Stellar Ltd prepares accounts to 31March every year. Its latest trial balance for the year ended 31 March 2020 is provided below.

Stellar Ltd Trial Balance as at 31 March 2020

Additional information as at 31March 2020 is provided below:

1. Inventories at close of business on 31 March 2020 was valued at £17,500,000 at cost.
2. A cash dividend of £0.10 per share was paid to ordinary shareholders on 27 March 2020. No entries have been made in the accounts for this transaction.
3. Due to the contractual obligation to pay preference dividends, the company recognises and accounts for preference shares as a liability.
4. Depreciation is to be provided for the year ending 31March 2020 as follows:
   1. Property at 1% per annum on cost.
   2. Plant and equipment at 5% per annum on a reducing balance basis.
   3. The depreciation charge for the year is to be apportioned to administrative and distribution expenses as per the table below:

5. Interest on the debentures has not yet been paid and needs to be accrued for the year.
6. To be prudent, the directors wish to create an allowance for receivables equal to 1% of trade receivables. It is company policy to classify all bad debts and any allowances for receivables as distribution expenses.
7. Staff costs outstanding at the financial year end amounted to £500,000 and other expenses included £300,000 which had been paid in advance. Both these expenses are chargeable 60% to administration and 40% to distribution.
8. The amount for rent in the trial balance above relates to the period 1 April 2019 to May 2020. Rent expense is charged 30% to administration and 70% to distribution.
9. Half of the general expenses relate to administration and half to distribution.
10. The corporation tax charge is to be provided at 20% of profits after charging all expenses and interest

Prepare the Statement of Profit and Loss, the Statement of Changes in Equity and the Statement of Financial Position of Stellar Ltd for the financial year end 31 March 2020. (You should show all your workings).

Stellar Ltd prepares accounts to 31March every year. Its latest trial balance for the year ended 31 March 2020 is provided below.

Stellar Ltd Trial Balance as at 31 March 2020

Additional information as at 31March 2020 is provided below:

1. Inventories at close of business on 31 March 2020 was valued at £17,500,000 at cost.
2. A cash dividend of £0.10 per share was paid to ordinary shareholders on 27 March 2020. No entries have been made in the accounts for this transaction.
3. Due to the contractual obligation to pay preference dividends, the company recognises and accounts for preference shares as a liability.
4. Depreciation is to be provided for the year ending 31March 2020 as follows:
   1. Property at 1% per annum on cost.
   2. Plant and equipment at 5% per annum on a reducing balance basis.
   3. The depreciation charge for the year is to be apportioned to administrative and distribution expenses as per the table below:

5. Interest on the debentures has not yet been paid and needs to be accrued for the year.
6. To be prudent, the directors wish to create an allowance for receivables equal to 1% of trade receivables. It is company policy to classify all bad debts and any allowances for receivables as distribution expenses.
7. Staff costs outstanding at the financial year end amounted to £500,000 and other expenses included £300,000 which had been paid in advance. Both these expenses are chargeable 60% to administration and 40% to distribution.
8. The amount for rent in the trial balance above relates to the period 1 April 2019 to May 2020. Rent expense is charged 30% to administration and 70% to distribution.
9. Half of the general expenses relate to administration and half to distribution.
10. The corporation tax charge is to be provided at 20% of profits after charging all expenses and interest

Prepare the Statement of Profit and Loss, the Statement of Changes in Equity and the Statement of Financial Position of Stellar Ltd for the financial year end 31 March 2020. (You should show all your workings).

One of Current Designs' competitive advantages is found in the ingenuity of its owner and CEO, Mike Cichanowski. His involvement in the design of kayak molds and production techniques has led to Current Designs being recognized as an industry leader in the design and production of kayaks. This ingenuity was evident in an improved design of one of the most important components of a kayak, the seat. The “Revolution Seating System” is a one-of-a-kind, rotating axis seat that gives unmatched, fullcontact, under-leg support. It is quickly adjustable with a lever-lock system that allows for a customizable seat position that maximizes comfort for the rider. Having just designed the “Revolution Seating System,” Current Designs must now decide whether to produce the seats internally or buy them from an outside supplier. The costs for Current Designs to produce the seats are as follows. Direct materials $20/unit Direct labor $15/unit Variable overhead $12/unit Fixed overhead $20,000 Current Designs will need to produce 3,000 seats this year; 25% of the fixed overhead will be avoided if the seats are purchased from an outside vendor. After soliciting prices from outside suppliers, the company determined that it will cost $50 to purchase a seat from an outside vendor. Instructions (a) Prepare an incremental analysis showing whether Current Designs should make or buy the “Revolution Seating System.” (b) Would your answer in (a) change if the productive capacity released by not making the seats could be used to produce income of $20,000?

Susan G. Komen for the Cure: Can This Relationship Be Saved?

