Drew Sneeze is not yet a CPA, but has passed two sections of the exam. He is a second year staff auditor at Deloitte and is working on the audit of public client Home Depot. This week during the audit, Drew told the controller that he was excited about a "dream deal" he'd found on an old house with a ton of character on a good sized lot on the outskirts of town a few months back, and they swapped "war stories" on how rewarding and challenging remodeling old homes can be. The controller really likes Drew, so he delivered a load of much needed remodeling materials to the house for $500, which was an 80% discount from Home Depot's standard pricing for normal customers. Drew was extremely excited and quickly paid the bill since he would not have otherwise been able to afford the materials.

Required:

Analyze the scenario above and explain in memo form whether the scenario above is a violation of the AICPA Code of Professional Conduct, and your justification for your position. You are required to quote and cite a specific paragraph/section of the AICPA Code of Conduct as the authoritative source in your response. Your memo must be drafted using the corporate memo format as contained in the General information module of the course. Please submit in Canvas before the due date/time indicated.

Lucille and Lindsay are the owners of the two most successful jewelry stores in Orange County, CA. The two are constantly competing for sales and customers. In addition to operating a successful jewelry store, Lucille also writes a popular, widely circulated newsletter about things happening around town and local celebrities.

For the last few months, Lindsay has been consistently matching or beating Lucille’s prices and attracting customers with in-store events like live music and cocktail hour. In an attempt to win back customers, Lucille writes in her newsletter that Lindsay has been selling fake diamonds and gemstones and passing them off as the real thing. Lindsay’s jewelry business plummets and she is forced to close her store. She comes to you for legal advice. She wants to know:

(1) Does Lindsay have any legal claims against Lucille? If so, detail and explain the possible claims. (2) If so, is Lindsay entitled to any compensation from Lucille? Why or why not? (3) What possible defenses could Lucille raise?

In your answer don’t forget to: identify the legal issues presented by the facts of the question, define any relevant terms, and answer the question by applying legal reasoning (including naming the specific law or legal principle that applies).

Assume the following people are interviewed by a representative of the Bureau of Labor Statistics. Classify each as either employed, unemployed, or not in the labor force. For each scenario, explain why you classified the person the way you did.

1. Nancy Lopez reported to the interviewer that last week she worked 30 hours as a sales manager for the Coca-Cola Bottling company.
2. Bill Stevens lost his job when the local plant of Arco Steel Company was closed down. Since then, he has been visiting the personnel offices of the other factories in the town trying to find a job.
3. Patricia Hunter is a homemaker. Last week, she was occupied with her normal household chores. She neither held a job nor looked for a job. Her 75-year old father, Jake Jackson, lives with her and has not worked nor looked for work because of a disability.
4. Julie Simon is an autoworker. Last week she was not working because her union is on strike against the local automaker.
5. Tom Nguyen is a personnel director. Last week he was not working because he had problems finding child care for his two small children.
6. Explain how the natural rate of unemployment is determined.
7. Should the main macroeconomic aim of the government be full employment? Please explain your response.

In this assignment, you are asked to begin to pull together the marketing concepts we have been discussing and to think ahead. Entrepeneurship is really a concept of evolution, an idea that often begins as a small business. Before it became Walmart was we know it, Sam Walton's store began in a small town in Arkansas. A similar history exists for McDonald's -- a small hamburger stand in California. In the auto industry, the Dodge Brothers really did exist.

Look around you. Perhaps you know someone who owns or manages a small business. Think about how they bring products (or services) to the marketplace. What are the risks?

Small business is a critical aspect of distribution in the United States. If you were given $150,000 to start a small business, what would it be? What would you do first?

Some of you may be fans of The Shark Tank (on ABC, some cable channels, and Hulu). What are the questions the sharks ask before investing? Other program with a similar concept but different theme are on CNBC. Think about why those questions are important.

Tell me about your small business idea and what you would do to get if off the ground? Be sure to explain your business concept and what you would use the investor's money to accomplish.

