Designing a global organization structure to operate effi ciently across many countries is a critical issue for multinational companies, as Ford has discovered over time. Ford realized early in its history that a major opportunity to increase its profi tability was to take its American car-manufacturing skills and apply them in countries abroad. Over time, it established car-manufacturing divisions in different countries in Europe, Asia, and Australia. Ford decentralized decision-making authority to each global division, which controlled its own activities and developed cars suited to the local market. The result was that each division came to operate independently from its United States parent company. Ford of Europe, for example, became the largest and most profi table carmaker in Europe. Ford remained a highly profi table company until Japanese carmakers began to fl ood the world with their small, reliable, low-priced cars in the 1980s. As car buyers began to buy the Japanese imports in large numbers, Ford tried to draw on the skills of its European unit to help build smaller, more fueleffi cient cars for the United States market. But it had never before tried to get its United States and European design and manufacturing units to cooperate; this proved diffi cult to achieve because its decentralized global organizational structure did not encourage them to cooperate. In the 1990s, Ford embarked on a massive project to create a new global-matrix structure that would solve the decentralized task and authority problems that were preventing it from utilizing its resources effectively. In the 2000 plan, Ford laid out a timetable of how all its global carmaking units would learn to cooperate using one set of global support functions, such as design, purchasing, and so on. Country managers continued to resist the changes, however, to preserve their country empires and forced Ford to redesign its proposed global structure again and again. By the mid-2000s, Ford’s United States, European, and Asia/Pacifi c divisions were still operating as a collection of different autonomous “empires.” Ford had failed to lower its cost structure or design and make a profi table “world car” that could be sold to customers around the globe.

Once again, Ford decided to restructure itself. It moved to a “world structure,” in which one set of managers was given authority over the whole of a specifi c global operation such as manufacturing or car design. Then Ford began to design cars for the global market. Its new structure never worked to speed car design and production, even as it constantly changed global lines of authority and the locations in which it operated to increase profi tability. Ford went through multiple reorganizations to try to meet the Japanese challenge, but nothing worked. Losing billions of dollars, Ford announced in 2006 a revamped “Way Forward” plan to turn around its United States and global operations, a plan that called for cutting 44,000 jobs; closing 16 plants; and freshening 70% of the company’s Ford, Mercury, and Lincoln car lineup. In October 2006, Ford also appointed a new president and CEO, Alan Mulally, an expert in organizational design, to help turn around its operations. Mulally, a former Boeing executive, had led that company’s global reorganization effort. He began to work out how to change Ford’s global structure to reduce costs and speed product development. In the structure Mulally inherited, Ford’s American unit reported to the CEO, but its other global and functional operations reported to the next two most senior executives, Mark Fields, president of Ford’s Americas operation, and Mark Schulz, president of international operations. Mulally decided that Ford’s downsizing should be accompanied by a major reorganization of its hierarchy, and he decided to fl atten Ford’s structure and recentralize control. At the same time, however, he put the focus on teamwork and adopted a cross-functional approach to handling the enormous value chain challenges that still confronted the organization. The position of president of international operations was eliminated, and Mark Fields continues to report to Mulally but so also do the heads of the other two world regions: Lewis Booth, head of Ford of Europe, and John Parker, head of Ford of Asia Pacifi c and Africa and Mazda. Two levels in the hierarchy are gone, and Mulally’s new organizational design clearly defi nes each global executive’s role

in the company’s hierarchy. Ford can begin acting like one company instead of separate global units, each with their own interests.33 In addition, the heads of its global value chain functions also now report directly to Mulally, not to Fields. These heads include Tony Brown, global head of purchasing; Nick Smither, head of IT; Richard Parry-Jones, chief technical offi cer; and Bennie Fowler, head of quality and advanced manufacturing engineering. Mulally’s goal is to provide a centralized focus on using the company’s global functional assets to better support its carmaking business units. At the same time, Mulally also took a major restructuring step, announcing the creation of a new position, global product development chief, who is responsible for overseeing the development of Ford’s entire global lines of vehicles. He appointed Derrick Kuzak, head of product development in the
Americas, to head Ford’s new global engineering design effort, and he also reports directly to Mulally. Kuzak oversees efforts to streamline product development and engineering systems around the world. As Mulally commented, “An integrated, global product development team supporting our automotive business units will enable us to make the best use of our global assets and capabilities and accelerate development of the new vehicles our customers prefer, and do so more effi ciently.”34 Mulally’s goal was to force a cross-functional app roach on all his top managers—one that he will