Written by Mary Anne Doty, Texas A&M University– Commerce

On January 31, 2012, news reports circulated that Susan G. Komen for the Cure had decided to stop funding clinical breast exams through a grant to Planned Parenthood. Initially, Komen cited the congressional investigation of Rep. Cliff Stearns, a conservative legislator who has pushed for abortion restrictions, as the reason for the change in policy barring grants to groups under government investigation. This decision had been made quietly in late November, 2011, with notification to Planned Parenthood in mid- December. As the story broke, Komen found itself in the middle of a controversy. Overnight the organization faced severe criticism (and some praise) as the story mushroomed through television and newspapers, as well as Facebook, Twitter, and other social media.1

Susan G. Komen for the Cure has become the largest source of nonprofit funds dedicated to the fight against breast cancer in the world, investing more than $1.9 billion since 1982. In April 2012 their website listed 124 corporate sponsors from varying organizations, including product brands (American Airlines, Ford Motor Company, Mohawk Flooring, and Yoplait Yogurt), retailers (Belk, Lowe’s, Old Navy, Walgreens), and sports organizations (Dallas Cowboys, Major League Baseball, Ladies PGA).2 In thirty years the brand had reached iconic proportions, beloved by people on all parts of the political spectrum. Charity Navigator, a website that rates nonprofit organizations on the percentage of funds used for the organization’s mission and on transparency, gave Komen a rating of 4/4 stars, with a score of 62/70.3 Supporters have a very personal link with the organization because volunteers have given (or walked) in honor of loved ones affected by breast cancer.

As word trickled out about the Komen decision, supporters and critics began sharing opinions through social networking sites. Former Komen supporters responded with anger and disappointment, many expressing feelings of betrayal. While the Komen grants totaled only $680,000 in 2011, an outpouring of donations to Planned Parenthood raised $3 million in three days, including over 10,000 new donors. As the lines were drawn for supporters of both organizations, most chose Planned Parenthood.4

The negative publicity also drew attention to many of Komen’s practices that had not faced public scrutiny.5 Among the complaints were: (1) the relatively small percentage of Komen funds that go to medical research for a cure (less than 19%); (2) high salaries of the founder and board members (founder Nancy Brinker is reportedly paid over $400,000 annually); (3) large legal expenses incurred from suing other charities defending the words “for the Cure” in their trademark; and (4) making women’s health a political issue.

Susan G. Komen for the Cure did not respond to the social media uproar initially, which angered many of their former supporters.6 Komen received a strong defense from people who disapproved of Planned Parenthood. Many of these were people who previously did not support Komen’s activities because of their grants to Planned Parenthood. In spite of the approval, it was not clear that this segment would replace the funding and other support at risk by the decision.

Corporate sponsors, who generally fear controversial issues, complained that Komen had not informed them of the policy change in advance.7 While none of the sponsors publicly abandoned Susan G. Komen for the Cure in the short term, they made it clear that better communication was expected if the relationship was to thrive.

After four days of intense negative publicity, Komen announced they were reversing their decision and would consider reinstating the Planned Parenthood grants.8 Komen founder Nancy Brinker apologized and announced that in the future groups will only be disqualified from receiving grants when they are under investigations that are “criminal and conclusive in nature and not political.”

This response was probably a case of “too little, too late” that angered those on both sides of the debate. Planned Parenthood supporters claimed the wording was full of loopholes and not a strong repudiation of the initial decision. Planned Parenthood opponents were angry that the decision was reversed and vowed not to support Komen in the future. The slow response managed to alienate a majority of the public.9

When the decision to defund Planned Parenthood’s grant became public on February 1, 2012, a number of Komen executives and employees resigned in protest, including a medical advisory board member, a health official, and the directors of several large Komen chapters. After the reversal on February 3, public outcry did not fade away. Karen Handel, Senior Vice President for Public Affairs, received most of the blame for the initial decision and for politicizing Komen policies by focusing on abortion politics rather than detecting and treating breast cancer. Handel, a former political candidate who had campaigned on an anti–Planned Parenthood platform, resigned on February 7.10

By February 23, news stories reported Komen hired a consulting firm to assess damage to their brand among supporters.11 The 20-minute survey tested the wording of various apologies and then measured the credibility of the Komen foundation and its leaders, along with the credibility of other public figures. Komen’s problems continued into March when two top executives resigned, the Executive VP and Chief Marketing Officer, as well as the CEO of Komen’s New York City affiliate. As the organization struggled to repair its relationship with supporters, some Komen affiliates reported revenues were substantially lower than in previous campaigns, and participation in the Race for the Cure was also down.

