Questions
The following table depicts statistics on GDP per capita (ie, GDP/population) in column (1) and its...

The following table depicts statistics on GDP per capita (ie, GDP/population) in column (1) and its growth rate for the country groups (column 2) defined by GDP levels (High-income, Middle-income and Low-income). They are all expressed as real (constant) GDP.

(1)

(2)

(3)

Country group

GDP per capita (Year 2010)

Average annual growth rate of real GDP per capita (Year 2000-2010)

GDP per capita (Year 2088)

High-income

38,293

0.9%

?

Middle-income

3,980

4.8%

?

Low-income

507

3.0%

?

Source: The World Bank,

http://databank.worldbank.org/data/reports.aspx?source=world-development-indicators

Throughout this question, assume constant growth rates for each of the country groups that are equal to their average value between year 2000 and 2010 (column 2 of Table). Answer the following questions (show all the calculation steps to get the partial marks):

Compute the ratio of GDP per capita of the different income groups in year 2010 (expressed in the one decimal point in %): (1.5 mark, 0.5 each)

Middle- to High-income group

Low- to High-income group

Low- to Middle income group

Compute the approximate number of years it will take the Low-income and Middle-income countries to double their GDP per capita. (1 mark)

Approximate the GDP per capita for High-income, Middle-income and Low-income groups for the year 2088, and fill in column 3 of the Table. (1.5 mark, 0.5 each)

Repeat part a) of the question with the computed GDP per capita in year 2088 (1.5 mark, 0.5 each)

Now compare your answers in part a) and part d). Comment on any changes occurred between year 2010 and 2088. (2 mark)

In: Economics

Hershey Company is one of the world’s leading producers of chocolates, candies, and confections. The company...

Hershey Company is one of the world’s leading producers of chocolates, candies, and confections. The company sells chocolates and candies, mints and gums, baking ingredients, toppings, and beverages. Hershey’s consolidated balance sheets for 2009 and 2010 follow:

Hershey: Consolidated Balance Sheets

(millions)

2009

2010

Assets

Current Assets

Cash and Equivalents

$   253.6

$   884.6

Accounts Receivable, Trade

410.4

390.1

Inventories

519.7

533.6

Deferred Income Taxes

39.9

55.8

Prepaid Expenses and Other Assets

     161.8

     141.1

Total Current Assets

1,385.4

2,005.2

Property, Plant, and Equipment, net

1,404.8

1,437.7

Goodwill and Intangible Assets

571.6

524.1

Other Intangible Assets

125.5

123.1

Deferred Income Taxes and Other Assets

     187.7

     182.6

Total Assets

$ 3,675.0

$ 4,272.7

Liabilities and Shareholders’ Equity

Current Liabilities

Accounts Payable

$   287.9

$   410.7

Accrued Liabilities and Taxes

583.4

602.7

Short-Term Debt

24.1

24.1

Current Portion of Long-Term Debt

       15.2

     261.4

Total Current Liabilities

     910.6

1,298.9

Long-Term Debt

1,502.7

1,541.8

Other Long-Term Liabilities

     501.4

     494.4

Total Liabilities

2,914.7

3,335.1

Shareholders’ Equity

Common Stock

359.9

359.9

Additional Paid-In Capital

394.7

434.9

Retained Earnings

4,148.3

4,374.7

Treasury Stock

(3,979.6)

(4,052.1)

Accumulated Other Comprehensive Loss

(202.9)

(215.1)

Noncontrolling Interests

       39.9

       35.3

Total Shareholders’ Equity

     760.3

     937.6

Total Liabilities and Shareholders’ Equity

$ 3,675.0

$ 4,272.7

Additional information for 2010:    Total sales                        $5,671.0

                                                  Costs of goods sold           $3,255.8

                                                  Net income                       $   509.8

REQUIRED:

  1. Compute the common-size balance sheet for 2010 and the rate of change balance sheet for 2010.

In: Accounting

In early January 2010​, you purchased ​$19 comma 000 worth of some​ high-grade corporate bonds. The...

