You are the CEO of Post Corporation and you have just received the report from the Finance Department regarding the inability of the company to pay off its debt. Reluctantly, the only option is to liquidate all the inventory in order to salvage as much money as possible before closing the stores. Your task is to compose a memo directed to the organization’s stakeholders, which includes employees, the Board of Directors, senior management, customers, and/or suppliers. In the memo, focusing on the tone, explain the rationale for the decision to close the stores.

Requirements

• Use memo format to communicate a clear message.

• Write your memo in professional style and tone.

Q.2 ABC Ltd., has been facing cash shortage problem for many years. You have just joined the company and made the proposal to prepare cash budget for controlling of cash shortage problem. Management has given you the green signal to prepare the cash budget and made the projection for requirement of cash through commercial bank channel in the coming period. The following information were gathered for preparing the cash budget. 1. Sales budgets November, 2019…………………………. Rs.200,000 December, 2019…………………………… 300,000 January, 2020…………………………….. 400,000 February, 2020…………………………… 500,000 March, 2020……………………………….. 600,000 All sales are made on credit basis and customers follow the following patter to pay; A) 40 % pay in the month of sales. B) 50 % in the following month of sales. C) 10 % pay in the second month of sales. 2. Purchase budgets 3. Purchases are made equal to 60 % of the respective month sales at beginning of the month. 50% of purchase amount is paid in the month of purchases and 50% in the following month of purchases 4. Cash operating expenses per month is estimated Rs.80,000. 5. Dividend is expected to be paid Rs.100,000 in the month of January, 2020. 6. Tax is to be paid Rs.50,000 in the month of march, 2020. 7. A new plant costing Rs. 250,000 to be purchased in the month of Feb.,2020. 8. Cash on hand on 1st January, 2020 is Rs.100,000. 9. A minimum cash balance of Rs.150,000 to be maintained from 31st January,2020 on ward, company has made arrangement with the local bank a line of credit to meet its cash requirement and if excess cash available it would be paid to bank to pay the loan. Required: Prepare a cash budget for the month of January, February, March, 2020. (Marks-10)

Each year, ratings are compiled concerning the performance of new cars during the firs 90 days of use. Suppose that the cars have been categorized according to whether the card needs warranty- related repair( yes or no) and the country in which the company manufacturing the car is based ( united states or not united states)Based on the data collected, the probability that the new car needs a warranty repair is 0.04, the probability that the car is manufactured by a US – based company is 0.60, and the probability that the new car needs a warranty repair and was manufactured by a US- based company is 0.025. Construct a contingency table or a Venn diagram to evaluate the probabilities of a warranty- related repair. What is the probability that a new car selected at random

a. Needs a warranty- related repair?

b. Needs a warranty repair and is manufactured by a company based in the united states?

c. Needs a warranty repair or was manufactured by a US- based company?

d. Needs a warranty repair or was no manufactured by US- based company?

Problem Set 1: Pearson Correlation Coefficient Analysis

Research Scenario: A clinical psychologist would like to determine whether there is a relationship between observer ratings of children’s externalizing behaviors and scores on an established diagnostic interview assessing externalizing disorders (like ADHD, CD, etc.). He administers the diagnostic interview to 25 children and records these scores. He then trains an observer to independently rate carefully-defined externalizing behaviors for each of the 25 children. These scores are totaled for an overall “externalizing behavior index.” On both the interview and the behavioral ratings, a higher score indicates higher levels of externalizing behavior. These scores are listed in the table below.

Using this table, enter the data into a new SPSS data file and run a Pearson correlation coefficient analysis to test whether there is a relationship between the interview scores and the behavior ratings in this sample. Create a scatterplot to show the relationship between the variables.

Read the CNN article in the link below regarding Starbucks and Nestle engaging in a partnership to sell and distribute the Starbucks brand around the world. What do you feel is the greatest challenge facing Starbucks when entering global markets? Why? Also, how can partnering with Nestle help Starbucks in ways that they cannot help themselves?

Nestle and Starbucks are teaming up to create a "global coffee alliance."

