Determine a suitable process model for the following projects. Also, you are required to provide a short justification along with the necessary assumptions

Choose any THREE projects.

a) The control system for an Unmanned aerial vehicle (UAV), where all the stakeholders’ requirements are clear and well defined.

b) An online medical store where users are not determined about their requirements. However, cost, errors avoidance and implementation have a higher priority over the functionality, which can be added in later versions.

c) A general-purpose image processing system that perform specific set of tasks. However, there is a need to convince the user about the accuracy of the image, this required the image to go through many phases to prove the satisfaction of the user.

d) An enterprise software system where the stakeholders do not well understand requirements. Thus, requirements are expected to be extremely changeable due to external changes, changing expectations, changes in the budget and the rapid change in technology.

e) Children learning mobile application. The stakeholders are concerned about the user interface more than the functionality of the application.

Jay Thomas runs an automobile service station. The station is housed in facilities leased for $5,800 per month which includes rent on equipment and service bays used for oil changes, tire changes, and weather checks. Approximately 25% of the rent is attributable to service bays and 75% is to gasoline sales. Jay employs 6 employees who are paid on average $8 per hour.

Jay realizes that many hazardous substances are handled on a daily basis in his station. He would like to determine the environmental cost associated with each type of service. He needs to know whether his charges are sufficient to cover those environmental costs, or whether the cost is such that the service should be discontinued. Jay has analyzed each ser- vice he provides and assembled the following information.

Oil Changes. A complete oil change generally takes a half an hour to perform. For each vehicle, the filter must be replaced, and the old oil drained and placed in a waste oil storage tank. Jay’s cost for new filters averages $1.35 each. Most vehicles require 5 quarts of oil at $0.50 per quart. In addition, the oil storage tank, purchased at a cost of $3,500, holds 400 gallons of used oil. Each oil change adds 1.25 gallons of fluid to the tank. Jay estimates that the use of the oil storage tank costs $0.10 per oil change. A local waste hauler empties and disposes of the oil in the tank at a charge of $10 per month. About 10 minutes of each oil change is spent complying with EPA guidelines for oil and filter disposal.

The EPA requires Jay to charge (and show on the sales ticket) a $1.50 fee for oil and filter disposal. In the past Jay has shown this on the sales ticket, but has discounted his charge an equal amount. This practice is commonly followed by his competitors.

Tire Installation. It takes approximately one hour to install 4 new tires. Normally, Jay sells and installs 30 sets of new tires per month. Old tires are placed in a designated area for scrap tires. This area occupies 1/10 of the work bay area. Removal of scrap tires must be done by a registered disposer of scrap tires, who charges $1.00 per tire. Jay passes this cost to his customers.

Weather Checks. In the spring, air conditioning and coolant checks become a staple part of Jay’s business. A weather check requires 1.5 hours to complete. Freon and coolants, drained during weather checks, are both considered hazardous substances. However, Jay is able to recycle these substances through individual filtration systems. The filtration sys- tems were purchased for a cost of $3,850 each. Jay estimates that the cost of these systems is $1.50 per weather check. The filters in the coolant tank must be replaced once a month; this costs Jay $30.

The freon system stores freon until the tank is full and then compresses the freon to remove excess water. This drying process reduces the liquid by 50%. Jay performs the drying process 5 times per year. Each drying uses 2 filters which cost $15 each. The recy-

cled freon is stored in another container and used to fill vehicles as needed. The storage tanks for coolants and freon occupy 5% of the work bay areas.

Other. Training and certification for the handling of hazardous substances is required for all new employees. This is generally accomplished in a 6-hour course offered locally by a national automotive chain. Cost for the course is $100. Jay has an employee turnover rate that requires him to hire around 6 new employees each year. Usually 4 of these have previ- ous experience and certification and do not require the EPA training.

Additional information about Jay’s sales is provided below.

