For a variety of reasons, many individuals have a hard time with their memory. Discuss at least three ways that an individual can improve his/her memory and also at least three conditions that could prevent an individual from accurately retrieving items from his/her memory. Be sure to provide real-life examples to help demonstrate your understanding of these concepts.

Peter loves dogs and cats. For the past several years, he has owned and operated Homeward Bound, which temporarily houses pets while their owners go on vacation. For the month of June, the company has the following transactions:

1. June 2 Obtain cash by borrowing $19,000 from the bank by signing a note.

2. June 3 Pay rent for the current month, $1,200.

3. June 7 Provide services to customers, $3,300 for cash and $1,600 on account.

4. June 11 Purchase cages and equipment necessary to maintain the animals, $6,500 cash.

5. June 17 Pay employees’ salaries for the first half of the month, $4,600.

6. June 22 Pay dividends to stockholders, $1,075.

7. June 25 Receive cash in advance from a customer who wants to house his two dogs (Chance and Shadow) and cat (Sassy) while he goes on vacation the month of July, $1,150.

8. June 28 Pay utilities for the month, $1,400.

9. June 30 Record salaries earned by employees for the second half of the month, $4,600. Payment will be made on July 2.

1. Record each transaction(journal entries)

2. determine the transactions involving cash.

3. Assuming the balance of cash at the beginning of June is $12,800, post each cash transaction to the cash T-account.

Problem 4-5B Record transactions, post to the Cash T-account, and prepare the statement of cash flows (LO4-7)

[The following information applies to the questions displayed below.]

Peter loves dogs and cats. For the past several years, he has owned and operated Homeward Bound, which temporarily houses pets while their owners go on vacation. For the month of June, the company has the following transactions:

Is Globalization in Decline or Not? What is the proper role for US based companies in their globalization efforts? Can US based companies afford to retreat from global markets? While competition in global markets has increased, and profitability has become difficult to maintain, can US based companies afford to retreat from their global footprint? Do you have any direct experience with this issue in your workplace that you could bring to the discussion?

Our group incentive option gives us a bonus at the end of the year based on how profitable we were for the year.

      [ Choose ]            Stock Options.            Gainsharing.            Profit Sharing.            Stock Purchasing.      

Our group incentive option plan worked like this. The manager told us that if we could cut cost in our department by 5%, as a group we would get 5% of the savings to the company distributed evenly among us.

      [ Choose ]            Stock Options.            Gainsharing.            Profit Sharing.            Stock Purchasing.      

Our group incentive option allows me to buy company stock for 10% less than the market value.

      [ Choose ]            Stock Options.            Gainsharing.            Profit Sharing.            Stock Purchasing.      

Our group incentive option plan allows me to buy $50 shares of the company stock for only $13 apiece next year.

[ Choose ]            Stock Options.            Gainsharing.            Profit Sharing.            Stock Purchasing.

October

1. S. Erickson invested $5 0,000 cash, a $16,000 pool equipment, and $12,000 of office equipment in the company.

2. The company paid $4,000 cash for five months’ rent.

3. The company purchased $1,620 of office supplies on credit from Todd’s Office Products.

5. The company paid $4,220 cash for one year’s premium on a property and liability insurance policy.

6. The company billed Deep End Co $4,800 for services performed in installing a new pool

8. The company paid $1,620 cash for the office supplies purchased from Todd’s Office Products on October 3.

10. The company hired Julie Kruit as a part-time assistant for $136 per day, as needed.

12. The company billed Deep End Co another $1,600 for services performed.

15. The company received $4,800 cash from Deep End Co as partial payment on its account.

17. The company paid $750 cash to repair pool equipment that was damaged when moving it.

20. The company paid $1,958 cash for advertisements published in the local newspaper.

22.The company received $1,600 cash from Deep End Co. on its account.

28. The company billed Happy Summer Corp $6,802 for consulting services performed.

31. The company paid $952 cash for Julie Kruit’s wages for seven days’ work.

31. S. Ericksonwithdrew $3,500 cash from the company for personal use.

November

1. The Company reimbursed S. Erickson in cash for business automobile mileage allowance (Ericksonlogged 1,500 miles at $0.32 per mile).