Under the deal, Nestle (NSRGF) will pay $7.2 billion to market, sell and distribute Starbucks' (SBUX) packaged coffees and teas around the world, the companies said Monday.

Nestle already has a significant presence in the coffee business with well-known brands like Nescafe and Nespresso. It's now adding Starbucks coffee and tea products to the list.

The agreement only covers Starbucks' packaged goods sold outside the US company's stores. It doesn't include Starbucks' ready-to-drink coffee, tea or juices.

Related: Nestle needs an overhaul

Starbucks CEO Kevin Johnson said the deal "will bring the Starbucks experience to the homes of millions more around the world."

The deal still needs approval from regulators and is expected to be finalized in summer or early fall this year, the companies said.

About 500 Starbucks employees will join Nestle under the agreement, the Switzerland-based company said.

It said the Starbucks packaged goods business generates annual revenue of about $2 billion a year.

How would you respond to this post?

A firm should always have more than one supplier. I work in the aerospace industry. As such, there are many certifications and standards that each supplier must be and be held to. It is very difficult to attain these and therefore exiting a supplier is rigorous work. Making a good decision in the first place is the key. However, having too many suppliers can cause complications with delivery frequency, pricing, or quality (Vonderembse, & White, 2013). Variations in any of these can cause complications for a firm. If I were CEO of a company, I'd rather mitigate the risk of quality, pricing, natural disasters, or otherwise by having multiple suppliers than relying solely on only one or two and risking everything on their performance.

There are several parts that we are always waiting for from suppliers. Some of those have less than a 50% acceptance rate meaning that less than half of the ones the supplier sends us to meet our quality specs. We end up doing rework in house to try and salvage as many parts as we can due to the processing time and cost to qualify new suppliers. There are also situations where parts are designed for certain operations to be done in house and others, outsourced. As a general rule of thumb, though, I think every firm should have multiple suppliers.

TS Inc. is a small, growing aviation company; the CEO makes the hiring decisions based on his years of experience as well as his gut feeling. He started the business 10 years ago with 10 employees and the company has grown to over 30 employees. Since you have been hired, you have guided management through several stages of the recruitment and selection process to hire an aircraft maintenance engineer. TS Inc. has used proper selection methods, such as screening, testing, and structured interviews, but is not sure about how to integrate the data from these various sources. In the past, the president relied on his gut feeling about applicants and made poor hiring decisions. At TS Inc. recruitment rests on the shoulders of the president. Like most small companies, TS Inc. frequently uses employee referrals as a method of recruitment. The company wants to use Internet recruitment technologies but is not well versed in information technology. The CEO is very concerned about poor hiring decisions and turnover costs.

1. The CEO has asked you, the HRM, to explain some of the differences between the use of his practice-based selection approach and an empirical-based process. Also explain what challenges you anticipate he would face in using validation techniques.

2. Define and describe one potential decision making model TS Inc. could use. Explain the decision-making model and discuss its advantages and disadvantages.

3. Explain TS Inc.’s president’s decision-making style, and discuss the advantages and disadvantages of this method of decision making.

4. TS Inc. has made costly selection errors in the past when the company underestimated the potential of an aircraft maintenance engineer, which resulted in a no-hire decision. Explain this type of selection error and discuss the potential impact of such an error and why TS Inc. should be concerned.

5. What would be some effective e-recruitment method for recruiting aircraft maintenance engineers?

Based on the following, Please answer the following, Thanks!

Imagine you are a human resources professional working at a prominent global company. There have been recent concerns regarding how the organization has been conducting business in the global market, and it has tasked you with identifying problems and recommending solutions. You will analyze information from the case study Nimble Storage: Scaling Talent Strategy Amidst Hyper-Growth for how the organization’s business practices have aligned with more geocentric perspectives, identifying potential gaps in its current practices. You will then make a series of recommendations directed to leadership for addressing identified gaps and ensuring a successful transition regarding your proposed changes.