Budgeted Revenue

Oil changes—320 per month @ $12.95 $4,144.00

Tire changes—30 per month @ $19.95 $598.50

Tire sales $10,350.00
Weather checks—15 per month @ 44.95 $674.25

Gasoline sales and other services $12,450.00

Total revenues $28,216.75

Required

a. Compute the total cost per month for each type of service: oil changes, tire changes and weather checks.

b. Develop an environmental cost analysis similar to Exhibit 3 of the module classifying the costs from requirement (a) as environmental or nonenvironmental.

c. Calculate the amount Jay spends for prevention, assessment, control and failure costs.

d. Are there any services Jay should consider discontinuing?

Exercise 13-4 Prepare a Statement of Cash Flows [LO13-1, LO13-2]

The following changes took place last year in Pavolik Company’s balance sheet accounts:

D = Decrease; I = Increase.

Long-term investments that cost the company $6 were sold during the year for $16 and land that cost $15 was sold for $9. In addition, the company declared and paid $30 in cash dividends during the year. Besides the sale of land, no other sales or retirements of plant and equipment took place during the year. Pavolik did not retire any bonds during the year or issue any new common stock.

The company’s income statement for the year follows:

The company’s beginning cash balance was $90 and its ending balance was $85.

Required:

1. Use the indirect method to determine the net cash provided by operating activities for the year.

2. Prepare a statement of cash flows for the year

Must include Reference page(s). Citation style MLA/APA, your choice.

Minimum word counts: 600

Changes in the value of a nation’s currency affect the nation’s net exports, and thus GDP. How might this make a large country, like the U.S., more willing to adopt a flexible exchange rate regime than a small country, like Belgium.

.Criteria

why do large countries, like the U.S., typically have a lower portion of their GDP as exports and imports, than a small country like Belgium ?

How does the size of a nation’s trade sector affect the stability of its GDP?

How do exchange rate fluctuations affect a nation’s GDP?

Why might a large country be more willing to adopt a flexible exchange rate than a small country would?

Write up your analysis using correct language, explaining all your work

Case Study 2

Customs Changes, Tariff Reduction Among Measures Responding to COVID-19

Monday, March 30, 2020

Sandler, Travis & Rosenberg Trade Report

Countries around the world are taking a variety of measures to ensure adequate access to and supplies of medical goods to deal with the COVID-19 pandemic. A recent Congressional Research Service report examines some of these actions, including the following.

Imposing Export Restrictions. The European Union has introduced measures that prohibit the export of personal protective equipment (e.g., masks, protective glasses, and garments) without prior regulatory approval. India has restricted exports of 26 pharmaceutical components as well as medicines and vitamins made from them. Dozens of other countries have also imposed export restrictions to address potential supply shortages. The U.S. has generally not supported such measures, but it is unclear whether they are inconsistent with World Trade Organization rules or may qualify for one of the available exceptions regarding critical shortages of essential products, protection of human life, or national security.

Reducing Tariffs. The U.S. has removed some of its Section 301 tariffs on medical goods from China, but the Trump administration has come under pressure to remove or suspend others as well. The report points out that Congress could potentially do this itself since it has the constitutional authority to “lay and collect duties.” Another option would be for the administration to permit duty-free imports of food, clothing, and medical, surgical, and other supplies for use in emergency relief work under Section 318 of the Tariff Act of 1930.

Revising Import Procedures. Most countries regulate imports of medical goods for public health and safety reasons, but some have taken steps to streamline their customs procedures to address issues that could delay access to medical goods. For example, China created a “green lane” system that prioritizes the inspection and review of imported medical goods. Similarly, the EU recently introduced guidelines instructing its member states to create “green lanes” for freight transport to ensure access to essential products such as medicines and medical equipment.

The U.S. has not yet publicly proposed amending its customs or other regulatory procedures in response to the COVID-19 pandemic. However, U.S. Customs and Border Protection may be able to create a “green lane” system using its congressional authorization to develop and implement screening and targeting capabilities, including prioritizing of passengers and cargo. The report notes that creating such a system may require CBP to complete a rulemaking process, which could take time, but that Congress could consider using its constitutional authority to regulate foreign commerce to more quickly implement new customs prioritization procedures.

