On January 1, 2016, Apple granted 80,000 stock options to key members of its executive team. Each option grants the executives the ability to purchase one share of Apples common stock ($10 par value) at a price of $40 per share. The options were exercisable within a 2-year period beginning on January 1, 2018, as long as the executives remain an employee at Apple until that date. It is assumed that the options were for services performed equally in 2016 and 2017. The Black-Scholes option pricing model determines total compensation expense to be $1,300,000. On January 1, 2018, the Apple executives exercised 48,000 of their stock options. On that date, Apples stock had a market price of $50 per share. The remaining 32,000 stock options lapsed on January 1, 2020 because of the decision not to exercise their options.

Required

1. Prepare the necessary journal entries related to the stock option plan for the years 2016 through 2020.
2. Over what period of time should compensation cost be allocated?

1. What is the molarity of a 12.6% solution of sodium carbonate with a density of 1.31 g/mL?

2. What is the mass percent of potassium iodide in a 2.89 M solution of KI with a density of 1.27 g/mL?

3. In an experiment similar to your 15.72 mL of a 0.1294 M Ba(OH)2 solution is titrated with 20.00 mL of a HNO3 solution. What is the molarityof the HNO3?

A student in a statistics class tossed a die 300 times and obtained the results shown in the table. Is the die fair? In other words does it fit a uniform distribution? Let alpha =.05        

A. What is the null hypothesis?

B. What is the alternative hypothesis?

C. What distribution are you using?

D. What test are you running?

E. What is your conclusion?

You are a staff associate at a major public accounting firm and graduated from college two years ago. You are working on an audit for a small, non-profit religious publishing firm. After performing tests on the royalty payables system, you discover that for the past five years, the royalty payable system has miscalculated the royalties it owes to authors for their publications. The firm owes almost $100,000 in past due royalties. All of the contracts with each author are negotiated differently. However, each author’s royalty percentage will increase at different milestones in books sold (i.e., 2% up to $10,000 and 3% thereafter). The software package did not calculate the increases, and none of the authors ever received their increase in royalty payments. At first you can’t believe that none of the authors ever realized they were owed their money. You double check your calculations and then present your findings to the senior auditor on the job.

Much to your surprise, his suggestion is to pass over this finding. He suggests that you sample new additional royalty contracts and document that you expanded your testing and found nothing wrong. The firm’s audit approach is well documented in this area and is firmly based on statistical sampling. Because you had found multiple errors in the small number of royalty contracts tested, the firm’s approach suggested testing 100% of the contracts. This would mean (1) going over the budgeted time/expense estimated to the client; (2) possibly providing a negative audit finding; and (3) confirming that the person who audited the section in the years past may not have performed procedures correctly.

Based on the prior year’s work papers, the senior auditor on the job performed the testing phase in all of these years just before his promotion. For some reason, you get the impression that the senior auditor is frustrated with you. The relationship seems strained. He is very intense, constantly checking the staff ’s progress in the hope of coming in even a half-hour under budget for a designated test/audit area. There’s a lot of pressure, and you don’t know what to do. This person is responsible for writing your review for your personnel file and bonus or promotion review. He is a very popular employee who is “on the fast track” to partnership. You don’t know whether to tell the truth and risk a poor performance review and jeopardize your future with this company, or to tell the truth, hopefully be exonerated, and be able to live with yourself by “doing the right thing” and facing consequences with a clean conscience.

1. What would you do as the staff associate in this situation? Why? What are the risks of telling the truth for you? What are the benefits? Explain.

2. What is the “right” thing to do in this situation? What is the “smart” thing to do for your job and career? What is the difference, if there is one, between the “right” and “smart” thing to do in this situation? Explain.

3. Explain what you would say to the senior auditor, your boss, in this situation if you decided to tell the truth as you know it

You spoke with your instructor and she claimed that the average number of hours that you should study has to be more than 5 hours per week which will help you achieve an above average grade on any subject. She also suggested as a practice that you can test her claim and let her know what your conclusion is. So you decided to contact your peers and gather information to conduct a hypothesis to test your instructors claim.

Questions:

1. Contact at least 15 peers (they don’t have to be from the same class) and obtain how much time they study each week.

2. If you are to conduct a hypothesis test using the data you gathered,
   1. Which test (t test or z test) do you think be appropriate and why?
      (Hint: think about whether you have the population or sample standard deviation available)

2. Is this a test on population proportion or mean?

3. Calculate the sample statistics (sample mean or sample proportion based on the information given) (1 mark)

4. Use the data set you gathered to conduct a hypothesis test to determine your instructor’s claim. Use 0.05 level of significance. Please show your work, the 5 steps as described in the textbook.