Introduction:

The Nimble Storage is a hybrid growing data storage System Company situated in Silicon Valley. The CEO of the company is Suresh Vasudevan, and the Vice President of the HR department is Paul Whitney. The company's purpose of developing the hybrid system, which is used in flash memory (It is a storage memory that leads to rapid access to random data) and hard disk to increase the performance of the company at the competitive prices offered to the customers in order to give the efficient and the flash storage platform.

The case analyzes the past performance of the company and the talented hiring of the personnel by Whitney, where the founder and CEO of the company plan to transfer the storage world into the hybrid storage system and wanted to achieve the goal to make a billion dollar company within three years. For this purpose, Suresh Vasudevan aimed to focus on both short term and long term key people initiative to measure the results. The company decided to launch the new leadership program named "LEAD" for the sustainable future growth of the company and also effects on the people initiatives to go forward in future.

The objective of the case is to make quantitative and qualitative analysis by identifying the issues, providing solutions to the problems, and providing an alternative for the growth and evaluating and choosing the best alternative and provide an implementation plan.

Define the issues/Problem statement:

The company has finished its second full fiscal year of storage on January 31, 2013, which provided the great opportunity for reproducing its core values, reviewed the success over the last years and also the strong personnel who made it possible. The company always aims to deliver the world’s most efficient way of data storage by target the broad range of enterprise applications with the goal of optimizing in many factors such as performance efficiency, capacity efficiency, data protection and dramatic simplicity.

Problems/Issues and its solutions:

In order to stabilize the performance, the company faced many potential problems and issues in producing the product and also HR-related issues faced by Whitney.

The first problem was related to the health of the customers' network that led to the unusual high temperature in the data center. The company is now organizing the data center in order to convince the customers to the belief that will help to solve the range of problems in one single platform.

The second problem was the business team was not effective due to lack of motivation and employee turnover, it as one of the biggest challenge that company was facing in last nine months. So, the business wanted to improve its values by making the business by conducting two ways process with the two-sided as the same coin. It would result in the powerful feedback and result oriented of employees, which will result in employee retention and run the business with the order of framework and program perspective.

The company was facing the hiring issue as they wanted to maintain its culture and status quo, the company needed to change the paid time off/personal time off PTO policy in fifteen days, the company wanted to increase the length of services, and they tested the idea but not preferred by the company. Therefore, the employees wanted a favor, and the company made the PTO flexible and unlimited sick leaves and holidays for employee retention.

Suresh Vasudevan had talked about the cultural openness and transparency in sharing the information to the tons of people via any social website, such as Facebook and Google. The company estimates that the openness will be challenging to measure as the hidden information would be exposed publicly.

Questions;

1. Determine gaps in the organization’s current practices within the global market that are relevant to the human resources team of the organization.

2. Determine gaps in the organization’s current practices within the organization that are relevant to the human resources team of the organization from a geocentric perspective. What issues or problems are present regarding the organization’s accommodations for global employees?

3. Determine gaps in the technological tools and structure of the organization that should be considered when working within a global structure.

Protek Ltd, a masks distributor company, provides the following trial balance for the year ended 30 June 2020:

Protek Ltd

Trial balance as at 30 June 2020

Debit ($)

Credit ($)

Sales of N97 surgical masks

2,151,670

Sales of 4-ply masks

3,120,850

Sales of masks filters

3,288,426

Cost of goods sold

4,688,000

Rental expenses

375,950

Salaries and wages

1,980,000

Administration expenses

128,450

Annual leave expense

98,510

Doubtful debts expense

158,000

Depreciation expense

376,000

Amortisation expense - patent

56,900

Interest expense

22,500

Interest income

8,200

Selling expenses

66,800

Income tax expense

228,600

Cash on hand

53,000

Cash management account

230,000

Trade debtors

478,600

Allowance for doubtful debts

19,144

Inventories

455,040

Land   

760,000

Motor vehicles

630,000

Accumulated depreciation - motor vehicles

252,000

Office equipment

620,000

Accumulated depreciation - office equipment

124,000

Patent (5 years)

569,000

Accumulated amortisation - patent

56,900

Deferred tax asset

28,500

Deferred tax liability

125,000

Bank loan

450,000

Trade creditors

182,560

Provision for annual leave

43,000

Current tax liability

132,100

Retained earnings, 1 July 2019

70,000

Dividends paid

20,000

Share capital

2,000,000

12,023,850

12,023,850

Additional information:

Protek Ltd is a reporting entity in accordance with the requirements of Australian’s Conceptual Framework.