personally oversee—to standardize its global carmaking and allow functional units to continuously improve quality, productivity, and the speed at which new products can be introduced. But beyond streamlining and standardizing its approach, its new- product development group must also ensure that its new vehicles are customized to better meet the needs of regional customers. All Ford’s executives now understand the company’s very survival was at stake; they had to work together to accelerate efforts to reduce costs and catch up to more effi cient competitors such as Toyota. Despite the fact that in 2009 Ford was still losing billions of dollars as the 2008 recession continued, its new global organizational structure did seem to be working. Ford was in the best competitive position of any United States carmaker, and it had not needed to borrow billions of dollars from the United States government so that it could continue to operate. Only time will tell, but Mulally remains confi dent.35

1. What kind of global strategy did Ford pursue at the beginning? What kind of global strategy does it pursue now?

2. In what main ways has Ford changed its global structure to allow it to coordinate the production and sale of its products more effectively around the world? In particular, what different forms of organizational structure has it adopted?

The following draft trial balance has been produced for Bodurm plc for the year to 30 April 2020.

You are given the following information:

1. Depreciation for the year has not been provided. The depreciation policy is as follows:

Plant and equipment        25% reducing balance, charged to cost of sales

Buildings                            2% straight-line, charged to administrative expenses

Motor vehicles                   Straight line over a 6-year life, charged to distribution costs

Depreciation is charged in full in the year of purchase, but none is charged in the year of disposal

2. The directors of Bodurm plc have decided to adopt a policy of revaluing all its buildings to reflect current fair values. The fair value of the buildings is determined by an independent surveyor to be £2,625,000 as at 30 April 2020. The revaluation does not give rise to a deferred tax liability.

3. Intangible assets, representing a customer list acquired in the year to 30 April 2019, are being amortised straight-line over their remaining life of 5 years. Amortisation is to be charged to administrative expenses.

4. Corporation tax for the year to 30 April 2020 is to be provided at £220,000, and the deferred tax liability should be decreased by £28,000.

5. At 30 April 2020 Bodurm plc disposed of an item of plant for £33,000. The disposed plant had a cost of £131,000 and a carrying value of £56,000. The only entry made into the accounts were the disposal proceeds recorded in the cash at bank account with the corresponding entry into the suspense account.

6. At 30 April 2020 the company adopted a new accounting policy regarding the measurement of inventories. If the new policy had been applied last year, the company’s inventory at 30 April 2019 would have been £350,000 higher than the amount originally calculated. This new policy has not been updated in the account balances above.

7. Inventory at 30 April 2020 is £1,200,000 reflecting the new valuation policy.

YOU ARE REQUIRED TO:

Prepare in a format suitable for publication for Bodurm plc:

