Problem 5-1A Perpetual: Alternative cost flows LO P1 [The following information applies to the questions displayed below.] Warnerwoods Company uses a perpetual inventory system. It entered into the following purchases and sales transactions for March. Date Activities Units Acquired at Cost Units Sold at Retail Mar. 1 Beginning inventory 70 units @ $50.40 per unit Mar. 5 Purchase 210 units @ $55.40 per unit Mar. 9 Sales 230 units @ $85.40 per unit Mar. 18 Purchase 70 units @ $60.40 per unit Mar. 25 Purchase 120 units @ $62.40 per unit Mar. 29 Sales 100 units @ $95.40 per unit Totals 470 units 330 units Problem 5-1A Part 1 Required: 1. Compute cost of goods available for sale and the number of units available for sale. 2. Compute the number of units in ending inventory. Compute gross profit earned by the company for each of the four costing methods. For specific identification, the March 9 sale consisted of 50 units from beginning inventory and 180 units from the March 5 purchase; the March 29 sale consisted of 30 units from the March 18 purchase and 70 units from the March 25 purchase. (Round weighted average cost per unit to two decimals and final answers to nearest whole dollar.)

The Sunrise enterprises, a single product company, provides you the following data for the Month of Sep. 2020.

• Sales (4,000 units @ $25/unit): $1,00000

• Contribution Margin per unit: $12

• Total fixed expenses for the month: $18,000 Required: Calculate break-even point( in units and in dollars) and margin of safety( in Percentage, units and Dollars) for Sunrise enterprises using above data. Also draw a CVP graph and show the sales volume representing break-even point and margin of safety on the graph.

This question is from Economics, I want answer of this question with diagram and explanation of diagram

Please help me.

grocery prices seem to keep going up. a market researcher was asked to interview 65 shoppers and ask how much each spent per week to feed their family. the average amount was 166.50 with a std. deviation of $49.10. construct the 90%, 95% and 99% confidence interval for the true mean amount spent on weekly groceries.

1.   Discuss ‘shared governance’ in nursing practice.

2.   Describe ‘role conflict’ and reality shock’ and explain how new nurse graduates cope with these issues.

3.   Explain ‘burnout’; Its symptoms and how it can be avoided.

4.   Discuss the interview preparedness in detail.

5.   Differentiate between primary, secondary and tertiary healthcare.

Companies come for campus placement where through interview they
try to estimate the candidate’s future marginal revenue product and
after the process decide the salary. After one year’s performance (or
any decided tenure), the candidate is either promoted or sacked. What
economic calculations are taken in account to arrive at the decision?
Explain the answer in detail.

Consider the following information above for Firms A and B.

Firm A is considering taking over Firm B.The synergy benefits from the takeover are estimated at US $5000

(A) At a cash consideration of US$22 per share, what is the NPV of acquisition to firm A?

(B) Assuming the cash consideration in part (A) above ,what will be post merger price per share?

(C) Considering the cash consideration in part (A),what is the amount of merger premium

(D) if the terms of merger provide for a stock consideration,with an exchange ratio of 1:2,what will be the NPV of acquisition to Firm A?what will be the post-Merger Price ?

(E)If an amount of US$22000 is used as the consideration amount but the terms of merger provide for a stock consideration ,how will your answer to part (D)above change?comment on the difference in your answers(if any ).

(F) What will be the NPV of Acquisition for Firm B in parts (A) , (D) and (E)

What are the standout features of Epic's corporate culture?

ation

Corporate Culture and Strategy Execution

In this exercise you will explore the corporate culture and values of Epic and the important role of corporate culture plays in strategy execution.

