Which of the following accounts appear on the adjusted trial balance but not on the post-closing trial balance?

The capital balance on the adjusted trial balance equals the

Amalgamated General Corporation is a consulting firm that also offers financial services through its credit division. From time to time the company buys and sells securities. The following selected transactions relate to Amalgamated’s investment activities during the last quarter of 2021 and the first month of 2022. The only securities held by Amalgamated at October 1, 2021 were $50 million of 10% bonds of Kansas Abstractors, Inc., purchased on May 1, 2021 at face value and held in Amalgamated’s trading securities portfolio. The company’s fiscal year ends on December 31.

Required:
Prepare the appropriate journal entry for each transaction or event. Use one summary entry on December 31 to adjust the portfolio of equity investments to fair value. (If no entry is required for a transaction/event, select "No journal entry required" in the first account field. Do not round intermediate calculations. Enter your answers in millions rounded to 1 decimal place, (i.e., 5,500,000 should be entered as 5.5).)

1. Record the purchase of 2 million shares of Millwork Ventures Company common stock for $60 million.

2.Record the receipt of semiannual interest of $3 million from the Kansas Abstractors bonds.

3.Record the purchase of 10% bonds of Holistic Entertainment Enterprises at their $18 million face value.

4.Record the entry to adjust to fair value the investment in Kansas Abstractor bonds on the date of sale.

5.Record the sale of the investment in Kansas Abstractors bonds.

6.Record the purchase of 12% bonds of Household Plastics Corporation at their $60 million face value.

7.Record the purchase of U.S. Treasury bonds for $6 million.

8.Record the purchase of 4 million common shares of NXS Corporation for $52 million.

9.Record the entry to adjust to fair value the investment in U.S. Treasury bonds on the date of sale.

10.Record the sale of the Treasury bonds for $6.4 million.

11.Record the receipt of cash dividends of $3 million from the Millwork Ventures Company common shares.

12.Record the accrued interest for Holistic Entertainment bonds.

13.Record the accrued interest for Household Plastics bonds.

14.Record the entry to adjust the securities to fair value.

15.Record the entry to adjust to fair value the investment in NXS Corporation common shares on the date of sale.

16.Record the sale of the NXS Corporation common shares for $48 million.

Compare and contrast how U.S. governments garner revenue and in turn spend all and 40% more of the revenue collected (revenue vs. expenditures). Explain in few paragraphs.

On December 1 Smart Touch Learning receives $1,000 cash in advance from a client for performing​ e-learning services over the next two two months ​(December 1 through January 31). When preparing its adjusting entry at the end of the fiscal period on December ​31, Smart Touch Learning would

A.​Debit: Cash $500​; ​Credit: Unearned Revenue $500

B.​Debit: Unearned Revenue $500​;​Credit: Service Revenue $500

C.​Debit: Cash $500​;​Credit: Service Revenue $500

D.​Debit: Service Revenue $500​;Credit Unearned Revenue $ 500

Two first year accounting associates are discussing the timing of revenue recognition for long-term construction contracts, and more specifically, discussing which method best reflects the point-of-sale/delivery. One associate, Taylor, believes recognizing revenue at the time of completion is the preferred method and most like point-of-sale/delivery revenue recognition.

The other associate, Alex, believes recognizing the revenue over time is the preferred method because revenue is recognized as time progresses (as portions of the contract are completed), and the revenue can be reported sooner.

Do you agree with Taylor or with Alex? Explain why you agree with that associate.

A firm will purchase additional workers as long as worker's

Select one:

a. marginal revenue product is greater than zero

b. marginal revenue product is greater than or equal to its marginal resource cost

c. marginal revenue product equals the product price

d. marginal revenue product is less than its marginal resource cost

e. total revenue product is greater than its marginal resource cost

A firm will purchase additional workers as long as worker's

Select one:

a. marginal revenue product is greater than zero

b. marginal revenue product is greater than or equal to its marginal resource cost

c. marginal revenue product equals the product price

d. marginal revenue product is less than its marginal resource cost

e. total revenue product is greater than its marginal resource cost

A firm will purchase additional workers as long as worker's

Select one:

a. marginal revenue product is greater than zero

b. marginal revenue product is greater than or equal to its marginal resource cost

c. marginal revenue product equals the product price

d. marginal revenue product is less than its marginal resource cost

e. total revenue product is greater than its marginal resource cost

Tim's sandwiches, a leading producer of frozen sandwiches, is considering hiring more workers to keep up with expanding demand. If Tim's wishes to maximize profits, it should hire more workers as long as

Select one:

a. the additional revenue generated by each additional worker is positive.

b. the additional revenue generated by the next worker to be hired is greater than the additional cost of hiring that worker.

c. the additional revenue generated by selling one more sandwich is greater than the hourly wage of the next worker.

d. each additional worker can produce at least as many sandwiches per hour as the average of all the other workers.