1. A Statement of profit or loss and other comprehensive income for the year ended 30 April 2020;

2. A Statement of changes in equity for the year ended 30 April 2020;

3. A Statement of financial position at 30 April 2020.

All calculations should be to the nearest £000

Type or paste question here

Case Study No. 1
Sue Kim, 49 years of age, emigrated from South Korea to the
United States 6 years ago. Her family came to the US to
educate their children and moved in with family members in
Los Angeles. Sue and her husband graduated from a top-ranked university
in South Korea, and her husband also had a master’s degree in
business. However, their English skills were not adequate for
them to get jobs in the United States. Instead, they opened a
Korean grocery store with the money they brought from South
Korea, and they managed to settle down in Los Angeles, where a number of Koreans are living. They have two children: Mina, a 25-year-old daughter who is
now the manager of a local shop, and Yujun, a 21-year-old
son who is a college student. Both children were born in South
Korea and moved to United States with Sue. The children had
a hard time, especially Mina, who came to the United States in
her senior year of high school. However, the children finally
adapted to their new environment. Now, Mina is living alone
in one-bedroom apartment near downtown, and Yujun is
living in a university dormitory. The Kim’s are a religious family and attend their community’s
protestant church regularly. They are involved in many church
activities. Sue and her husband have been too busy to have
regular annual checkups for the past 6 years. About 1 year ago, Sue began to have serious indigestion, nausea, vomiting, and upper abdominal pain; she took some
over-the-counter medicine and tried to tolerate the pain. Last
month, her symptoms became more serious; she visited a local
clinic and was referred to a larger hospital. Recently, she was
diagnosed with stomach cancer after a series of diagnostics
tests and had surgery; she is now is undergoing chemotherapy. You are the nurse who is taking care of Sue during this
hospitalization. Sue is very polite and modest whenever you
approach her. Sue is very quiet and never complains about any
symptoms or pain. However, on several occasions, you think
that Sue is in serious pain, when considering her facial
expressions and sweating forehead. You think that Sue’s
English skills may not allow her to adequately communicate
with health care providers. Also, you find that Sue does not
have many visitors -only her husband and two children.

NCM 100 TFN – Case Study 1 Topic: Transitions Theory by Afaf Ibrahim Meleis
You frequently find Sue praying while listening to some
previous songs. You also find her sobbing silently. About 2
weeks are left until Sue finishes chemotherapy. You think that
you should do something for Sue so she will not suffer
through pain and symptoms that could be easily controlled
with existing pain-management strategies. Now, you begin
some preliminary planning. Answer the following Questions:
1. Describe your assessment of the transition(s) Sue is
experiencing. What are the types and patterns of transition(s)?
What properties of transitions can you identify from her case?
2. What personal, community, and societal transition
conditions may have influenced Sue’s experience? What are
the cultural meanings attached to cancer, cancer pain, and
symptoms accompanying chemotherapy, in this situation?
What are Sue’s cultural attitudes toward cancer and cancer
patient’s? What factors may facilitate or inhibit her
transition(s)?
3. Consider the patterns of response that Sue is showing. What
are the indicators of healthy transition(s)? What are the
indicators of unhealthy transition(s)?
4. Reflect on how Transitions Theory helped your assessment
and nursing care for Sue. 5. If you were Sue’s nurse, what would be your first
action/interaction with her? Describe a plan of nursing care for
Sue.

The background information and instruction of the question is provided below, and i only asked for solving the table 4 and table 5, thank you

Scenario 2:

Considering the calculations you have done so far, you need to attend to a number of import and export transactions for goods that companies in the United States expressed interest in.

The first transaction is for the import of good quality wines from France, since a retail liquor trading chain customer in the United States, for who you have been doing imports over the past five years has a very large order this time. The producer in France informed you that the current cost of the wine that you want to import is €2,500,000. The wine in France can be shipped to the United States immediately but you have three months to conduct payment.

The second transaction is for the export of 3d printers manufactured in the U.S.A. The country where it will be exported to is Britain. The payment of £2,500,000 for the export to Britain will be received twelve months from now.

You consider different transaction hedges, namely forwards, options and money market hedges.

You are provided with the following quotes from your bank, which is an international bank with branches in all the countries:

Forward rates:

Bank applies 360 day-count convention to all currencies (for this assignment apply 360 days in all calculations).

Annual borrowing and investment rates for your company:

Bank applies 360 day-count convention to all currencies. Explanation – e.g. 3 month borrowing rate on $ = 2.687%. This is the annual borrowing rate for 3 months. If you only borrow for 3 months the interest rate is actually 2.687%/4 = 0.67175% (always round to 5 decimals when you do calculations). Furthermore, note that these are the rates at which your company borrows and invests. The rates are not borrowing and investment rates from a bank perspective.

