A poll surveyed 341 video gamers, and 99 of them said that they prefer playing games on a console, rather than a computer or hand-held device. An executive at a game console manufacturing company claims that the proportion of gamers who prefer consoles differs from 28%. Does the poll provide convincing evidence that the claim is true? Use the =α0.01 level of significance and the P-value method.

Assume you are P&G( PROACTER AND GAMBLE) company’s ethics committee and has been tasked to put together a training manual for both new and current employees.

Commitment to Ethical Behaviour Globally; What we do and What We expect in company.IN BRIEF 500 WORDS

for example : (The answer should be like this lenght and format wise.).

When working globally, it’s

important to have a deep understanding of the respect we need to have for our fellow co-workers and

the ability to empathize with somebody else who may be different. Trust and communication are an

essential part of maintaining positive, healthy, relationships within the workplace as well as your

stakeholders globally. In order to ensure employees behave appropriately and ethically its important to

have some sort of rules or policies in place that outline how the company expects their partners to

behave.

1. Having a clearly articulated set of core values is ultimately the backbone of global

policies. This also helps when making decisions in the work place or having to describe

the purpose of a specific situation. Here at Rexall we practice our icare values; Integrity,

customer first, accountability, respect, and excellence. We believe that in order to put

your best foot forward on a daily basis it’s important to be open with your co-workers

and have a line for open or anonymous communication. At the same time, it’s important

to understand and recognize the difference in other cultures including differing values.

2. We never would want to impose our will or core values on another who may be foreign

or international so it’s important to help your international employees understand what

questions they may need to ask in order to help further their business knowledge while

maintaining sensitivity to their culture and core values. It’s very important that there is

some sort of formal discussion scheduled where companies have a chance to train their

employees of the ethics and policies they require them to follow.

3. While keeping your policies consistent it’s also important to allow room for flexibility

and imagination. You don’t want to hold back your company or your employees back

from reaching their full potential. It’s critical to have a managed balance between what

is acceptable and what is not. Establishing an approach that is open to flexibility but also

healthy is important to exercise in ensuring your employees take responsibility and

adhere to good professional judgement.

It is okay to work with somebody who shares a different set of core values or views a specific situation

differently. Sometimes the behaviour of another individual may not be fully understood initially but

keeping an open mind and helping your employees understand and value how clients and peers in other

countries approach work can help address these cultural differences. This exercise is essential for

helping your company succeed in the very competitive global market. In an environment that is

constantly changing and progressing, assuming that whatever we deem as ‘right’ or ‘wrong’ as the

ultimate approach doesn’t leave room for exploration and can lead to conflict in the workplace. Instead

helping to teach your employees to not only accept these differences but appreciate them, can be

beneficial in the long run when trying to expand your company or business globally.

Depreciation and advance prepayments

Pan Asia Airlines was founded in 1980. Headquartered in Hong Kong, the publicly traded company has routes throughout Asia and to major airports throughout Europe and North America. While Pan Asia charges a premium of 10 to 20% over its competitors, customers have not been deterred from using the airline because of the high quality of service.

A key reason for this reputation for high quality is the company's relatively young fleet of aircraft, with an average age of five years and no plane older than eight years. To maintain a young fleet, Pan Asia replaces its planes regularly to ensure that the planes are equipped with the latest technology and operate efficiently. Other airlines typically have fleets with an average age of 10 years, while discount airlines have even older fleets, with an average age of 15 years. A well-maintained aircraft can last for 20 to 25 years, or even more in some cases.

Each of five regional managers has responsibility for all investment and operating decisions for his/her region. The company evaluates each region as a profit centre. The decentralized structure allows each region to respond quickly to changes in its market.

Financially, the company has been consistently profitable in recent years. Stock analysts have projected a target price that is 20% higher than the current price of $32.50 per share, based on their projections of earnings before interest, taxes, depreciation, amortization (EBITDA). Because of its solid financial performance, Pan Asia has earned a high credit rating, allowing it to borrow at a rate of 6%. Debt currently comprises about 40% of assets, while liquid assets amount to about 10% of assets, which total approximately $2 billion.

It is now February 2012. A new chief executive officer (CEO), William Chan, has been appointed following the retirement of the founding CEO. Chan has a background in mechanical engineering and previously served as Pan Asia's chief operating officer for the past 15 years. While Chan has a thorough understanding of the company's central operations, he is less familiar with other aspects of the company. Consequently, he has spent the last three months reviewing the company's marketing program, human resources, information systems, treasury, as well as accounting.

During this review, Chan has identified a few issues that he would like you, the chief financial officer, to explain to him.

1. The CEO noted that Pan Asia uses the declining-balance method of depreciation. He also noted that many (though not all) competitors use the straight-line method. He wonders whether Pan Asia should consider conforming to the majority in the industry.

2. One of Pan Asia’s manufacturers has recently started a promotion that offers a significant discount to airlines that make advance payments on their aircraft orders. The discount amounts to 15% of the regular price. To obtain the discount, Pan Asia would need to pay in full when it orders a plane, rather than when the manufacturer delivers it. Typically, the amount of time between order and delivery is two years. Chan is unsure whether he should encourage the regional managers to take up this offer. He is also wondering what the effects might be for the financial statements.

Required: Draft a memo to the CEO that addresses the issues raised.

CASE STUDY ----->>> "Sweet Tooth Cupcake and Pastry House

Sweet Tooth has managed the company until now basically running on a single Excel spreadsheet to determine costs, payroll hasn't been much of an issue because it has run with just the labor of its two original founders, and inventory has been managed by looking at the shelf to know how much is left.

