in her personal blog that she was being sexually harassed by her manager and that human resources had been informed of these infractions.(3) Susan Fowler said in her blog On my first official day rotating on the team. my new manager sent me a string of messages over company chat. He was in an open relationship, he said, and his girlfriend was having an easy time finding new partners but he wasn't. He was trying to stay out of trouble at work, he said, but he couldn't help getting in trouble, because he was looking for women to have sex with. It was clear that he was trying to get me to have sex with him, and it was so clearly out of line that immediately took screenshots of these chat messages and reported him to HRG) Uber's first reaction was to call Ms. Fowler's accusations abhorrent and inst everything Uber stands for and believes in.) Ms. Fowler purported that he manager was not punished because he was a high performeret other female employees reported similar incidents with the same manager leading Ms. Fowler to believe that HR was covering up for her manager Uber was in trouble as more and more scandals emerged and they quickly took the following actions: (a) apologized for some of their managers' actions, (b) had a board member and several female executives provide testimonials on the firm's positive work environment, and (c) began to probe workplace policies and procedures. Arianna Huffington, a board member, repeatedly labeled new employees a brilliant jerks."(6) Huffington said that this investigation would be different when Eric H. Holder Jr, the former United States Attorney General as well as some others), were hired to conduct their investigation, Uber released its first diversity report on March 28, 2017, one month after these allegations. This report indicated that women and nonwhite employees are underrepresented at the firm, not overly dissimilar from other technology based firms. Some of the most egregious statisties include(a) racial configuration- Hispanic. 9 black, 50% white, and (b) 85% of all technology jobs are held by men, with amere 16 of the total workforce comprised of women)
Only time will tell if this fast growth firm can manage its aggressive culture and diversity as it continues to expand into new marketplaces and those with differing cultures

• Add your opinion about the choices and decisions being made—if this was your company would you make this choice?
• What would you do differently?