Handwrite in text plz not in pic since its hard to read from and plz dont copy answers that were answered before least 2-3 paragraphs

3. George has a monopoly on burrito sales in a small town in Kansas. The burritos cost him a constant $5 each to produce. He faces following demand schedule for his product:

• Under normal monopoly conditions, how many burritos should he produce, what price should he charge, and how much profit can he expect to make?
  • Draw a graph under these assumptions showing (and calculating) producer surplus, consumer surplus, economic surplus and deadweight loss.
• If George was able to engage in perfect price discrimination, how many burritos would he produce, what would his total revenue be, and how much profit would he earn?
  • Draw a graph under these assumptions showing (and calculating) producer surplus, consumer surplus, economic surplus and deadweight loss.
• Is society better off by allowing George to perfectly price discriminate? Defend your answer.

Handwrite in text plz not in pic since its hard to read from and plz dont copy answers that were answered before least 2-3 paragraphs

3. George has a monopoly on burrito sales in a small town in Kansas. The burritos cost him a constant $5 each to produce. He faces following demand schedule for his product:

• Under normal monopoly conditions, how many burritos should he produce, what price should he charge, and how much profit can he expect to make?
  • Draw a graph under these assumptions showing (and calculating) producer surplus, consumer surplus, economic surplus and deadweight loss.
• If George was able to engage in perfect price discrimination, how many burritos would he produce, what would his total revenue be, and how much profit would he earn?
  • Draw a graph under these assumptions showing (and calculating) producer surplus, consumer surplus, economic surplus and deadweight loss.
• Is society better off by allowing George to perfectly price discriminate? Defend your answer.

1.One of the relatively uncommon instances in which researchers know the population standard deviation is in the case of the Intelligence Quotient or IQ test. In general, the average IQ score in large, diverse populations is 100 and the standard deviation is 15. Suppose that your sample of 300 members of your community gives you a mean IQ score of 108. Calculate a 90% confidence interval for the mean and indicate which answers come closest to those that would fill the blanks in the following interpretation: we can be 90% confident that they mean IQ score in this community lies between _____ and _____ .

2.Suppose that you are a city planner who obtains and sample of 20 randomly selected members of a mid-sized town in order to determine the average amount of money that residents spend on transportation each month (such as fuel, vehicle repairs, and public transit). You do not have the population standard deviation. To 3 decimal places, what is the critical value for the 95% confidence interval? In the same scenario as 7.09, suppose you obtained a mean of $167 spent on transportation and a standard deviation of $40. Calculate a 95% confidence interval for the mean and select the values that come closest to those that would fill the spaces in the following interpretation: we can be 95% confident that they mean amount of money spent on transportation lies between _____ and _____ .

Case End of Chapter 10 page 373 - Small Teams, No Titles: Life at W. L. Gore –

After reading the case please answer each question below--

The classic Gore culture began in the basement of the home of Bill Gore, who left DuPont in 1958 to create his own enlightened version of the workplace. Gore built the company upon four core principles—fairness; the freedom to encourage others to grow in knowledge, skill, and responsibility; the ability to honor one's own commitments; and consultation with others before taking action that could affect the company “below the waterline.” Instead of the typical corporate hierarchy, he created a “flat lattice” organization that had not only no titles, but also no chains of command or predetermined channels of communication.

In Gore's model, associates communicate directly with one another and are accountable to their peers rather than bosses. Ideally, leaders in the company emerge naturally by demonstrating special knowledge, skill, or experience—“followship.”

The $1.84 billion company's flat organizational structure makes it exceptionally nimble. “If someone has an idea for a new product, they don't have to go up a hierarchy to find some boss to approve it,” says John Sawyer, chairman of the department of business administration at the University of Delaware. “Instead, they have to find peers in the organization who support the idea and will work with them. That open style of communication allows ideas to come up from the bottom.”

The company developed shred-resistant Glide dental floss, for example, after an associate wondered whether Gore's industrial fibers could be used for cleaning teeth as well. Engineers at Gore's Flagstaff, Arizona, plant worked for three years on their own to develop plastic-coated guitar string before they offered the product of their inspiration to the company, which successfully marketed it.