2. The company received $5,630 cash from Underground Inc. for consulting services performed.

5. The company purchased office supplies for $1,325 cash from Todd’s Office Products.

8. The company billedSlides R Us $7,568 for services performed.

13. The company agreed to perform future services for Henry’s Pool and Spa Co. No work has been performed.

18. The company received $2,802 cash from Happy Summer Corp as partial payment of the October 28 bill.

22. The company donated $450 cash to the United Way in the company’s name.

24. The company completed work and sent a bill for $4,800toHenry’s Pool and SpaCo.

25. The company sent another bill to Happy Summer Corp for the past-due amount of $ 4 000.

28. The company reimbursed S. Erickson in cash for business automobile mileage(1,300 miles at $0.32 per mile).

30. The company paid cash to Julie Kruit for 14 days’ work.

30. S. Erickson withdrew $1,500 cash from the company for personal use

December

2. Paid $1,200 cash to West Side Mall for Splashing Around’s share of mall advertising costs.

3. Paid $350 cash for minor repairs to the company’s pool equipment

4. Received $4,800 cash from Henry’s Pool and Spa Co. for the receivable from November.

10. Paid cash to Julie Kruit for six days of work at the rate of $136 per day.

14. Notified by Henry’s Pool and Spa Co. that Splashing Around’s bid of $ 10,000 on a proposed project has been accepted. Henry’s paid a $ 6,500 cash advance to Splashing Around

15. Purchased $1,400 of office supplies on credit from Todd’s Office Products.

16. Sent a reminder to Slides R Us to pay the fee for services recorded on November 8.

20. Completed a project for Underground Inc and received $6,545 cash.

22–26 Took the week off for the holidays.

28. Received $4,500 cash from Slides R Us on its receivable.

29. Reimbursed S. Erickson for business automobile mileage (500 miles at $0.32 per mile).

31. S.Erickson withdrew $ 2,500 cash from the company for personal use.

Adjusting Entries

The following additional facts are collected for use in making adjusting entries prior to preparing

financial statements for the company’s first three months:

a. The December 31 inventory count of office supplies shows $1800 still available.

b.Three months have expired since the 12-month insurance premium was paid in advance.

c. As of December 31, Julie Kruit has not been paid for four days of work at $136 per day.

d.The pool equipment, acquired on October 1, is expected to have a four-year life with no salvage value.

e. The office equipment, acquired on October 1, is expected to have a five-year life with no salvage value.

f.Three of the five months’ prepaid rent has expired

just the adjusting entries journalized.

The following are two case study examples from NASA’s Aviation Safety Reporting System (ASRS), in the original text submitted, including grammatical errors. The reader will see traces to the different components of individual human performance, professionalism, and the components of the CRM Pyramid model. Finally, we will consider the case of a solid CRM positive example in the case of JetBlue Flight 292.a

Ramp Operations: Example of Disregard for Authority

On gate and time for push back, the push crew said that they would take the brakes and hold the push waiting for clrnc from ramp. There was an acft behind us, so the wait was extended. Without prior coordination, the forward cargo door opened, and bags were loaded. I asked the tug driver who had given clrnc for the pit to be opened. He said that we were just sitting there, and he had told the rampers to throw the bags into the pit. I reminded him that the capt was the one who gave permission to open the doors after the brakes have been released. This opening the doors without coordination has become common with the rampers. The tug driver then stated that they could do this if we were waiting for clrnc. I then said, ‘not without talking to the crew.’ He then said, ‘so write it up.’ I then stated that he should read up on the procs. At this point we had been given permission to push and I informed the tug driver. He started the push by pumping the accelerator on the tug and bunching the tow bar against the nose gear several times. At least four times. I then directed him to stop the push, without a response at first. I had concern for the acft nose gear and for the flt attendants standing in the aisle doing their demos. Only after the second command to stop the push did the tug driver stop. Not wanting him to continue the bumping of the acft and realizing that he was mad at me, I directed a return to the gate and then directed for another push crew. We informed ramp of the problem and informed coordination ctl. The coordination ctlr was of no help in the sit and became very unprofessional and abusive to the crew insisting that the push crew was qualified to do the push and thus should be allowed to do it. She stated that we were being very unprofessional for keeping the pax waiting and that we should accept the push crew and go. The coordination ctlr made these statements without knowing what was going on. The ramp lead got on the headset and informed me that I had ‘no right’ to request another crew. I informed him that I had every right to protect the acft and the crew and that I would not accept an individual who takes his irritation out on the acft. He informed me that it would be five to ten minutes before they could get another crew, and I said fine. Soon after, the ramp supervisor arrived and had the jet bridge pulled back, and we discussed the sit. He said that he would look into the prob and requested a rpt be filed. I told him I would file the rpt and forward it to him. We pushed back with the new crew and departed. Ramp personnel opening the cargo doors without clrnc from the flt crew, tug drivers not using the proper terminology, or improper pushes have become a problem. Intentionally taking frustration out on an acft cannot be accepted.