Option prices:

Bank applies 360 day-count convention to all currencies. (Students also have to apply 360 days in all calculations). Option premium calculations should include time value calculations based on US $ annual borrowing interest rates for applicable time periods e.g. 3 month $ option premium is subject to 2.687%/4 interest rate.)

Please solve only table 4 and table 5

Table 4: France import cost with option hedge:

Table 5: France: Exchange rate hedges compared:

Which hedging technique should be applied? ________________________________

Puppy Walk Inc. is a dog walking service and retailer of dog supplies and food operating out of Vancouver. The founder, Doggy Higgins is the president and owns 100% of the common shares. The company’s yearend is December 31. The inhouse bookkeeper had a car accident and is unfortunately not able to prepare the 2019 financial statements. It is now January 2020 and you have been asked to make any required adjusting journal entries and prepare the 2019 financial statements. The unadjusted trial balance for Puppy Walk is contained in the appendix: The following information has been made available for you to make any required adjusting entries. 1. The following invoices were received in January 2020 and were not accrued in 2019. Legal fees $1,200 Janitorial services $1,200 Air conditioner repairs $400 New photocopier $3,200 2. You noticed a purchase order placed by Puppy Walk was placed for a new warehouse forklift in November 2019 that will be delivered in April of 2020. At time the order was placed a $4,000 deposit was provided and it was charged to the equipment account. 3. 15% of the bank loan will be paid in 2020. The remainder will be paid over the following four years. No payments on the principal of the loan were made in 2019. 4. The interest rate on the bank loan is 7% per annuum paid quarterly. There was no payment made for the last quarter of the year 5. Depreciation on the current equipment is $21,000. 6. The now photocopier was delivered and operating November 30, 2019 and has a life of 4 years with a residual value of $400. Copyright Steve Gibson 2020 . 7. The insurance was purchased August 31, 2019 and covered two years from that date. 8. A physical review of some inventory in the warehouse that was purchased for $7,000 is now obsolete and worthless. (chapter 7 of textbook) 9. During 2019 an old photocopier that had an original cost of $3,000 and accumulated depreciation of $1,700 was thrown out. (chapter 8 of textbook). No entry was recorded at the time. 10. $11,000 of staff salaries were owed at the end of the year as well, Doggy Higgins is going to be paid a $10,000 bonus in January 2020. 11. A physical count of the supplies inventory indicated the value at year-end was $4,200. 12. In October a customer paid a $4,500 deposit for a custom dog cage to be delivered in January. At the time, this was recorded as sales. 13. Income is taxed at 25%. In Excel, prepare all the necessary journal entries, adjusted trial balance, closing entries, income statement, statement in changes in shareholders’ equity and balance sheet for December 31, 2019 and year ending December 31,2019.

Trial Balance as December 31, 2019 Debit Credit Cash 500,000 Accounts Payable 95,000 Accounts Receivable 270,000 Equipment 372,000 Accumulated Depreciation equipment 100,200 Advertising expense 25,000 Bank loan 300,000 Sales 2,650,000 Common shares 147,450 COGS 1,400,500 Dividends declared 150,000 Goodwill 185,000 Income tax expense interest expense-bank loan 15,750 inventory 320,000 Prepaid insurance 24,000 Rent expense 100,000 Retained earnings 452,000 Salaries expense 370,000 Bonus expense Supplies Inventory(A) 12,400 Customer deposits (L) Depreciation expense Legal fees Repairs expense interest payable Deposit (A) Insurance expense salary payable bonus payable supplies expense Loss on disposal of equipment Janitorial services Current portion of bank loan Income tax payable Total 3,744,650 3,744,650