In his bestselling book The Tipping Point, author Malcolm Gladwell describes Gore's traditional practice of limiting the size of its plants to roughly 150 workers, because that was the largest group of people who could know one another well enough to converse in the hallway. Today, however, human resources associate Brinton works in a plant with more than 300 fellow associates. More important, associates in multiple countries may have to work together to service a single multinational client. In addition to encouraging the old hallway chats, Gore now has regular plant communications meetings where leaders share with the associates' news about company performance, discuss safety, and introduce new workers.

“It's a challenge to get bigger while staying small,” Brinton says. Associates still work in small teams and frequently meet face to face—though in some cases the teammates may be on several continents and do much of their communicating by phone or e-mail. “It's tough to build relationships by e-mail,” Brinton says. “For us, that's a work in progress right now. We do bring global teams together physically on a fairly regular basis.” Brinton can't calculate the expense of such travel, but says it is substantial.

In recent years, Gore has also begun subjecting its product development process to more discipline, the University of Delaware's Sawyer says. While associates still initiate their own projects and build support for them, an evaluation team measures their progress against metrics or goals that must be reached in order for a project to progress.

Gore's recruiters still spend months and sometimes years filling job vacancies because it isn't easy to find people who not only have the right skills, but also are temperamentally and intellectually suited for the unorthodox environment. “It isn't a company for everyone,” Brinton says. “It takes a special kind of person to be effective here—someone who is really passionate about sharing information, as opposed to controlling it. Someone who can handle a degree of ambiguity, as opposed to ‘Here's my job and I only do these tasks.’ Someone who's willing to lift his or her head up from the desk and see what the business's real needs are.”

These days, Gore associates use the company intranet to seek out opportunities elsewhere in the organization, but personal relationships still remain at the core of the company's development process—the relationship between an associate and his or her sponsor, and the relationships among sponsors. “The sponsor's role is to be broadly knowledgeable about the business, to be able to help the associate find opportunities,” Brinton says.

While other companies have instituted small, self-managed teams and some other aspects of Bill Gore's philosophy, no imitator has taken those concepts as far as the company he founded, says Henry Sims, Jr., a professor of management at the University of Maryland's graduate business school and an expert on self-managing teams. “One of the things that's different about Gore is that they started with this philosophy,” Sims says.

“There's a lot of evidence that these small, empowered teams can be very effective, but they take a great deal of time and attention to develop. And changing to that system requires a period of difficult and frustrating transition,” he says. “Once teams reach a mature stage, as they have at Gore, they can do things a lot better. They can produce products at a lower cost, bring in new processes more rapidly and smoothly, innovate more quickly.”

For full credit you must post your initial response 7 days from the opening of the DB and respond to at least two other students posts.

Discussion Questions

1. Gore's philosophy is focused on interpersonal relationships so much so that accountability is said to be to peers rather than one's supervisor. Are there any possible disadvantages to this approach?

2. What effective team principles or practices is Gore using?

3. What do you think it takes to be successful at Gore? How much do you think you could personally achieve in their environment?

4. How can you apply what you have learned from this chapter in your work or future career?

Bobby works as a salaried HR recruiter for H-Corp in downtown Boston. He has a 401(k) and a small investment account that gives him $10K in interest and dividends. He lives in Chestnut Hill and pays real estate taxes. He sends his kids to public school and takes the T to work every day. He studied at BU.  You meet with him and he starts complaining about the high real estate taxes and state taxes in the State. Which Canon of Taxation would help you educate and assuage his complaint?

The correct answer is one of the following:

a. Equity

b. Neutrality

c. Economy

d. Certainty

e. Convenience

Justify your choice.

The field of public health is multidisciplinary in nature and requires collaboration among community organizations and agencies that, on first glance, may appear to have nothing in common. Consider this example: An urban community is experiencing elevated rates of teenage pregnancy. The community also lacks places where adolescents can engage in recreational activities after school, and the parks that do exist are home to gang violence.  

• How do you think teenage pregnancy and violence are related in this example?
• What community organizations should be involved to help address this public health problem? (Explain your rationale.)
• Describe two approaches that these identified community organizations should implement to prevent gang violence and teen pregnancy.