The University of

BostonBoston

Press is wholly owned by the university. It performs the bulk of its work for other university​ departments, which pay as though the press were an outside business enterprise. The press also publishes and maintains a stock of books for general sale. The press uses normal costing to cost each job. Its​ job-costing system has two​ direct-cost categories​ (direct materials and direct manufacturing​ labor) and one​ indirect-cost pool​ (manufacturing overhead, allocated on the basis of direct manufacturing labor​ costs). The following data​ (in thousands) pertain to 2017:

Direct materials and supplies purchased on credit $840

Direct materials used 740

Indirect materials issued to various production departments 140

Direct manufacturing labor 1,350

Indirect manufacturing labor incurred by various production departments 950

Depreciation on building and manufacturing equipment 440

Miscellaneous manufacturing overhead* incurred by various production departments

(ordinarily would be detailed as repairs, photocopying, utilities, etc.) 540

Manufacturing overhead allocated at 170% of direct manufacturing labor costs ?

Cost of goods manufactured 4,130

Revenues 8,900

Cost of goods sold (before adjustment for under- or overallocated manufacturing overhead) 4,050

Inventories, December 31, 2016 (not 2017):

Materials Control 160

Work-in-Process Control 60

Finished Goods Control 530

*The term manufacturing overhead is not used uniformly. Other terms that are often encountered in printing companies include job overhead and shop overhead.

The University of

ManchesterManchester

Press is wholly owned by the university. It performs the bulk of its work for other university​ departments, which pay as though the press were an outside business enterprise. The press also publishes and maintains a stock of books for general sale. The press uses normal costing to cost each job. Its​job-costing system has two​ direct-cost categories​ (direct materials and direct manufacturing​ labor) and one​ indirect-cost pool​ (manufacturing overhead, allocated on the basis of direct manufacturing labor​ costs). The following data​ (in thousands) pertain to

20172017​:

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Direct materials and supplies purchased on credit

$840

Direct materials used

720

Indirect materials issued to various production departments

100

Direct manufacturing labor

1,310

Indirect manufacturing labor incurred by various production departments

980

Depreciation on building and manufacturing equipment

430

Miscellaneous manufacturing overhead* incurred by various production departments

(ordinarily would be detailed as repairs, photocopying, utilities, etc.)

530

Manufacturing overhead allocated at 160% of direct manufacturing labor costs

?

Cost of goods manufactured

4,130

Revenues

8,100

Cost of goods sold (before adjustment for under- or overallocated manufacturing overhead)

4,030

Inventories, December 31, 2016 (not 2017):

Materials Control

180

Work-in-Process Control

50

Finished Goods Control

580

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.Requirement 1. Identify the components of the overview diagram of the​ job-costing system at the University of

ManchesterManchester

Press.

Requirement 2. Prepare journal entries to summarize the

20172017

transactions. As your final​ entry, dispose of the​ year-end under- or overallocated manufacturing overhead as a​ write-off to Cost of Goods Sold. Number your entries. Explanations for each entry may be

omitted.​(Record

debits​ first, then credits. Exclude explanations from any journal​ entries.)Direct materials and supplies purchased on​ credit,

$ 840$840.

Choose from any list or enter any number in the input fields and then click Check Answer.

In the 21st century the relationships amongst the various levels of government in what is known as Federalism, has changed radically since the founding of the republic. What is Federalism and why is our government founded on such a principle, and what are the implications of such a principle for public administrators responsible for the efficient and effective delivery of public and quasi-public goods and services in a dynamic political economy?

To approximate the proportion p of out-of-state students at University A, n samples are taken in a survey.

(1) Find the mean and standard deviation of sample proportion p̂.

(2) A survey shows that there are 23 out-of-state students out of 100 students. Find the 95% confidence interval for p.

(3) If we require the estimating error is less than 3% with 95% confidence, how many samples are required at least?

(4) Another sample shows that there are 10 out-of-state students out of 50 students from University B. Find the 95% confidence interval for the difference of two proportions between Universities A and B.

The average starting salary for this year's graduates at a large university (LU) is $20,000 with a standard deviation of $8,000. Furthermore, it is known that the starting salaries are normally distributed.

a. What is the probability that a randomly selected LU graduate will have a starting salary of at least $30,400?

b. What is the probability that a randomly selected LU graduate will have a salary of exactly $30,400?

c. Individuals with starting salaries of less than $15600 receive a low income tax break. What percentage of the graduates will receive the tax break?

d. If 189 of the recent graduates have salaries of at least $32240, how many students graduated this year from this university?

The average starting salary for this year's graduates at a large university (LU) is $20,000 with a standard deviation of $8,000. Furthermore, it is known that the starting salaries are normally distributed. a. What is the probability that a randomly selected LU graduate will have a starting salary of at least $30,400? b. What is the probability that a randomly selected LU graduate will have a salary of exactly $30,400? c. Individuals with starting salaries of less than $15600 receive a low income tax break. What percentage of the graduates will receive the tax break? d. If 189 of the recent graduates have salaries of at least $32240, how many students graduated this year from this university?

In an effort to reduce energy costs, a major university has installed more efficient lights as well as automatic sensors that turn the lights off when no movement is present in a room. Historically, the cost of lighting an average classroom for 1 week has been $265. To determine whether the changes have signficantly reduced costs, the university takes a sample of 50 classrooms. They find that the average cost for 1 week is $247 with a standard deviation of $60. When testing the hypothesis (at the 5% level of significance) that the average energy use has decreased from the past, what is the test statistic? (please round your answer to 2 decimal places)

1. Explain illegal payments under the FCPA, giving at least one specific example from an FCPA case. Are there any exceptions? Discuss advantages and disadvantages of this law in terms of US companies doing business abroad.

