Scenario

Pigs R Us is a second generation, family-owned Richmond-based company with about 400 employees. It slaughters, manufactures, and sells pork food products.  Pigs R Us (PRU) is a low-tech, hands-on, “bricks and mortar” type of company with solid brand recognition, an impeccable reputation for high quality and ethical standards. The processes used in manufacturing are with the highest ISO20002 standards, and the plant is maintained immaculately. The personnel are comprised of an older work force (average employee age is late 40s). There is little staff turnover, though lately there have been a diverse group of younger workers joining the company. There has been an impressive record of speedy state and federal new-product approvals, and solid working relationships with their large and small customers.

The company prides itself on the close "southern family," culture of the business. The company logo features a pig with a smile on its face surrounded by small pictures of some of its oldest serving employees. The organization's structure is “old-fashioned”. It is hierarchical with rigid management divisions and reporting policies. Research, manufacturing, and sales and marketing operate in traditional fashion, with employees reporting to supervisors or mid-level managers. By the 1990s, sales and distribution grew from Richmond into a regional market, establishing a competitive advantage throughout the US South. Despite downward economic times in the US and the South, the pork business does well. This is due largely to the fact that Pork is one of the cheaper meat products and there is a variety of ways it can be prepared.

Owned by the Morris family for the last 60 years, Pigs R Us is a key player in the Richmond based food industry. Various Morris family members sit on the board of charities throughout the city and it is not unusual to see the name at society events. Further, the Company sponsors its own Little League Team and has built a recreation center and assisted living facility for the elderly, guaranteeing space for all former 20+ year veteran workers of the company for free. So, it was no surprise, that the whole community was devastated when it was announced by the Morris family that Vance Morris the CEO of Pigs R Us was killed while driving back from a Pigs R US board meeting. The plant closed for a week to show respect and to determine how it would function until the family could make its succession decisions.

Vance Morris was the only son of James and Kathleen Morris. Vance took over the business 10 years before when his father had a heart attack and died. Fresh out of graduate school when his father died. He took over the business that he had known well much to the pleasure and keen eye of the workers. Vance made some marketing changes that allowed for the growth of the company and with the help of the employees brought the plant into its current state. Vance had just gotten married the year before to a young Richmond artist he had met at one of his charity benefits. He had no heirs and no plans for succession as he was in his mid-thirties and had just gotten married. While Vance had cousins in the area they were all professional people who knew nothing about business or pork. The workers could only surmise that the company would be sold, but speculation as to whom it might be did not include someone from out of the city.

Before the deal was announced publicly, John’s widow, Arleen, reported to the workers that a Chinese company, Shanghou (SHU), would be buying Pigs R US. Mrs. Morris assured the workers that the SHU promised not to cut workers' wages and benefits, and to keep the current management team in place. She said that SHU also promised to keep Pork R US headquarters in Richmond. Arleen assured the workers that SHU promised that there would be no changes for the first year and that almost everything would remain the same. From her talks with SHU, Arleen is a bit worried about future changes that SHU may implement.

SHU is a large manufacturer and distributor of food and beverages with, headquarters in Hong Kong. Manufacturing plants operate in mainland China, and the company has additional offices in Europe and Australia. By acquiring the smaller, well-respected Pork R US, SHU aims to diversify and expand its consumer base by including tailor-made pork products globally to meet market projections of a customer upsurge in sustainable, non-beef meats in the next decade. Given SHU’s current availability of telecommunications software and hardware, the deployment of the Pigs R US refrigeration trucks should not be an insurmountable issue.

Many PRU employees, especially the older workers and some of the older managers, are dispirited about the acquisition, and anxious about working for foreigners, downsizing, less face-to-face interaction, language differences, and more electronic systems that are to be put in place. Some of the of the more experienced workers are considering a move or an early retirement due to the ongoing rumors about the acquisition. To make matters worse, recent news media have printed stories about tainted food made by other companies in China. Employees fear loss of product quality and damage to PRU’s reputation as well as the loss of the family southern culture that was their pride and joy.