Prioritizing Domestic Production. Many countries import more health-related products than they export. As an alternative to reliance on cross-border supply chains, the U.S. and some of its trading partners have sought to prioritize domestic production of necessary goods, either by requiring manufacturers to complete orders of medical goods before orders of non-medical goods or by imposing increased production requirements on these manufacturers. Such measures may be permitted under WTO rules provided (a) they are not unlawful subsidies (e.g., those that harm the industries of other WTO members) under the WTO Agreement on Subsidies and Countervailing Measures or (b) if they are potentially WTO-inconsistent, they fall within an exception.

Questions:

1.   What do your understand of the term ‘green lane’ as mentioned in the paragraph? What will happen if the ‘green lane’ system is not being applied in this time of COVID-19 pandemic? Explain.

2.   In this case, why do you think most countries in the world are introducing custom changes and tariff reduction? Have these changes in trade policies helped the countries’ economy or created even bigger barriers for trade. Discuss.

Exercise 14-4 Prepare a Statement of Cash Flows [LO14-1, LO14-2] The following changes took place last year in Pavolik Company’s balance sheet accounts: Asset and Contra-Asset Accounts Liabilities and Stockholders' Equity Accounts Cash $ 5 D Accounts payable $ 35 I Accounts receivable $ 110 I Accrued liabilities $ 4 D Inventory $ 70 D Income taxes payable $ 8 I Prepaid expenses $ 9 I Bonds payable $ 150 I Long-term investments $ 6 D Common stock $ 80 D Property, plant, and equipment $ 185 I Retained earnings $ 54 I Accumulated depreciation $ 60 I D = Decrease; I = Increase. Long-term investments that cost the company $6 were sold during the year for $16 and land that cost $15 was sold for $9. In addition, the company declared and paid $30 in cash dividends during the year. Besides the sale of land, no other sales or retirements of plant and equipment took place during the year. Pavolik did not retire any bonds during the year or issue any new common stock. The company’s income statement for the year follows: Sales $ 700 Cost of goods sold 400 Gross margin 300 Selling and administrative expenses 184 Net operating income 116 Nonoperating items: Loss on sale of land $ (6 ) Gain on sale of investments 10 4 Income before taxes 120 Income taxes 36 Net income $ 84 The company’s beginning cash balance was $90 and its ending balance was $85. Required: 1. Use the indirect method to determine the net cash provided by operating activities for the year. 2. Prepare a statement of cash flows for the year.

1. From the 'Rolling with the Changes-HFMA' article (Summer 2020):
   • How did COVID-19 pandemic...'accelerate telehealth?'
2. What two things appeared to be true for all U.S. healthcare organizations?
3. Provide four examples of how staff and medical practitioners were redeployed:
4. Why did Virginia Commonwealth University Health System 'project a positive financial outlook?'
5. Why would patient volume declining affect revenue?

Exercise 12-4 Prepare a Statement of Cash Flows [LO12-1, LO12-2]