If 25 workers produce a total of 2,500 widgets and 26 workers produce a total of 2,574 widgets,

Select one:

a. the marginal product of the 26th worker is 2,574

b. the marginal product of the 26th worker is 100 widgets

c. the marginal product of the 26th worker is 74 widgets

d. the marginal product of the 26th worker is 99 widgets

e. diminishing returns begins with the 26th worker

(DO NOT NEED TO PROVIDE EXPLANATION!)

home / study / science / nursing / nursing questions and answers / This Is A Theoretical Case Taken From VHA Intensive Ethics Advisory Committee Training, 1998, ... Your question has been posted. We'll notify you when a Chegg Expert has answered. Post another question. Next time just snap a photo of your problem. No typing, no scanning, no explanation required. Get Chegg Study App Question: This is a theoretical case taken from VHA Intensive Ethics Advisory Committee Training, 1998, as ... Edit question This is a theoretical case taken from VHA Intensive Ethics Advisory Committee Training, 1998, as presented by Arthur R. Derse MD, JD. An 87-year-old woman widowed for six years, who is otherwise healthy, was visiting another city and abruptly became ill. She was seen in the emergency department of the local VA and admitted to the on-call physician. The on-call physician (who has not previously seen her) made the diagnosis of bowel obstruction arid made arrangements for a surgeon to evaluate her. The surgeon recommended surgery and obtained her consent for surgery. The surgeon expects an uneventful recovery. She is told that she will be on a ventilator for a short time after surgery. The patient tells the surgeon that is OK as long as it is for a short time. She tells the surgeon that she does not want to be dependent upon machines. She was asked upon admission whether she had an advance directive. She replied that she has a living will and a power of attorney for health care which names her daughter (who does not live in the area) as her health care agent. The patient undergoes surgery, which is successful in treating the underlying problem and does not show any malignant causes, but in the recovery room she has a cardiopulmonary arrest and is resuscitated. She is transferred to the ICU in the care of the on-call physician. The physician attempts to wean her gradually from the ventilator, but this is unsuccessful. Three days later, she has regained consciousness but is still intubated. Though she cannot speak because of the ventilator, she is able to write and asks that the tube be removed. The attending physician tells her that she is dependent upon the ventilator and the patient needs to remain on the ventilator until she can breathe on her own. She writes that she understands that she may die, but she does not want to be on machines. Her only children -- a daughter and son -- - have arrived. She repeats her wish to them that she wants the tube removed. She writes to her daughter that "I don't want to die, but we all have to die sometime, and I don't want to have to live on a machine. I know that whatever the outcome, God will take care of me." Her daughter tells the physician that her mother is adamant that she be off of machines and she respects her mother's wishes, even if she cannot breathe on her own. She says this is consistent with her previously expressed wishes and her religious beliefs. Her son tells the physician that he disagrees with his sister -- since his mother does not have a terminal condition, he can not see why she should not be forced to put up with the ventilator until she can be weaned from it. He feels that she is being shortsighted, and she will be thankful to have been kept on the ventilator when she is finally able to be weaned. Based on case study above: Is this patient requesting to be euthanized or for her physician to assist in her suicide (PAS)? In your answer describe how the two terms differ. (Minimum of 2 paragraphs including in-text citations and references in proper APA format)