Sales history has been difficult to maintain. The founders know how much money is coming in and how much is going out, but they don't know which products have been the most successful in terms of profit or sales volume other than by gut feel.

The time for an expansion to a second location and hiring of staff has come. With this expansion there will be additional needs for inventory management, sales tracking by product, location, etc., and payroll tracking.

This application needs to provide support for the following:

1. Know what inventory (separate raw goods and finished products) is on hand at which location.
2. Which inventory needs to be restocked due to quantity and lifespan.
3. Know who has worked which shifts (basic scheduling) and how much they have earned.
4. Sales reports with profit margins indicated, including over time (i.e. by month, quarter, etc.)
5. Reports by quantity sold of items based on date so comparisons can be made to predict demand for holidays, etc.
6. Equipment inventory and maintenance records.
7. Take orders for large events online with customer information for confirmation."

Question

I am working as an analyst, i need to be familiar with the business case and identify 5 questions I need answered from each role listed below within the business that isn't evident from the case study.

BUSINESS ROLES INCLUDE :

BAKERY MANAGER

SUPERVISOR

SALES EXECUTIVE

INVENTORY/PROCUREMENT OFFICER

CASHIER

The average cholesterol level in the general US population is 189 mg/dL. A researcher wants to see if the average cholesterol for men in the US is different from 189 mg/dL. She takes a sample of 81 American males and finds a sample mean of 194 mg/dL and a sample standard deviation of 10.4.

Create a 90% confidence interval for the true average cholesterol level of the general US male population.
What is the 90% confidence interval?

What is the correct interpretation of the confidence interval?

Are the assumptions met?

Conduct a hypothesis test at the 0.10 significance level to test the researcher’s question.
What are the hypotheses?

What is the significance level? A. 0.01B. 0.04 C. 0.05 D. 0.10
What is the value of the test statistic?

What is the p-value?

Let us consider a 100-micron diameter spherical cell at room temperature with a cell membrane that has capacitance of one microfarad/cm2. Initially, there is no potassium in the system. However, let us introduce a potassium-anion salt into the system such that you have a concentration of 52 times more on the inside than the outside. (For this case, it is 130 mM inside and 2.5 mM outside.) Let us assume that only potassium can diffuse through the cell. At the beginning (with no salt), the membrane potential is 0 mV; however, once the salt was introduced, potassium will diffuse out such that an equilibrium potential of -100 mV is reached. How many potassium ions must diffuse out of the inside of the cell to produce a change from 0 to -100 mV?

1-a.What’s the difference between nominal and real GDP? Which one is a better macroeconomic indicator? Why or why not?

1-b. What’s the annual nominal and real GDP growth rate of the US in the last 5 years? What’s conclusion can you make from those data (.i.e. Do you think the US economy is improving or slowing down?)

1-c. Define GDP per capita. Compare and contrast the GDP per capita in the US in the past 5 years compared to China? Explain your findings.   

DQ # 2

2- What’s the difference between Consumer Price Index (CPI) and GDP deflator ? Which one is a more accurate measure of the inflation rate? Why?

#1

A) Suppose, the world price for cars is $10,000. Further, the US has a quantity demand at that price of 1,000 cars, and a quantity supplied of 200. How many cars will the US import to satisfy domestic demand?

B) From the previous question, suppose the US imposes a $2,000 tariff on each car. Further, suppose that domestic quantity demand falls by 200 and the domestic quantity supplied rises by 200. What is the new quantity of imports? How does a tariff harm societal welfare?

Case Study: A Good Team Player

Topic: Leadership

Involved Parties:

Steven, Assistant Department Manager

Kristin, Newly appointed supervisor of Steven's work team

Having done well as a staff accountant in the accounts payable section of a major industrial firm for several years since his graduation from college, Steven felt that he had learned much about the “ins” and “outs” of survival in an intensely bureaucratic organization. It is thus not surprising that he was relaxed and unconcerned about his circumstances at the company as he entered the employee lounge to attend the late-afternoon welcoming reception for his new supervisor.

The new manager of accounts payable, Kristin, had been transferred to Steven’s division from a similar position in another subsidiary of the company because of her proven talent for organizing and improving the efficiency of operations there. A no-nonsense type of manager, Kristin was experienced and determined to perform her new assignment with the same vigor that had brought her so much success throughout her career.

At the reception, Kristin circulated through the room, introducing herself to her new subordinates and asking each of them if they had any suggestions that would help make the payables section a better place to work. When she approached Steven, he told her about something that had been on his mind lately: that people seemed to him to gain promotions and be given opportunities to work overtime based on who liked them and not on the quality of their work. In reply, Kristin politely stated that she would do everything that she could to see that whatever it was he was referring to would have no place in the team she would lead.

Upon his arrival at work the next day, Steven received a phone call from Kristin’s secretary asking that he meet with his new boss later that morning. He had barely entered her office for the meeting when she looked him straight in the eye and said, “I will not tolerate individuals in this organization who are not good team players. Yesterday afternoon you led me to believe that there are people in this office who are not acting in the best interests of the company, and I want to know who. I want you to tell me the names of the managers you were referring to note, and keep me informed if you see anyone hurting this company, or I’ve got to think that maybe you’re part of the problems around here.”

The assignment:

- explore the possible alternatives and ethics from the Utilitarian Perspective, the Rights Perspective, or the Justice Perspective