2. Give one specific example of an advantage, and a disadvantage, of the NAFTA regional free trade agreement. Discuss the effect of NAFTA on the US/Texas economy, both pro and con. Discuss update recommendations regarding this treaty.

3. Give an example of dumping, and explain why it is illegal. Is it good or bad for the US consumer?

4. Discuss the recent move toward the implementation of tariffs in international trade. Why are they being imposed, what is the effect on the US consumer and US businesses?

Then please read the article Uber's International 'Launch Playbook:

In 2011, when Uber first took its car service app abroad, the company made its Paris debut an all-consuming event. From headquarters in San Francisco, Chief Executive Officer Travis Kalanick personally hired and oversaw the three people running local operations ahead of the service's tense first day online in France. Every one ofUber's then-20 employees studied Parisian cab rates, or neighborhood traffic density, or French transportation laws. These days, things are less frantic. A few hours before Uber's Nov. 12 launch in Budapest, Austin Geidt , the company's head of global expansion, made time to talk through the process at a San Francisco cafe. A $17 billion valuation will do a lot to soothe jangled nerves. Geidt, a 29-year-old with one employer on her resume, helped Uber roll out in a dozen cities two years ago. Now it's adding one every other day. Budapest marked the 100th foreign city on six continents where Uber rides are available and made Hungary the 46th country where it operates. (Uber is in about 140 cities in the U.S.) While Geidt's team used to agonize over data on competition and demand in different cities to decide where to expand next, "At this point we go so quickly, I wouldn't say that it particularly matters," she says. "If we're not there now, we'll be there in a week." Geidt oversees what Uber calls its "launch playbook," a list of business strategies and operating guidelines that have been compiled by an internal team of about 40 employees. It doesn't cover everything: During a Nov. 14 dinner with New York journalists on the guest list, Uber's senior vice president for business, Emil Michael, suggested the company spend $1 million to hire a team of researchers that would target critical reporters. And Uber said on Nov. 18 that it was investigating Josh Mohrer, the head of its New York office, for tracking rides taken by a BuzzFeed reporter. The playbook includes a blueprint for expansion that begins with three people, mostly locals, in each new city: a marketer, someone to recruit drivers, and a general manager who deals with area authorities and competitors and reports to Geidt. Despite the consistent regimen, she says she tries to view each city operation as its own startup.

That has to change when one ofUber's foreign teams screws up. A brief international public-relations crisis ensued in October, when the Lyon (France) office ran a promotion offering customers a ride with an "incredibly hot chick." The trouble blew over after executives from San Francisco stepped in to stop the ad campaign. In India, Uber's biggest market outside the U.S., the central bank threatened to shut it down for skirting cybersecurity regulations by routing payments through a foreign subsidiary. The company announced in a Nov. 12 blog post that it would comply with Indian laws by hiring Paytm, a local mobile payments business, to set up virtual wallets for Indian users. It's been tougher for Uber to deal with local regulators and labor groups complaining that the company operates as an unlicensed taxi service and drains money from their transportation markets. Taxi drivers organized antiUber protests this summer that blocked streets in London and Western European cities. In the past six months, governments in Australia, Belgium, Germany, and the Philippines have instituted short-lived bans on the service or levied stiff fines on its drivers. Cabbies barricaded the door at the party celebrating Uber's Milan debut. Geidt says governments "are very hesitant to see us come, often. We're a big enough brand now that they catch on to us being there quicker than they used to." Geidt noticed Uber's smartphone app shortly after its launch in 2010, when it was a black-car service confined to San Francisco. "I loved the idea," she says, even though "I was probably too poor to be an actual customer." Having just earned a B.A. in English from the University of California at Berkeley, she e-mailed then-CEO Ryan Graves and scored an internship in the marketing department. Later she helped set up and eventually run Uber's first satellite operation, in New York. "She bounced around quickly enough that, all of a sudden, she was doing all parts of the operations in the city," says Graves, now head of global operations. Soon, Geidt was opening Uber offices across the U.S. She invited Boston cabbies to the Harvard Business School library, where she held recruitment meetings while posing as a student to get a free desk and Wi-Fi. She spent the night at a tow yard in Austin, Texas, paying fines for drivers to retrieve cars impounded in a police sting that targeted unlicensed taxis.

Since taking on international expansion in 2012, Geidt has focused much of her attention on Asia. Last year, CEO Kalanick summoned her and his other lieutenants to Beijing, where they worked for two weeks to hone their plan for China, from business structure and licenses to map data and the most popular forms of payment. "Everyone we talked to said, 'You should take four years to really research China, ' " recalls Geidt. "And we said, 'No, let's just go.'" Uber drivers have begun to roam seven cities on the mainland this year and will add several more soon, says regional manager Candice Lo. Uber couldn't afford to wait. China already has two dominant taxi-booking apps, each backed by one of the country's two biggest Internet companies, Tencent (700:HK) and Alibaba (BABA). It also faces fresh competition in the U.S., where Lyft has been slashing its prices to undercut the company. "We plan to expand internationally, but the U.S. is the biggest opportunity right now," says Lyft CEO Logan Green. To fuel expansion abroad, Uber is in talks to raise $1 billion on top of the $1.2 billion it announced in June, according to two people familiar with the fundraising who weren't authorized to discuss it publicly. "Pretty soon we're going to have more cities outside of the U.S. than inside, and we want to make big bets going forward to make sure that we're able to continue to roll out and invest in these global cities," says Kalanick, who won't confirm the new round of fundraising. Local opposition notwithstanding, the ultimate aim is even grander, says Geidt: "We really do intend to be everywhere."

Write a 500 Word document responding to the following questions:

Why is Uber choosing to expand so rapidly?

Are there first-mover advantages for this business?

Are there any downsides to being a first mover in this business?

How sustainable are any advantages in this business?