London Hydro (LH), the electricity provider of London, Ontario, and surrounding areas, is wrapping up a lengthy and costly system upgrade that was sparked by government regulations. Ontario prides itself on using the latest technologies to conserve electricity. In 1998 it passed two regulations that paved the way for smart-metering: the Electricity Act, 1998 and the Ontario Energy Board Act, 1998. Smart-metering uses computerized electric meters on homes and small businesses that can record electricity use on an hourly basis. So, rather than totalling up kilowatt-hours on a monthly basis as traditional meters do, smart meters provide a record of electricity use every hour. Smart meters are able to report usage directly to utility companies over phone lines or the Internet. The benefit of smart meters, in addition to saving the electric company the cost of sending an employee to read meters, is setting time-of-use pricing. Time-of-use pricing charges customers more for electricity during peak hours (11 a.m.– 5 p.m.), less during mid-peak hours (7 a.m.–11 a.m. and 5 p.m.–10 p.m.), and even less during off-peak hours (10 p.m.– 7 a.m.). Time-of-use pricing should encourage consumers to consume less during peak hours, adding up to big savings for Ontario, its citizens, and the environment. Ontario’s smart metering initiatives have power companies across the province scrambling to meet specifications and deadlines. Software and hardware must be purchased and installed to prepare for the arrival of a tidal wave of customer consumption data. London Hydro started to prepare early in hopes of getting a jump on the competition. Rather than adding a new system to accommodate smart metering, London Hydro decided it was time to upgrade all of its systems. London Hydro’s old custom-built system could barely keep up with current usage. The company decided to shop around for a new system that could not only accommodate smart metering but could tie that data in with core business systems. Mridula Sharma, London Hydro’s Director of Information Services, stated that LH was in need of “a more integratable solution that was scalable and flexible.” The company needed to “prepare for future growth as well as enhance business process workflow,” Sharma said. Sharma and her team set to work outlining the details of the new system based on government mandates and internal needs. With a systems analysis report in hand, Sharma began searching for a company that could design and implement the system. Soon, she narrowed the field to three candidates: SPL Solutions (Oracle), another customer-built solution, and SAP for utilities. Sharma chose SAP primarily because the system was designed for use by a utility company and required little customization. London Hydro selected another outside firm, Wipro Technologies, to implement the system because Wipro had extensive experience implementing utility software. The resulting system provides powerful management of smart metering data flowing from the government’s central smart metering data repository. The task of assigning time-of-use prices based on customer consumption is fully automated and will cause London Hydro no additional overhead. BN103 - Platform Technologies - Final Assessment Trimester 2, 2020 Page 6 of 10 [Source: Chapter 12, R. M. Stair and G. W. Reynolds, Principles of Information Systems: A Managerial Approach, 9th ed. Cengage, 2010.] a) Why did London Hydro initiate its smart-metering system development? [5 Marks] b) What benefits did London Hydro enjoy by purchasing an off-the-shelf system and outsourcing the implementation? [5 Marks]

London Hydro (LH), the electricity provider of London, Ontario, and surrounding areas, is wrapping up a lengthy and costly system upgrade that was sparked by government regulations. Ontario prides itself on using the latest technologies to conserve electricity. In 1998 it passed two regulations that paved the way for smart-metering: the Electricity Act, 1998 and the Ontario Energy Board Act, 1998. Smart-metering uses computerized electric meters on homes and small businesses that can record electricity use on an hourly basis. So, rather than totalling up kilowatt-hours on a monthly basis as traditional meters do, smart meters provide a record of electricity use every hour. Smart meters are able to report usage directly to utility companies over phone lines or the Internet. The benefit of smart meters, in addition to saving the electric company the cost of sending an employee to read meters, is setting time-of-use pricing. Time-of-use pricing charges customers more for electricity during peak hours (11 a.m.– 5 p.m.), less during mid-peak hours (7 a.m.–11 a.m. and 5 p.m.–10 p.m.), and even less during off-peak hours (10 p.m.– 7 a.m.). Time-of-use pricing should encourage consumers to consume less during peak hours, adding up to big savings for Ontario, its citizens, and the environment. Ontario’s smart metering initiatives have power companies across the province scrambling to meet specifications and deadlines. Software and hardware must be purchased and installed to prepare for the arrival of a tidal wave of customer consumption data. London Hydro started to prepare early in hopes of getting a jump on the competition. Rather than adding a new system to accommodate smart metering, London Hydro decided it was time to upgrade all of its systems. London Hydro’s old custom-built system could barely keep up with current usage. The company decided to shop around for a new system that could not only accommodate smart metering but could tie that data in with core business systems. Mridula Sharma, London Hydro’s Director of Information Services, stated that LH was in need of “a more integratable solution that was scalable and flexible.” The company needed to “prepare for future growth as well as enhance business process workflow,” Sharma said. Sharma and her team set to work outlining the details of the new system based on government mandates and internal needs. With a systems analysis report in hand, Sharma began searching for a company that could design and implement the system. Soon, she narrowed the field to three candidates: SPL Solutions (Oracle), another customer-built solution, and SAP for utilities. Sharma chose SAP primarily because the system was designed for use by a utility company and required little customization. London Hydro selected another outside firm, Wipro Technologies, to implement the system because Wipro had extensive experience implementing utility software. The resulting system provides powerful management of smart metering data flowing from the government’s central smart metering data repository. The task of assigning time-of-use prices based on customer consumption is fully automated and will cause London Hydro no additional overhead.

[Source: Chapter 12, R. M. Stair and G. W. Reynolds, Principles of Information Systems: A Managerial Approach, 9th ed. Cengage, 2010.]

a) Why did London Hydro initiate its smart-metering system development?

b) What benefits did London Hydro enjoy by purchasing an off-the-shelf system and outsourcing the implementation?