Puppy Walk Inc. is a dog walking service and retailer of dog supplies and food operating out of Vancouver. The founder, Doggy Higgins is the president and owns 100% of the common shares. The company’s yearend is December 31. The inhouse bookkeeper had a car accident and is unfortunately not able to prepare the 2019 financial statements. It is now January 2020 and you have been asked to make any required adjusting journal entries and prepare the 2019 financial statements. The unadjusted trial balance for Puppy Walk is contained in the appendix: The following information has been made available for you to make any required adjusting entries. 1. The following invoices were received in January 2020 and were not accrued in 2019. Legal fees $1,200 Janitorial services $1,200 Air conditioner repairs $400 New photocopier $3,200 2. You noticed a purchase order placed by Puppy Walk was placed for a new warehouse forklift in November 2019 that will be delivered in April of 2020. At time the order was placed a $4,000 deposit was provided and it was charged to the equipment account. 3. 15% of the bank loan will be paid in 2020. The remainder will be paid over the following four years. No payments on the principal of the loan were made in 2019. 4. The interest rate on the bank loan is 7% per annuum paid quarterly. There was no payment made for the last quarter of the year 5. Depreciation on the current equipment is $21,000. 6. The now photocopier was delivered and operating November 30, 2019 and has a life of 4 years with a residual value of $400. Copyright Steve Gibson 2020 . 7. The insurance was purchased August 31, 2019 and covered two years from that date. 8. A physical review of some inventory in the warehouse that was purchased for $7,000 is now obsolete and worthless. (chapter 7 of textbook) 9. During 2019 an old photo copier that had an original cost of $3,000 and accumulated depreciation of $1,700 was thrown out. (chapter 8 of textbook). No entry was recorded at the time. 10. $11,000 of staff salaries were owed at the end of the year as well, Doggy Higgins is going to be paid a $10,000 bonus in January 2020. 11. A physical count of the supplies inventory indicated the value at year end was $4,200. 12.In October a customer paid a $4,500 deposit for a custom dog cage to be delivered in January. At the time, this was recorded as sales. 13. Income is taxed at 25%. In Excel, prepare all the necessary journal entries, adjusted trial balance, closing entries, income statement, statement in changes in shareholders’ equity and balance sheet for December 31, 2019 and year ending December 31,2019.

Trial Balance as December 31, 2019 Debit Credit Cash 500,000 Accounts Payable 95,000 Accounts Receivable 270,000 Equipment 372,000 Accumulated Depreciation equipment 100,200 Advertising expense 25,000 Bank loan 300,000 Sales 2,650,000 Common shares 147,450 COGS 1,400,500 Dividends declared 150,000 Goodwill 185,000 Income tax expense interest expense-bank loan 15,750 inventory 320,000 Prepaid insurance 24,000 Rent expense 100,000 Retained earnings 452,000 Salaries expense 370,000 Bonus expense Supplies Inventory(A) 12,400 Customer deposits (L) Depreciation expense Legal fees Repairs expense interest payable Deposit (A) Insurance expense salary payable bonus payable supplies expense Loss on disposal of equipment Janitorial services Current portion of bank loan Income tax payable Total 3,744,650 3,744,650

You have just entered an MBA program and have decided to pay for your living expenses using a credit card that has no minimum monthly payment. You intend to charge $1, 000 per month on the card for the next 21 months. The card carries a monthly interest rate of 1%. How much money will you owe on the card 22 months from now, when you receive your first statement postgraduation?

A survey of MBA graduates of a business school obtained data on the first-year salary after graduation and years of work experience prior to obtaining their MBA. The data are given in excel.

Q: Write out the assumptions of simple linear regression. Use the output to validate assumptions or indicate if an assumption is not met.

Researchers investigated the speed with which consumers decide to purchase a product. The researchers theorized that consumers with last names that begin with letters later in the alphabet will tend to acquire items faster than those whose last names begin with letters earlier in the alphabet - called the last name effect. MBA students were offered tickets to a basketball game. The first letter of the last name of respondents and their response times were noted. The researchers compared the response times for two​ groups: (1) those with last names beginning with a​ letter, A-​I, and​ (2) those with last names beginning a​ letter, R-Z. Summary statistics for the two groups are provided in the accompanying table. Complete parts a and b below. Sample Size A-I: 18 R-Z: 18 Mean Response Time (Minutes) A-I: 23.26 R-Z: 16.82 Standard Deviation (Minutes) A-I: 9.87 R-Z: 8.49

A. Construct a 90% Confidence Interval for the difference between the true mean response times for MBA students in the two groups.