Just as every human being has a unique personality, every company has its own unique corporate culture. These corporate cultures include shared values, ingrained attitudes, and company traditions that determine norms of behavior, accepted work practices, and styles of operating. The character of a company’s culture is a product of the core values and beliefs that executives espouse, the standards of what is ethically acceptable and what is not, the “chemistry” and the “personality” that permeate the work environment, the company’s traditions, and the stories that get told over and over to illustrate and reinforce the company’s shared values, business practices, and traditions. In a very real sense, the culture is the company’s automatic, self-replicating “operating system” that defines “how we do things around here.” A company’s culture is important because it influences the organization’s actions and approaches to conducting business. As such, it plays an important role in strategy execution and may have an appreciable effect on business performance as well. When a company’s present culture promotes attitudes, behaviors, and ways of doing things that are in sync with the chosen strategy and conducive to first-rate strategy execution, the culture functions as a valuable ally in the strategy execution process. The foundation of a company’s corporate culture nearly always resides in its dedication to certain core values and the bar it sets for ethical behavior.

Case:

Epic Systems Corporation creates software to support record keeping for mid- to large-sized health care organizations, such as hospitals and managed care organizations. Founded in 1979 by CEO Judith Faulkner, the company claims that its software is “quick to implement, easy to use and highly interoperable through industry standards.” Widely recognized for superior products and high levels of customer satisfaction, Epic won the Best Overall Software Suite award for the sixth consecutive year—a ranking determined by health care professionals and compiled by KLAS, a provider of company performance reviews. Part of this success has been attributed to Epic’s strong corporate culture—one based on the slogan “Do good, have fun, make money.” By remaining true to its 10 commandments and principles, its homegrown version of core values, Epic has nurtured a work climate where employees are on the same page and all have an overarching standard to guide their actions.

Epic’s 10 Commandments:

Do not go public.

Do not be acquired.

Software must work.

Expectations = reality.

Keep commitments.

Focus on competency. Do not tolerate mediocrity.

Have standards. Be fair to all.

Have courage. What you put up with is what you stand for.

Teach philosophy and culture.

Be frugal. Do not take on debt for operations.

Epic’s Principles:

Make our products a joy to use.

Have fun with customers.

Design in collaboration with users.

Make it easy for users to do the right thing.

Improve the patient’s health and healthcare experience.

Generalize to benefit more.

Follow processes. Find root causes. Fix processes.

Dissent when you disagree; once decided, support.

Do what is difficult for us if it makes things easier for our users.

Escalate problems at the start, not when all hell breaks loose.

Epic fosters this high-performance culture from the get-go. It targets top-tier universities to hire entry-level talent, focusing on skills rather than personality. A rigorous training and orientation program indoctrinates each new employee. In 2002, Faulkner claimed that someone coming straight from college could become an “Epic person” in three years, whereas it takes six years for someone coming from another company. This culture positively affects Epic’s strategy execution because employees are focused on the most important actions, there is peer pressure to contribute to Epic’s success, and employees are genuinely excited to be involved. Epic’s faith in its ability to acculturate new team members and stick true to its core values has allowed it to sustain its status as a premier provider of health care IT systems.

Note: Developed with Margo Cox.

Sources: Company website; communications with an Epic insider; “Epic Takes Back ‘Best in KLAS’ title,” Healthcare IT News, January 29, 2015, www.healthcareitnews.com/news/epic-takes-back-best-klas; “Epic Systems’ Headquarters Reflect Its Creativity, Growth,” Boston Globe, July 28, 2015, www.bostonglobe.com/business/2015/07/28/epic-systems-success-like-its-headquarters-blend-creativity-and-diligence/LpdQ5m0DDS4UVilCVooRUJ/story.html(accessed December 5, 2015).

a. A relatively rare transition of the hydrogen atom emits a radio photon with with ? = 21 cm. This emission line is extremely important to astronomers for two main reasons: it cuts through most gas and dust without being absorbed and, although transition is rare, there is so much hydrogen in space that the 21 cm photons are themselves quite common. Suppose that one such photon from a distant galaxy is measured to have a wavelength of just 11 cm. How fast is that galaxy receding from us?

b. Assuming that the speed you found in problem a is enitrely due to cosmic expansion, how far away is the galaxy from us?