SHU has told PRU workers that for now, most employees will be retained. However, all employees will be evaluated, and reassigned to teams as the new flat structure is put in place. The new CEO is Harvard-educated Daniel Chinn. He supports increasing the company's competitive edge by discovering and developing existing individual potential through group collaboration and team synergy. Ever since his days as a brilliant, hard-driving MBA student; he has been known to be an enthusiastic supporter of job training and career growth. Like many of SHU’s employees, David is in his early thirties. He speaks four languages and is ambitious, self-directed, tech-savvy, accustomed to working remotely, and experienced with a culturally diverse staff. David is eager to make his newest acquisition a success. He wants to move forward on the integration of "Pork R US’ workers into SHU because Chinn believes they are the “greatest asset have a rich knowledge base and experience can be tapped into to bring the company success." Chinn is concerned about the mix of culture and how his ideas of incorporating artificial intelligence and more robotics into the manufacturing processes will be received by management and the workers at the newly acquired plant.

Daniel Chinn is anxious to keep the “southern family” culture of Pigs R Us but at the same time wants to use the most modern of manufacturing techniques. He decided that the best way to do this was to start a pilot change operation in the packaging area to demonstrate to the workers the effectiveness of technology. He bought and set up for use 3D printers in the packaging room. The printers were able to create reusable shipping materials and operate in conjunction with the product conveyor for fast and easy packaging. He brought in two trained 3D printer operators from China to handle the work along with two robots that would move the package material and create shrink-wrapped pallets for loading on to the trucks.

The current packaging department employs 5 workers on day shift and 3 newer workers on the night shift. All the day shift workers are in their early fifties and have been working for Pigs R Us all their lives. John Mellon, the lead line man, exemplifies the group. He is 53 years old. He has a family of three children most all are grown. One works in the business with him as the manager of accounting department having gotten a college degree unlike his father. John rarely travels out of state and has never been abroad. He is not terribly familiar with technology. He has a Smart TV but his children have set it up for him to use Netflix.

When the new employees arrived, the packaging staff tried to get to know them but had little in common and found it hard to communicate with them. The new workers ate together at lunch and always with food they brought with them despite offers of food brought in by the older employees to show their “southern roots”. Things are strained between the groups because the older employees thought they were being snubbed and many are uncertain as to the customs and language unable to communicate their real feelings. This all operated to create a schism among the workers which escalated into job performance and employment commitment issues when the six-month results from the 3D/Robot pilot showed the following success in favor of new technology.

The results showed such a marked process improvement with the added benefit of creating materials that were sustainable. The immediate reaction among the older workers was fear for their jobs. The new workers suddenly were the enemy. Chinn was pleased with the new process and indicated that the 3D printing approach would be continued. The word of the decision spread among the families in the company and the “southern family” culture was now closing ranks on the newcomers both in the packaging room and in the other departments thus confirming their fears when news of the buyout surfaced.

TO DO:

Summarize the situational analysis including your approach(s) and diagnosis of the situation.

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Sheridan Inc. earns $470000 and pays cash dividends of $100000 during 2020. Carla Vista Corporation owns 62700 of the 209000 outstanding shares of Sheridan Inc. How much revenue from investment should Carla Vista report in 2020?

Sunland Inc. earns $550000 and pays cash dividends of $145000 during 2020. Wildhorse Corporation owns 73850 of the 211000 outstanding shares of Sunland. What amount should Wildhorse show in the investment account at December 31, 2020 if the beginning of the year balance in the account was $40000?

On January 2, Matthews Corporation acquired 20% of the outstanding common stock of Dennehy Company for $450,000. For the year ended December 31, Dennehy reported net income of $90,000 and paid cash dividends of $30,000 on its common stock. On December 31, the carrying value of Matthews’ investment in Dennehy under the equity method is

At December 31, 2020, the trading securities for Eddy Company are as follows:

Security       Cost       Fair Value
A       $16,000       $20,000
B       34,000       32,000
$50,000       $52,000

Prepare the adjusting entry at December 31, 2020, to report the securities at fair value. (Credit account titles are automatically indented when the amount is entered. Do not indent manually.)

CoronadoCorp. has common stock of $4600000, retained earnings of $1600000, unrealized gains on trading securities of $120000 and unrealized losses on available-for-sale securities of $180000. What is the total amount of its stockholders’ equity?