B. Based on the interval, part A, which group has the shorter mean response time? Does this result support the researchers' last name effect theory? Explain.

Your clients, both just turned 40, will retire when they turn 62. They have a current salary at an annual rate of ($10,000*salary scalar + $100,000), being paid equally at the end of each month. They expect a 3% raise in their salary every year until they retire. They deposit 12% of their monthly salary in their 401(k) account that generates an annual rate of return of 10%, compounded daily. In addition, their employer matches their contribution with 5% of their monthly salary to the same 401(k) account.

Q1. Determine the cash flows pattern of the monthly contributions to the 401(k) account within each year; and calculate and explain precisely your choice of interest rate, i.e., EAR/EPR/PER, used in your analysis. Also, calculate the yearend value of the 401(k) contributions for each year. Verify your work for Years 1 and 2 only with either the formula or the financial calculator approach!

Q2. Determine the pattern of the year-end values of the 401(k) contributions across years; and calculate and explain precisely your choice of interest rate, i.e., EAR/EPR/PER, used in your analysis. Also, calculate their 401(k) account balance upon their retirement. Verify your work with the formula approach!

At the end of each year, your clients will receive a bonus of 15% of their annual salary. Your clients commit to deposit part of their annual bonus, $14,000, in a 529 Plan account each year for financing their daughter’s, who just turned 12, college education. They will keep contributing to the 529 account until their daughter finishes college. Any remaining amount from the annual bonus check will be deposited in an IRA account. The 529 Plan account and the IRA account are expected to generate annual rates of return of 8% and 10%, respectively. And both accounts are compounded daily.

Q3. Determine the cash flows pattern of their contributions to the IRA account; and calculate and explain precisely your choice of interest rate, i.e., EAR/EPR/PER, used in your analysis. Also, calculate their IRA account balance upon their retirement.

Q4. Determine the cash flows pattern of their contributions to the 529 Plan account; and calculate and explain precisely your choice of interest rate, i.e., EAR/EPR/PER, used in your analysis. Also, calculate the 529 Plan account balances at the time their child starts college. Verify your work with either the formula or the financial calculator approach!

Currently, annual college expenses are running at $30,000, and are expected to grow at an annual rate of 5%. Their daughter will enter college when she turns 18, and complete the degree program in five years. Your clients expect their daughter to be responsible for 30% of her college expenses via the work-study program. All annual college expenses will be due at the beginning of each year. Your clients will tap into the 529 Plan account for paying their daughter’s college expenses.

Q5. Will there be sufficient funding in the 529 account for financing their daughter’s college expenses? If not, when will the funding run out of money? Support your answer numerically by showing the annual balances of the 529 Plan account through their daughter’s college years.

With a positive balance in the 529 account at their daughter’s college graduation, your clients will partially support her graduate study with money left in the 529 account. Their daughter plans to work for three years before returning to graduate school for an MBA. Currently, annual expenses for a highly competitive full-time 2-year MBA program are running at $55,000, and are expected to grow at an annual rate of 4%. Your clients will offer assistance to their daughter’s pursuit of graduate education through the 529 account at one-third of the annual expenses during her MBA study.

Q6. Will there be sufficient funding in the 529 account for subsidizing their daughter’s MBA program’s expenses? If not, when will the funding run out of money? Support your answer numerically numerically by showing the annual balances of the 529 Plan account through her MBA study.

If there is money left (i.e., positive balance) in the 529 account after their daughter’s MBA study, your client will transfer the balance to their IRA account.

Q7. How large will be the nest egg upon the retirement of your clients? In other words, calculate the combined balance of the 401(k) account and their IRA account when they retire.