Tesco case study Introduction Tesco is a customer-orientated business. It aims to offer products that provide value for money for its customers and to deliver high-quality service. Tesco wants to attract new customers, but it also wants to keep its existing customers happy. Building customer loyalty is a cost-effective strategy to grow the business. This is because satisfied customers are a good advert for the business. Tesco has more than a 30% market share of the UK grocery market, nearly double that of its nearest rival. In its 2009/2010 financial year, Tesco earned revenues of £38.6 billion in the UK and employed more than 280,000 people. To keep at the top of its game and to maintain its number one spot in the market, the company needs skilled staff at all levels and in all roles. Roles in Tesco Roles in Tesco range from business development, supply chain management and marketing to finance, store operations and personnel management. Each area of expertise requires leadership and management skills. Tesco aims to develop the leadership qualities of its people throughout the organisation, from administrators and customer assistants to the board of directors. It adopts a similar approach to leadership development for staff at all levels. This is in line with Tesco’s employment philosophy: ‘We believe in treating each other with respect, with everyone having an equal opportunity to get on, ensuring Tesco is a great place to work.’ Berian is a bakery manager Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian’s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivity could be maintained. Berian’s approach produced a positive outcome and increased team motivation. Tesco’s leadership framework sets out not just the skills and competencies but also the personal characteristics and behaviours it expects of its leaders. Tesco looks for managers who are positive, confident and genuine, with the capacity to inspire and encourage their teams. A key part of Tesco’s programme for building leaders is encouraging self review and reflection. This allows staff to assess their strengths and find ways of demonstrating the characteristics that are vital to the long-term development of the business. Stephen is a Tesco store manager Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen’s leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and co-ordinated response. The best managers adopt leadership styles appropriate to the situation. Stephen’s preferred leadership style is to take a democratic approach. He consults widely as he feels that staff respond better to this approach. For example, when planning a major stock reduction programme, he encourages his managers to put forward ideas and develop plans. This increases team motivation and encourages creativity. Some mistakes may be made, but they are used as a learning experience. However, as a store manager, Stephen deals with many different situations. Some may be business critical and it is important that he responds to these in the most appropriate way. In such situations, Stephen may need to adapt his leadership approach and exert more authority. Martin is Tesco's Programme Manager for Education and Skills Martin is Tesco’s Programme Manager for Education and Skills in the UK. He has a range of responsibilities associated with people, processes and standards. Martin may use a democratic approach when setting training budgets. Managers can suggest ideas to make cost savings and they can jointly discuss their proposals with Martin. By empowering his managers, he gets them to take ownership of the final agreed budget. Laissez-faire is at the other end of the spectrum from autocratic. A laissez-faire manager takes a ‘hands-off’ approach and trusts teams to take appropriate decisions or actions with broad agreed boundaries. For example, Martin might leave an experienced departmental manager to develop a budget. This could be because he trusts that the manager has a good knowledge of the needs of the department and of the business. Factors influencing leadership style People at each level of responsibility in Tesco, from administrators and customer assistants to directors, face different types of decisions. Each comes with its own responsibilities and timescales. These will influence the most appropriate leadership style for a particular piece of work or for a given project or audience. Tesco managers have responsibilities for ‘front of house’ (customer-facing) staff as well as ‘behind the scenes’ employees, such as office staff. Before making a decision, the manager will consider the task in hand, the people involved and those who will be affected (such as customers). Various internal and external factors may also affect the choice of leadership style used. Internal factors include the levels of skill that employees have. Large teams may have members with varying levels of skill. This may require the manager to adopt a more directive style, providing clear communication so that everyone knows what to do to achieve goals and tasks. On the other hand, team leaders may take a more consultative approach with other managers of equal standing in order to get their co-operation for a project. External factors may arise when dealing with customers. For example, Berian may need to use a persuasive style to convince a customer to accept a replacement product for an item that is temporarily out of stock. Critical success factors (CSFs) In order to build a sustainable and robust business, Tesco has set out critical success factors (CSFs). These are linked at all levels to its business goals. Some CSFs apply to all employees. These are: • customer focus – to ensure delivery of ‘every little helps’ • personal integrity – to build trust and respect • drive –to achieve results, even when the going gets tough • team working – to ensure positive relationships in and across teams • developing self/others – to motivate and inspire others. Others are specific to the level of responsibility the person or role has and covers: • analysing and decision making • managing performance • managing change • gaining commitment. • By meeting the requirements of these CSFs, Tesco managers can build their leadership skills & contribute to the growth of the business. • Tesco leaders need to be inspirational, creative and innovative, ready to embrace change and with a long-term vision for achievement. Effective leaders manage by example and in doing so, develop their teams. Tesco encourages all its managers to lead by example. It requires leaders who can motivate, problem solve and build great teams. • Tesco employs people in a wide range of roles and provides a career structure which allows employees to progress through the organisation. Tesco’s process of 360-degree feedback allows its employees to reflect on their own progress and improve. Even if someone starts as working in store filling shelves – as did Stephen – they can progress through the organisation into positions of authority and responsibility. Answer all the below questions

: 1-In reference to the case of Tesco, evaluate the kind of leadership roles displayed by Berian, Stephen and Martin and the changes they need to make in their respective leadership style as required for the situation.