In early January 2010​, you purchased ​$19 comma 000 worth of some​ high-grade corporate bonds. The bonds carried a coupon of 7 4/8% and mature in 2024.

You paid 95.463 when you bought the bonds. Over the five years from 2010 through 2014​, the bonds were priced in the market as​ follows:

Year Beginning of the Year End of
the Year
Average Holding Period Return on High-Grade Corporate Bonds
2010 95.463 104.824 7.30%
2011 104.824 106.783 11.72%
2012 106.783 108.567 -6.89%
2013 108.567 116.281 7.90%
2014 116.281 128.181 9.11%

Coupon payments were made on schedule throughout the​ 5-year period.

a. Find the annual holding period returns for 2010 through 2014.

b. Use the average return information in the given table to evaluate the investment performance of this bond. How do you think it stacks up against the​ market? Explain.

a. The holding period return for 2010 is nothing​%. ​(Round to two decimal​ places.)

The holding period return for 2011 is nothing​%. ​(Round to two decimal​ places.)

The holding period return for 2012 is nothing ​%. ​(Round to two decimal​ places.)

The holding period return for 2013 is nothing​%. ​(Round to two decimal​ places.)

The holding period return for 2014 is nothing​%. ​(Round to two decimal​ places.)

b. Use the average return information in the given table to evaluate the investment performance of this bond. How do you think it stacks up against the​ market? Explain.  ​

The​ high-grade corporate bond investment has outperformed the market. The average rate of return for the investment is 13.21​% versus the average market rate of 5.83​%.

The market has outperformed the corporate bond investment. The average rate of return for the investment is 5.83​% versus the average market rate of 13.21​%.

In: Finance

Ms. Beach has asked you to advise him on the long-term debt-paying ability of Aroshell Company....

Ms. Beach has asked you to advise him on the long-term debt-paying ability of Aroshell Company.
She provides you with the following ratios:
2016 2015 2014
Times interest earned 8.2 7.0 4.5
Debt ratio 30% 29% 30%
Debt to tangible net worth 70% 71% 71%
a. Give the implications and the limitations of each item separately and then the collective
     influence that could be drawn from them about Aroshell Company's long-term debt position.
b. What warnings should you offer Ms. Beach about the limitations of ratio analysis for the purpose stated here?

In: Accounting

You have recently been hired by a company that wants to “go global” and you have...

You have recently been hired by a company that wants to “go global” and you have been selected to help research this possibility. The CEO has selected you to research your chosen country and report back. You must prepare a report on your country’s four cultural values and provide examples of how they relate to business transactions.

For your chosen country of France write a three-page paper on the following:

Individual and collective dimension of the country
Equality and hierarchy dimension of the country
Change orientation dimension of the country
Time orientation dimension of the country
Give examples of these dimensions and how they relate to global business transactions

In: Operations Management

Think of the group experiences you have had at work, at home, at school, or in...

Think of the group experiences you have had at work, at home, at school, or in any formal or informal organizational environment. Think of “organizational environment” as simply meaning a group of individuals that get together to pursue a goal. Think of a specific example from those experiences, and see which one of the models of group dynamics best applies to that example. Choose specifically one from the following theories: the stages of group development, the punctuated-equilibrium model, collective efficacy, cohesion, or social loafing. You can choose an example where the group was highly effective, or an example where the group dynamics became an obstacle to performance.

In: Operations Management

Think of the group experiences you have had at work, at home, at school, or in...

Think of the group experiences you have had at work, at home, at school, or in any formal or informal organizational environment. Think of “organizational environment” as simply meaning a group of individuals that get together to pursue a goal. Think of a specific example from those experiences, and see which one of the models of group dynamics best applies to that example.