It may take years to determine if Komen can repair its relationships and be restored as a premiere charity brand. The damage of these events affects employees in the form of poor morale, former supporters who are angered by Komen’s initial decision and are not mollified by the reversal of that decision, corporate sponsors who are leery of future controversy, a public that views Susan G. Komen for the Cure as a tarnished organization, and disappointed anti-abortion groups who remain opposed to Komen. Moving forward, it may be time to reexamine their mission. When the organization was founded in 1982, breast cancer was often a death sentence for women (and a few men) because the prognosis was poor when cancer was detected in later stages. Komen raised awareness of breast cancer and spent millions of dollars on public education and breast cancer screening. By any measure, those efforts were a resounding success. It may be time for Komen to focus their strategy on research and treatment (as implied by the trademark name, “…for the Cure”) and save their education campaigns for less informed segments.

Question 1: How did social media impact the complaining behaviors of donors and participants for Susan G. Komen for the Cure activities?

Question 2: What types of complaining behaviors were most apparent? What was the response by Susan G. Komen for the Cure to negative public publicity after their decision to stop funding mammograms in partnership with Planned Parenthood? Would you have responded differently had you been in charge?

Question 3: Officials at Susan G. Komen for the Cure seemed unprepared for the intensity of response that they encountered. How would an understanding of the difference between customer loyalty and customer inertia have prepared the Komen officials for the reactions they experienced?

Question 4: Does the Komen organization demonstrate I characteristics of relationship loyalty with their donors? Why or why not?

Question 5: Many Komen supporters switched their donations to Planned Parenthood after the negative public publicity. Use the concept of share of wallet to explain why this might have happened.

Subject is Financial reporting (Answer is require on immegiate basis)

Q.No.6: General Fan Company (GFC) acquired an item of machinery with an amount of Rs.2 million. The company also incurred modification expenditure of Rs. 200,000 and carriage and erection cost of Rs.100,000. The machinery has a useful life of 10 years with no scrap value. The company was able to acquire a government grant of 50% against its purchase price but the grant could not be received by June 30, 2019.The accounting policy of the company is to treat the government grant as deferred credit and transfer a part of the grant to income every year.                                                                                                                               (Marks 06)

Required:

Prepare extracts of General Fan Company’s financial statements for the year ended June 30,2019 for the machinery and the associated grant as per IAS-20 Accounting for Government Grants and Disclosure of Government Assistance

1. The relationship between Laptop and Screen can best be categorized as
   1. Inheritance
   2. Association
   3. Ownership
   4. Private

2. What is the purpose of information hiding in object-oriented programming?
   1. To protect the values of variables from being changed inappropriately
   2. To free other programmers from having to know too many details of the inner workings of the class.
   3. To protect people’s personal information from hackers?
   4. All of the above
   5. Just choices a and b

3. The relationship between Bayonet and Weapon could best be described as
   1. Inheritance
   2. Association
   3. Ownership
   4. Private

4. Which of the following is not true of the relationship composition?
   1. The owner is responsible for creating and destroying the object it owns
   2. Other objects of the owner type can own the very same object.
   3. It involves exclusive ownership, meaning that no other object could own the owned object.
   4. It, like aggregation, is a form of ownership.

5. In the relationship between Hammer and Tool, which is the superclass and which is the subclass?

6. Which of the following is a false statement?
   1. A class is like a blueprint, and an object is something built according to that blueprint.
   2. A class can contain data members and methods.
   3. A class can contain objects as data members within it.
   4. Usually, only one object can be built for any given class.

7. Which of the following is false about an abstract class?
   1. It contains one or more abstract functions.
   2. You cannot create an object of an abstract class.
   3. It cannot have any non-abstract functions.
   4. It is the most generic version of a family of related types of things.

8. Why is polymorphism powerful?
   1. It enables us to refer to related objects generally but still access specific functionality for each object.
   2. It enables us to build more complicated objects starting from simpler ones.
   3. It helps us protect data from being inadvertently changed.
   4. It helps us build objects that contain other objects.

9. Why do we write public get and set functions?
   1. Object-oriented languages require us to do so.
   2. If we didn’t, there would be no way to read or write the values of the data members of a class.
   3. In combination with making data private, these public functions give us a way to read and write the values of these variables in a controlled way.
   4. They make a program run more efficiently.

10. Draw a UML diagram for the following system: A cell phone is a type of computing device. It has a screen, usb jack, power button, and wake button. Include data members and methods for the classes you define, and show the appropriate relationships

1. Using the paragraphs you wrote in the Module 1 Required: Maintaining Academic Integrity in Original Writing assignment, copy and paste the paragraphs below and complete the following:

   • Locate one peer-reviewed source in the University Library from EBSCOhost based on the topic of your paragraph.
   • Insert a paraphrase, direct quotation, or summary into your paragraph using the peer-reviewed source.
   • Create an APA-formatted in-text citation for the peer-reviewed source.
   • Create an APA-formatted reference for the peer-reviewed source.
2. Question 1

   1 Point

   Paste your paragraphs here and create an APA-formatted in-text citation for the peer-reviewed source.