On January 1, 2020, Sheffield Corp. paid $940000 for 117500 shares of Ivanhoe Company’s common stock, which represents 26% of Ivanhoe's outstanding common stock. Ivanhoe reported net income of $224000 and paid cash dividends of $63000 during 2020. Sheffield should report the investment in Ivanhoe Company on its December 31, 2020, balance sheet at:

Which of the following is the correct matching concerning the appropriate accounting for long-term stock investments?

% of Investor Ownership      Accounting Guidelines

Coronado Corporation purchased 960 shares of Wildhorse common stock ($50 par) at $82 per share as a short-term investment. The shares were subsequently sold at $78 per share. The cost of the securities purchased and gain or loss on the sale were

Cost        Gain or Loss

Assume you have made it to the second interview for a Human Resources Analyst position at a private company. Your interviewer wraps up the interview with the following:

“We are interested in increasing employee retention rates. Currently we are experiencing high rates of employee turnover in some of our departments and divisions. As the potential newest member of our human resources research team, we want to be sure you can meaningfully contribute to our research projects right away. Therefore, we would like you to design a project which will allow us to address the following research questions;

-Why are employees leaving the company?

-What can we do to retain a higher percentage of employees?

What is required is you to provide answers that will demonstrate that you have the skills necessary to construct a research project which can address these issues. A single project is needed to address both research questions. In designing your project, you to explicitly provide the following with valid explanations:

1. The unit of analysis,   (2mks)
2. The population,      (2mks)
3. The data collection method you will use and an explanation for why it is the appropriate data collection method, (6mks)
4. The technique you will use to generate the units to study,   (4mks)
5. A brief discussion of the major independent variables and the dependent variables (here there is no need to create actual measures, we just want to see if you can identify the primary variables before beginning the project). (6mks)

this assignment requires you to interview one person and requires an analysis of your interview experience. Part I: Interview Select a patient, a family member, or a friend to interview. Be sure to focus on the interviewee's experience as a patient, regardless of whom you choose to interview. Review The Joint Commission resource which provides some guidelines for creating spiritual assessment tools for evaluating the spiritual needs of patients. Using this resource and any other guidelines/examples that you can find, create your own tool for assessing the spiritual needs of patients. Create a survey to assess the subject's spiritual need during the interview. The spiritual needs assessment survey needs a minimum of five questions that can be answered during the interview. During the interview, document the interviewee's responses. Submit the transcript of the interview. The transcript should include the questions asked and the answers provided. Be sure record the responses during the interview by taking detailed notes. Omit specific names and other personal information from the interview. Part II: Analysis Write a 500-750 word analysis of your interview experience. Be sure to exclude specific names and other personal information from the interview. Instead provide demographics such as sex, age, ethnicity, and religion. Include the following in your response: What went well? What would you do differently in the future? Were there any barriers or challenges that inhibited your ability to complete the assessment tool? How would you address these in the future or change your assessment to better address these challenges? Describe the spiritual experience you had with your patient, family member, or friend using this tool. How does this tool allow you to better meet the needs of your patient? Did you discover that illness and stress amplified the spiritual concern and needs of your interviewee? Explain your answer with examples. Submit both the transcript of the interview and the analysis of your results. Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

2. a. The founder &samhoud has practiced entrepreneurial leadership, do you agree or not? Please provide the answer in detail

b. What do you think that make Samhoud so successful in leading his company?

CASE STUDY

The recent outbreak of novel coronavirus (COVID-19) has introduced new challenges to the business environment. It is also having an impact on the global economy with tourism, aviation, education and hospitality the initially hardest hit industries. Almost all global supply-chains are affected at some level. Realistically, many sectors will be affected to different degrees, with many organizations implementing policies to limit employee travel and to prepare employees to work from home if necessary and if possible, to ensure the safety of their employees. The outbreak is moving quickly, and most countries are trying to respond quickly to contain the impact. However, the spread of the virus may continue through 2020 and impact the operations of many industries for months to come.

Taking Arab Open University as an example,

Question 2 - Maximum 800 words (+/-10%).

Critically analyze the main paradoxes that could face the university in managing required organizational change? Then explain why might the university not change after such global crises?

Duchamp plc is a company that publishes regional newspapers. Each newspaper contains news relevant to a specific town or city.

On 1^st July 2019 Duchamp plc purchased the ‘Winchester Weekly Bulletin’ title from a competitor. This title was launched in 1934 and is still popular. The title cost Duchamp £350,000.