Choose specifically one from the following theories: the stages of group development, the punctuated-equilibrium model, collective efficacy, cohesion, or social loafing. You can choose an example where the group was highly effective, or an example where the group dynamics became an obstacle to performance.mics

In: Operations Management

: We will be looking closely at deontology this week, as well as utilitarianism, and we...

: We will be looking closely at deontology this week, as well as utilitarianism, and we will be discussing the basis of morality. Deontology is just a means of understanding normative morality. You can do this by applying such things as Kantian Absolutism or Divine Command Theory to problems of a moral nature. This week I want you to use the readings for the week to help you create an argument for or against the culture of the N. discussed in Brockmeier's, "The Jesus Stories." What can you say of them as people and of their philosophy? What would be their collective sense of morality? What does Brockmeier hint that it is? **10 or so well-rounded sentences are required for your initial posting**

In: Psychology

define all these Organizational structure - Simple organizational structure - Functional organizational structure - Multidivisional organizational...

define all these

Organizational structure -

Simple organizational structure -

Functional organizational structure -

Multidivisional organizational structure -

Matrix organizational structure -

International organizational structure -

Network structure -

Boundaryless organizational designs -

Barrier free organizations -

Modular organizations -

Virtual organizations -

Centralized decision making -

Decentralized decision making -

Informal organizational structure -

Building an organization for execution

Staffing the organization -

Managing resources and capabilities-

Structuring the organization -

Three approaches to building resources and capabilities

Developing capabilities internally -

Mergers and Acquisitions -

Collective partnerships -

Staffing the organization

Strong management team -

Recruit, train, retain -

Two signs of good strategy execution-

In: Operations Management

‏Q3. Critically examine two employee participation practices in South-West Trains and their impact on employee performance??...

‏Q3. Critically examine two employee participation practices in South-West Trains and their impact on employee performance??


‏Case Study Employee Relations at South-West Trains The company has a well-established collective bargaining agreement with ASLEF, the RMT, TSSA and AMICUS, which operates through the South-West Trains Company Council. This agreement gives the unions negotiating rights on a range of issues, including pay and terms and conditions of employment. They are also consulted on issues relating to performance and attendance, ` IN SEMESTER INDIVIDUAL ASSIGNMENT 2 Module Code: BUSS 1704 Module Name: Employee Relations Level: 6 Max. Marks: 100 Employee Relations (BUSS 1704) – Spring - 20 – CW2 (Assignment) – All– QP MEC_AMO_TEM_034_01 Page 2 of 14 changes in working practices, and redundancy. The Company Council is supported by a number of smaller groups. South-West Trains needs to ensure that it can involve and engage all staff, not just its union members. A number of employees are not represented by a union and have a limited formal voice in the company. In addition, the firm’s ‘Tell Us’ employee survey shows that a percentage of staff don’t feel they’re consulted about major decisions. These factors, combined with the approach of the new Employee Information and Consultation Regulations requiring that all staff are included in consultation arrangements, led the company to review its existing arrangements. The company would prefer the current collective-bargaining machinery to be adapted to allow non-union representatives to be informed and consulted alongside union representatives. However, other options may be possible, including establishing employee forums that would be open to all staff and would operate in parallel to the Company Council. Although it has a very good working relationship with all the unions, the company has moved away from relying solely on collective machinery to inform and consult employees. It takes responsibility for communicating with all employees and has improved its direct methods of communication. It holds ad hoc forums on specific issues to generate feedback from employees. Staff surveys have shown that employees want face-to-face communication, where possible through their line manager. ‘Time with your manager’ sessions have been introduced for operational staff to ensure that individuals have regular conversations with their line manager. HR seeks to get across the message to line managers that negotiating skills are basically communication skills, and that authentic conversations are needed to establish trust-based relationships with employees. ‘Partnership’ in the company is seen as being essentially between employer and employees, while the relationship with the trade unions is a professional one. In addition to regular team briefings by line managers, the company is increasingly using email and the company intranet to communicate with employees.

In: Economics