Discussion question for the reader: How can an airline encourage the concept of professionalism known as empowered accountability among employees who are paid minimum wage or close to minimum wage?

Two of the world’s largest economies, that is, the United States (U.S.) and China are presently involved in a trade dispute whereby the US is threatening to raise tariffs on $200 billion worth of Chinese exports. The position of the US is that they will be taking in billions of dollars in tariffs from this increase. In its retaliation, China’s Finance Ministry announced that it would raise tariffs on a wide range of American goods to 20% or 25% from the existing 10% tariff rate.

Provide an assessment of the current trade dispute between the US and China. Include in your assessment discussions on the following among other trade related matters of relevance to this topic;

(1) What is a tariff?

(2) What do you think are the motives for the trade tension particularly the tariff increase?

(3) What are the products which China exports to the US which the US is proposing to increase tariffs as high as 25% on?

(4) What are the products which the US exports to China which China is proposing to increase tariffs on in its retaliation against the US?

(5) Do you think businesses of the Caribbean region will be impacted if the tariff increases take effect? Give reasons for your answer. (give an example of a business/industry from the region to support your points, if applicable)

(6) What is the World Trade Organization (WTO)? Is the US a member of the WTO? What about China?

(7) Do you think the WTO can play a critical role in trying to resolve this ongoing trade war between the US and China? Give reasons for your answer.

Information: Thomas Perdue had built up a successful development company. When he became city commissioner, everyone said it was good to have a businessperson on the commission. They said businesspeople know how to control costs and make sound economic decisions, and Thomas could help the city tighten its belt. One of his first projects was an analysis of the human resources department. He claimed that if the whole function was outsourced, it would save the taxpayers money. A year later, after painful layoffs and a bumpy transition, the new contractor, NewSoft, was in place. Two years later, NewSoft’s billing rates had steadily increased, and there were complaints about service. After five years, the supposed savings had vanished, and Thomas had moved on to state government, his campaigns fueled by “generous” campaign contributions from companies like NewSoft. Requirement: After reading all differential analysis resources and viewing the videos, answer the following question 2 questions in your own words, using complete sentence structure and grammar. Please use citations if applicable. The attached rubric displays grading criteria. For this specific assignment, feedback will be given 24 hours after the due date. There is one attempt on this assignment. This assignment should be submitted based on individual knowledge and is not group based. Questions 1.Although this case differs from “fraud” in the usual sense, describe the conflict of interest in this case. Who benefitted, and who did not?. 2.When making business decisions of this sort, some factors are quantitative, and some are qualitative factors. Discuss some of the qualitative factors related to this case.

Jaguar Electronics, Inc. is a specialized electronics firm located in Charleston, South Carolina in the United States. The company was founded in 1965 and has enjoyed success and modest growth as a supplier of components to large manufacturers of specialty electronic-mechanical devices. Recently the company's management has decided to begin manufacturing and marketing a product called the 'Airflow'. The Airflow is manufactured by assembling two component parts:

(1) mechanical assemblies (MA), which are purchased from a company in Belgium; and

(2) electronic assem­blies (EC) manufactured by Jaguar Electronics at its Charleston facility.

Jaguar Electronics has manufactured and supplied the electronic assemblies to several national manufacturers of products similar to the Airflow for several years. Most of the consumer demand for the final products comes from areas enjoying a relatively warm climate throughout the year. Accordingly, the manu­facturers of those products have sold their goods with great success throughout the southern and southwest­ ern United States. The population and economic growth in these areas have contributed greatly to the success of this type of consumer product.