The bank loan is repayable in 3 years.

The depreciation expense of $376,000 relates to motor vehicles and office equipment amounted to $252,000 and $124,000 respectively.

60% of the provision for annual leave are expected to be payable within 1 year and the remaining is payable after 1 year.

The patent was acquired on 1 January 2020. It represents fees paid to Teknova Group, a manufacturer company based in China. Protek Ltd is given the sole distributorship in Australia to sell the new high quality mask, N97, designed for first line workers in the health industry. The patent lasts for 5 years.

There was no new shares issued during the financial year ending 30 June 2020.

Protek Ltd uses the single statement format for the statement of profit or loss and other comprehensive income and presents an analysis of expenses by function on the statement.

The following expenses are allocated to administrative expenses and distribution costs for the purposes of preparation of the statement of profit or loss and other comprehensive income:

Administrative expenses

Distribution costs

Rental expenses

40%

60%

Salaries and wages

50%

50%

Administration expenses

100%

-

Annual leave expense

50%

50%

Doubtful debts expense

-

100%

Depreciation expense – motor vehicles

10%

90%

Depreciation expense – office equipment

80%

20%

Amortisation expense - patent

100%

-

Selling expenses

-

100%

In relation to the statement of financial position, where AASB 101 requires entities to disclose further sub-classifications of the minimum line items on the face of the statement or in the notes, the directors of Protek Ltd want to report only the minimum line items on the face of the statement, and leave the sub-classifications to be disclosed in the notes.

Part A

As the accountant for the entity, prepare the following statements of Protek Ltd the year ended 30 June 2020 in accordance with AASB101:

Statement of profit or loss and other comprehensive income;

Statement of financial position; and

Statement of changes in equity.

In preparing the above statements, you should use the line items that a listed company is likely to use and refer to paragraphs 54, 82, 82A and 106 of AASB 101 in determining the line items to be presented. Show all workings to support your figures presented in the statements. Disclosure notes and comparative figures are not required.

Note: In preparing the statements for Part A, you should consider only information given in this part and ignore information given in Part B below.

Part B

The following events occurred after the preparation of statements was completed in Part A above.

Event 1

The directors have asked you to review the doubtful debts allowance due to the high level of bad debts expense that occurred during the year. The allowance is currently measured based on 4% of trade debtors’ balances following the advice of Jane, who is one of the directors. After reviewing industry averages, you have advised the directors that the allowances should be revised to 8% of the trade debtors’ balances and the directors agreed to your proposal and adopt the new basis from 1 July 2019. This change is considered material in Protek Ltd’s case.

Required:

State if the above situation would constitute a change in accounting policy or a change in accounting estimate. Explain and support your answers by making reference to relevant paragraphs in AASB108.

Prepare necessary adjusting entries and/or notes disclosures required to account for the change in the doubtful debt allowance for the year ended 30 June 2020.

Event 2

Protek Ltd stored its masks in rented warehouses located in several locations. One of the warehouses in Orange was destroyed by bushfires on 29 July 2020. From the accounting records, there were 8,000 boxes of N95 masks stored in that warehouse, with cost of inventories valued at $120,000. Unfortunately, there was no insurance policy acquired to cover this loss and the loss is considered material for Protek Ltd.

The financial statements for the year ended 30 June 2020 were authorised for issue by the directors on 28 August 2020.

Required:

Classify the above event as either an adjusting or non-adjusting event after the end of the reporting period. Justify your answer by making reference to AASB110.

Consistent with your answer to (i) above, prepare any journal entries and/or note disclosures required to comply with the requirements of AASB110.