The CEO of Duchamp plc felt it was inconsistent to have one title recognised on the Statement of financial position when other titles that were created ‘in-house’ by Duchamp were not capitalised. He has requested the Finance Director work out the expenditure on these in-house titles and capitalise it along with the Winchester Weekly Bulletin.

The only other title purchased by Duchamp plc is the ‘Cambridge Evening Mercury’ for which it paid £100,000 five years ago. Since then circulation has doubled and the CEO feels the magazine must consequently be worth at least twice as much. He has suggested the title is revalued to reflect this.

On 1^st October 2019 the company began developing some new software that, if successful, would reduce the cost of producing the newspapers. The initial design work proceeded quickly but building the new software has proved difficult due to lack of compatibility between the different systems. Development costs at 30^th June 2020 had reached £65,000 and the board are questioning whether it is worth investing further in what might be a failing project when similar packages could be bought ‘off the shelf’.

Requirement

1. Discuss how the purchase of the Winchester Weekly Bulletin should be treated in the financial statements including how it should be measured subsequently.  (3 marks)

2. Explain whether the CEO’s ideas with respect to the in-house titles and the Cambridge Evening Mercury are acceptable.  (3 marks)

3. Explain whether the costs incurred in the process of developing the new software can be capitalised as at 30^th June 2020. (You are not required to repeat all the PIRATE criteria).  (4 marks)

Record entries from the transaction and event list provided below in proper journal entry format. Show your work if the entry requires you to make a calculation (i.e. depreciation, interest expense, etc.).

October

29. Your top sales officer met with a new customer to discuss a potential future contract. She informs you that the customer is considering signing the $200,000 deal, which would become effective February 2020. 6 ACCY1 Accounting Fundamentals Group Project

30. On October 1st, you purchased 11,250 units at the decreased price of $61 per unit. The purchase was made on account.

31. On October 10th you paid your supplier $132,000 cash for inventory purchased on account.

November 32.

November 1st, the CEO, in an effort to adjust ratios, ordered the repurchasing of the company’s own stock. The quantity of stock repurchased was 175,000 shares.

33. Purchased a three-year building insurance policy on November 1st for $442,000 cash. [Adjusting Entry Required]

34. On November 17th a customer pays you $450,000 for work that you will finish in January of 2020.

35. November 19th, your customers bought 8,650 units of your product at $110 per unit. The cost of this product is determined by the method of inventory valuation used by your company. Customers paid you 55% in cash and the remainder was on account.

36. An employment contract is signed with a new regional manager. You have offered him $150,000 per year. He will not begin working for the company until March 2020. December

37. Wages earned from July 1st through December 31st was $480,000. Wages earned between Dec. 15th and Dec 31st amounting to $27,500 was not paid this until Jan 7th.

38. At the end of the year, $42,000 cash was paid to the local bank for the long-term note payable taken out on January 1, 2019. $38,000 of this was applied to the loan principal. The remaining amount was the accumulated interest due for 2019.

39. On December 31st, the marketable (trading) securities you purchased on September 23, 2019 transaction now has a fair market value of $134,000.

40. On December 31st, $480,000 depreciation expense for the year was calculated for equipment purchased before January 1, 2019.

41. On December 31st, you declare dividends of $.32 per share to be paid at a later date.

42. On December 31st, the utility bill was paid for the year. The amount was $66,000 and you paid in cash.

43. On December 31st, you pay in cash recurring interest on the long-term note acquired prior to the year 2017. HINT: See prior year financial statements.

44. On December 31st, your company earned interest on the average 2019 cash balance which will be paid January 5th, 2020. The average interest rate for the year was 4.0%. Note: Compute the average cash using only the beginning and ending balance.

45. By December 31st, 85 of the prepaid service hours from March 20, 2019 were completed.

46. A count of office supplies indicated that $27,000 of office supplies had been used by December 31st.

47. Since the inception of your company, you have been able to collect 84% of your ending accounts receivable balance from customers that bought your product on account. Based on this information, adjust your allowance for bad debt account. NOTE: Use your 2019 ending accounts receivable balance to make this calculation.

Create an Intellectual Property Agreement. write a short paper from the perspective of either the CEO, CFO, or HRM of a technology company. Deliverables. A one-page document