The man largely responsible for Jaguar Electronics' proposed move into manufacturing and marketing Air­ flow is the company president, Mr Smith. He has spent his entire career in the electronics industry and was with Jaguar Electronics for several years before becom­ ing its president. His reign as president has been very successful. However, he has viewed the impressive sales growth of EC units with mixed feelings. As a supplier of EC components, Jaguar Electronics has prospered from the growth in sales of products such as Airflow. However, Smith has always felt that his company was not reaping all of the benefits available in sales to the consumers. At the same time he felt that Jaguar Elec­tronics did not have the resources to compete success­ fully with the large firms that dominate the US market. Smith employed a consultant to determine where increasing consumer demand for Airflow-type prod­ucts would approach a level sufficiently high to justify entering these smaller markets. After reviewing the consultant's recommendations, Smith decided that Jaguar Electronics should target two of the higher-income countries in Latin America, Country 1 and Country 2. These nations, because of the income levels in particu­ lar cities, had the potential to be lucrative markets for Airflow. The consultant estimated the potential demand for Airflow to be 20,000 units per year in Country 1, and 40,000 units per year in Country 2.

The consultant had also recommended four options available to Jaguar Electronics as to how the widgets could be produced and distributed to these markets:

1. Assemble the widgets in Charleston and distribute them from that point.
2. Assemble them in Country 1, and distribute them from that point.
3. Assemble them in a free trade zone in Country 2.
4. Assemble them in a free trade zone in another coun­try, Country 3, which had no significant potential domestic market for Airflow, but a lower labor cost.

Smith held a meeting to brief his production manager, Daphne R. Feldblum, and his distribution manager, Karl Q. Winklepleck, on the proposed Airflow venture and the consultant's recommendations. Both had been with the company for several years.

After briefing the two managers, Smith asked: 'What course of action would you recommend?' Feldblum replied: 'We should probably assemble them where the labor cost would be lowest.' Winklepleck commented: 'We should also consider transportation rates, insurance rates, import duties, and free trade zones.' Smith decided that Feldblum and Winklepleck should work together to compile the information nec­essary for making the best possible decision.

Two weeks later the information shown in Tables 13.2 and 13.3 had been compiled.

With the data available, Smith had a meeting withFeldblum, Winklepleck, and a member of the corporate legal staff to discuss what should be done. The meeting went poorly. Feldblum still believed that the company should locate assembly in the place with the lowest labor cost. Winklepleck realized that he should have provided a spreadsheet indicating total costs associated with each approach.

Table 13.2 Cost, demand, weight, and tariff data

Annual demand in Country 1               20,000 units

Annual demand in Country 2                40,000 units

Labor costs for assembly

in Charleston                                  $5.00/unit

in Country 1                                    $4.50/unit

in Country 2 free trade zone            $4.00/unit

in Country 3 free trade zone             $3.75/unit

Cost of components

MA,FOB Brussels {Belgium)            $25.00/unit EC, FOB Charleston                $30.00/unit

Product weight

MA                                                   60 lb/ unit

EC                                                   40 lb/ unit

Airflow                                           100 lb/ unit

Import duties as a percentage of price paid)

Table 13.3 Combined rates for transportation and insurance between respective points

(Note: Projected sales volumes would justify shipping by container load. Though shipping rates would actually be charged per container load, for ease of calculation the rates below are shown as dollar costs per hundred pounds ($/cwt). If products were shipped in less­ than-container loads, rates would be much higher.)

Footnote by Winklepleck: Ocean freight shipments from Belgium to Country 3 are very infrequent.

The total cost figures for assembling in Charleston and Country 3 appeared to be very close. If it was possible to obtain some type of free trade area in Charleston, or if the US government could refund duty on the component MA when the finished product was exported, Charleston would actually be less expensive. In any event, figures for all of the combinations should be carefully calculated.

Winklepleck also had some questions in his mind that he wondered if he should raise. They seemed to be important, but the president might not be pleased to have them brought up. If assembly were to be done overseas, how would quality be controlled? Should the company consider making a product for export that it thought it couldn't market successfully in the United States? Did the company have the resources needed and was it prepared to make the effort required to begin marketing internationally: establishing market­ ing channels, product promotion, etc.? How Jong would it take to reach the projected sales overseas, and what would be needed to promote the product? How sure could they be that they could ever sell the expected number of units in each of the two overseas markets?

Questions to be Answered: Try Solving Using Excel

1. Calculate the total costs if the Airflow is assembled in Country 1 vs. Country 2, vs. Country 3. Note that Country 2 and 3 have a foreign trade zones and Country 1 does not. Note also that calculations should be done for total sales to supply the two countries.
2. Which country should they select to assemble the Airflow to maximize profit?
3. If the duty rate for Country 2 increases to 20%, how would this change your answer in question #2?