What is academic integrity from module 1 was informing me on referring to the school reference center in the library to help from committing plagiarism. So, by doing all the steps correctly in writing a paper plagiarism would not occur. So, I feel as if you don't follow the academic integrity of using false information. So as a student and getting performance feedback by a professor need to staff helps in knowing and participating into university policy for regarding misconduct specific to the university, program and course. So as a student and a paper are plagiarized because of some time being lazy and waiting to the last minute to do a paper, but also by not doing the citation in the paper. Also, by just adding their name on someone else paper and turning it in. So, by doing these things for a paper It shows the lack of confidence one may have in self. But if they use the university resource material It may guide a student to use their own exposition or argument and words in a paper.

So, when your finding ways out to avoid plagiarism you should take into consideration the following: You can talk with your professor to get an idea of where you can start getting your information from. So if during your writing you find yourself with a question or concern about how to cite something or if it needs to be cited all ,do not hesitate to speak with your professor to gain ideas when you go to the center of writing excellence. So, a student should consider checking your work and add quotations for cited information that may be used in a paper. So, if you are still not sure that your work is correctly cited, consider checking the paper yourself before submitting it before It shows that you had plagiarized your paper. So by doing it will make you have confident and start making you pay more attention to your note taking and adding citations to your notes before you have doubt about your work early on and you can go back and add the necessary information. But if you don't remember all the steps and you still have doubt and you have followed the university center of writer excellence ,but also consider getting a fellow students who can provide feedback to help guide you in the right direction so it wouldn't occur.

3. Paste your paragraphs here and create an APA-formatted in-text citation for the peer-reviewed source.

4. Question 2

   1 Point

   Create an APA-formatted reference for the peer-reviewed source.

You are a data analyst with strong backgrounds in database design and management. In fact, you have learned from education, mentors, and experience the art of collecting data and transforming data into business intelligence and your experience in database design and management complements your abilities to analyze data. Your hypothetical employer, Park University, is in the process planning a new employee payroll database and has asked you for assistance. The database will be standalone but will need to have ability to communicate with other ODBC and SQL Server databases. The overall purpose of the database will be to input employee data for 100-150 employees. The database will need to input time and process data needed to document payroll and to create payroll checks. Park University at this point needs to understand and review options so that cost to develop and maintain this payroll database are kept at a minimum but without compromising security. Park University has requested information and has asked you to address the following questions: Would a full-scale Database Management System (DBMS) or Relational Database Management Systems (RDBMS) be required in this case? Discuss and defend your answer in scholarly detail!! Could Microsoft Access be a good option in this case? Discuss and defend your answer in scholarly detail!! Could even Microsoft Excel be used in this case maybe as a secondary database support application for further data analysis and statistical models? Discuss and defend your answer in scholarly detail!! What Systems Development Life Cycle methodology would you suggest in this case for the overall planning, design, implementation, and maintenance of this database? Discuss and defend your answer in scholarly detail!! What else might you need to cover to help Park University determine what type of database to consider for the new payroll database? Include any other important conclusions or content you see fit to support this assignment.

During the year ended 30 June 2020, Resources Ltd explored four different areas of interest and spent $102,700 in each. The results of E&E activities suggested that Areas A, B and C may contain mineral reserves so the company acquired leases over these three areas. The leases cost $151,000, $202,300 and $176,400 respectively.

During the year ended 30 June 2021, Resources Ltd commenced a drilling program to evaluate Areas A, B and C. Eight exploratory wells were drilled, five in Area A, two in Area B and one in Area C at a cost of $108,600 each. The five wells drilled in Area A did not result in any mineral resource findings (i.e. they were dry holes). The two wells drilled in Area B indicated that the company had discovered economically recoverable reserves. Management was uncertain about the likelihood of finding economically recoverable reserves for the well in Area C as some mineral reserves were found but not enough to be considered economically recoverable at this stage. Therefore, Resources Ltd decided to continue E&E activities in Area C as of 30 June 2021. Area A was abandoned, and, after incurring costs of $49,100 to confirm the technical feasibility and commercial viability of extracting the mineral resources, development of Area B commenced.

During the year ended 30 June 2022, to evaluate the area of interest further, three more wells were drilled in Area B. Of these, two were dry. Each well cost $148,000. The successful wells in Area B were developed for a total cost of $326,500. Expenditure on additional plant and equipment related to development was $349,400. After further dry wells costing $183,800 were drilled in Area C, management concluded that Area C did not contain any commercially viable quantities of mineral resources, so it was abandoned.

These costs are summarised as follows.

Determine what amounts would be recognised as an expense (in the profit or loss) versus capitalised as an asset, in relation to each area of interest for each financial year assuming Resources Ltd expenses all of its E&E costs as incurred.