3. Construct a 95% confidence interval for the population mean number of hours. Show your work.

The following is the receipts and payments account for the year ended 31 December 2018:

(2) On 31 December 2017 the club held investments which cost $10000. During the year ended 31 December 2018, these were sold for $15000.
(3) Equipment was valued at $6000 on 31 December 2017. On 30 June 2018, the club purchased additional equipment at a cost of $ 10400. Depreciation is to be provided for at the rate of 10% per annum.

(a) Prepare the trading section of the income statement for the year ended 31 December 2018.
(b) Prepare the income and expenditure account for the year ended 31 December 2018.

Respond to the following in a minimum of 175 words:

Discuss the advantages and disadvantages of using the ADDIE 5 Step Training Process.

Summarize how you would implement the ADDIE model in a training department.

Compare/Contrast with specific examples of similarites, differences etc. of works from Sebastian Bach and Antonio Vivaldi. in 2 to 3 paragraphs starting with a thesis statement

Describe the role of genetic risk factors in the development of bipolar disorder and how does this relate to methods of treatment?

(Meant for an abnormal psychology class, we use the textbook Understanding Abnormal Behavior 11e by David Sue if thats any help)

You are booking tickets for a flight to Brazil, the Cessna airplane only has 10 tickets. It is common knowledge that only 85% of people who buy plane tickets actually make it to the gate, so the airline sells 11 tickets for your flight. What is the probability that there will be at least 1 empty seat?

High-Low method - Calculation of variable cost per unitHigh-Low method - Calculation of fixed costsTotal cost at the high pointVariable costs at the high point:Volume at the high point:Variable cost per unitTotal variable costs at the high pointTotal fixed costsTotal cost at the low pointVariable costs at the low point:Volume at the low point:Variable cost per unitTotal variable costs at the low pointTotal fixed costs

Consider having these three leadership weaknesses:

1- Self-critical

2- Adaptability

3- Multitasking

Provide S.M.A.R.T goals for each discussing it in a manner of Specific, Measureable, Attainable, Realistic, Time-bound.

It's always a source of pride and amazement for me how applicable the lessons I learned in the Marine Corps are to so many aspects of civilian life. Indeed, many of the 11 Marine Corps leadership principles lend themselves perfectly to preparing for and engaging in a negotiation, another one of my favorite subjects.

Before combat, Marines diligently prepare and train. The same type of persistent preparation is needed for a successful negotiation.

Here are a few leadership principles from my experience serving as a U.S. Marine that inform my approach to every negotiation.

Know yourself and seek self-improvement: When entering into a negotiation, be confident in your authority, ability, and strengths. You (should) have prepared long and hard for this moment; don't be intimated by your opponent's prestige, title, or other accomplishments. That said, it's critical to be mindful of how you typically react in uncomfortable or unpleasant situations or to disagreeable comments, so if such a situation arises (and it will), you won't lose your cool. Anticipate your opponent's viewpoints, including those that might make your blood boil, and be prepared with reasonable alternatives that can help push the negotiation forward (rather than sitting there steaming). Be technically and tactically proficient: Marines live on a regimented schedule. This type of constant repetition allows them to be ready at any given moment for combat. A skilled negotiator will thoughtfully prepare and practice leading up to the negotiation. Earn your seat at the table by always learning and improving. Everyone (myself included) needs practice; once you think you know it all, you're done. Set the example: Be prompt for the meeting. Better yet, arrive early to give yourself time adjust to the environment and review any documents before you begin. During the negotiation, actively listen to the other person. Often, when it's our turn to listen, we are instead passing judgment, preparing our response, or even daydreaming, none of which will help you craft a purposeful response when it is your turn to speak. Set the tone for a respectful negotiation by paraphrasing the other side's viewpoint back to them, which helps you demonstrate empathy, understanding, and respect. Without these, your negotiation will go nowhere. Keep your Marines informed: It's essential that you create a transparent bond between you and your client or team with regard to the negotiation process. Transparency builds trust, so be honest with your client and team members. If you're a real estate broker whose client has asked for an update, don't dance around the fact that the seller won't budge from the asking price. Seek responsibility and take responsibility for your actions: Negotiators often focus their position too narrowly. Show that you have done your research and are conscious of your opponent's interests. Following the negotiation, own up to issues you could have handled better, and use that to inform your next negotiation.

The U.S. Marine Corps is all about mission, discipline and dedication. Stay focused and work hard to maximize your chances of success.

In this article, Joe Campolo, the managing partner of his law firm who previously served in the U.S. Marine Corps - 1^st Battalion, 5^th Marines, shares his thoughts on how the Marine Corps leadership principles can help one prepare and engage in negotiation.

Answer the following questions: What are the Marine Corps leadership principles that can help one prepare and engage in negotiation? Which one or ones do you think are most critical and why?

What are some long-term contracts that Ford Motors is facing as an investor need to know to make an investment? [200 words or more][Will give thumbs up]