...Page 410 1. The ABC Car Service & Repair Centers are owned by the SILENT car dealer; ABC services and repairs only SILENT cars. Three ABC Car Service & Repair Centers provide service and repair for the entire state. Each of the three centers is independently managed and operated by a shop manager, a receptionist, and at least eight mechanics. Each center maintains a fully stocked parts inventory. Each center also maintains a manual file system in which each car’s maintenance history is kept: repairs made, parts used, costs, service dates, owner, and so on. Files are also kept to track inventory, purchasing, billing, employees’ hours, and payroll. You have been contacted by the manager of one of the centers to design and implement a computerized database system. Given the preceding information, do the following: a. Indicate the most appropriate sequence of activities by labeling each of the following steps in the correct order. 1. Obtain a general description of company operations 2. Interview the shop manager 3. Interview the mechanics. 4. Create a description of each system process 5. Draw a data flow diagram and flowcharts. 6. Create a conceptual model using ER diagrams 7. Normalize the conceptual model 8. Create the file (table) structures. 9. Load the database 10. Create the application programs 11. Test the system b. Describe the various modules that you believe the system should include. Car Configuration: this module...
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...assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Acquisition Editor: Stephanie Wall Editorial Project Manager: Christina Rumbaugh Editorial Assistant: Brian Reilly Project Manager, Production: Lynne Breitfeller Operations Specialist: Natacha Moore Printer/Binder: OPM Digital Print Services Cover Printer: OPM Digital Print Services Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. ______________________________________________________________________________________ Copyright © 2012...
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...Ford Super-Dumper Heavy Duty F-450 I. My Product and Firm A. Product/service: 2013 Ford Super-Dumper Heavy Duty F-450 RD * Uniquely features a hydraulic charged dump box with a rotating slip axel capability specifically tailored for towing, removal and dumping of construction materials. * Larger truck box to accommodate an additional tonne of material. * A super duty truck that is heavier built than the older traditional equivalent. * Includes three transmission settings: Torque Shift, 6-Speed Select Shift and Automatic. * Has the best-in-class fuel economy. * Has 4x2 or 4x4 model frames. * Standard front and side curtain airbags. * Traction control. * Trailer sway control. * Best-in-class towing (up to 34,000 lbs). * Tow/Haul mode with engine exhaust braking function. * Electronic locking rear differential. * Trailer brake control. * Exclusive tailgate step. * Under seating storage. * Voice controlled technology. * Rich interior design. * 6.2 L V8 gas engine. * Seating for 3-6 people. * Includes access to road side assistance center. * Locally manufactured and owned. * Includes the exclusive Google driverless technology * Able to connect to Google Glasses and Android Smartphones B. My Company: Kamloops Ford (www.kamloopsford.ca) * Established in 1984. * Locally owned with production and manufacturing plant. * Community minded and supports local organizations...
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...Solutions Manual COST ACCOUNTING Fifteenth Edition Charles T. Horngren Srikant M. Datar Madhav V. Rajan ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Acquisitions Editor: Ellen Geary ------------------------------------------------- Editorial Project Manager: Nicole Sam ------------------------------------------------- Editorial Assistant: Christine Donovan ------------------------------------------------- Project Manager: Roberta Sherman ------------------------------------------------- Supplements Project Manager: Andra Skaalrud ------------------------------------------------- Copyright © 2015 Pearson Education, Inc. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying...
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...A Dealer’s Guide to the Used Car Rule Federal Trade Commission 'HDU &DU 'HDOHU 7KH )HGHUDO 7UDGH &RPPLVVLRQ DQG WKH 1DWLRQDO ,QGHSHQGHQW $XWRPRELOH 'HDOHUV $VVR.LDWLRQ DUH SOHDVHG WR SURYLGH \RX ZLWK DQ XSGDWHG .RS\ RI $ 'HDOHU©V *XLGH WR WKH 8VHG &DU 5XOH 7KH 'HDOHU©V *XLGH LV SDUW RI D .RQWLQXLQJ SDUWQHUVKLS EHWZHHQ WKH )7& DQG 1,$'$ WR HGX.DWH WKH LQGXVWU\ DERXW .RPSOLDQ.H UHTXLUHPHQWV 1,$'$ XQGHUZURWH WKH .RVWV RI SULQWLQJ DQG GLVWULEXWLQJ WKH SUHYLRXV YHUVLRQ RI WKH 'HDOHU©V *XLGH DQG LW LV SURXG WR XQGHUZULWH WKRVH .RVWV IRU WKLV YHUVLRQ 7KLV 'HDOHU©V *XLGH GHILQHV WKH 5XOH©V UHTXLUHPHQWV H[SODLQV KRZ WR SUHSDUH DQG GLVSOD\ WKH %X\HUV *XLGH SURYLGHV D .RPSOLDQ.H .KH.NOLVW DQG LQ.OXGHV VDPSOH %X\HUV *XLGHV :H HQ.RXUDJH \RX WR XVH WKH 'HDOHU©V *XLGH DQG VKDUH LW ZLWK \RXU VWDII :KLOH .RPSOLDQ.H ZLWK WKH 8VHG &DU 5XOH LV UHTXLUHG E\ IHGHUDO ODZ LW DOVR .DQ KDYH ERWWRPOLQH EHQHILWV IRU \RXU GHDOHUVKLS 7KDW©V EH.DXVH LQIRUPHG .RQVXPHUV DUH PRUH OLNHO\ WR EH.RPH UHSHDW .XVWRPHUV DQG SURYLGH UHIHUUDOV WR \RXU EXVLQHVV ,I \RX KDYH TXHVWLRQV DERXW WKH 8VHG &DU 5XOH SOHDVH .RQWD.W -RKQ +DOOHUXG LQ WKH )7&©V 0LGZHVW 5HJLRQ DW ,I \RX ZRXOG OLNH DGGLWLRQDO .RSLHV RI WKH 'HDOHU©V *XLGH SOHDVH IROORZ WKH RUGHULQJ LQVWUX.WLRQV DW WKH HQG RI WKH ERRNOHW 6LQ.HUHO\ \RXUV - +RZDUG %HDOHV ,,, 'LUH.WRU %XUHDX RI &RQVXPHU 3URWH.WLRQ )7& 0L.KDHO 5 /LQQ ([H.XWLYH 9L.H 3UHVLGHQW 1,$'$ M ost car dealers who sell used vehicles must comply with...
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...of newly emerging activity-based cost (ABC) systems. TVaditional cost systems use volume-driven allocation bases, such as direct labor dollars, machine hours, and sales dollars, to assign organizational expenses to individual products and customers. But many ofthe resource demands by individual products and customers are not proportional to the volume of units produced or sold.^ Thus, conventional systems do not measure accurately the costs of resources used to design and produce products and to sell and deliver them to customers. Companies, including those with excellent traditional cost systems,^ have developed activity-based cost systems so that they can directly link the costs of performing organizational activities to the products and customers for which these activities are performed. ments.^ The following equation, defined for each major activity performed by the organization's resources, formalizes this relationship: Activity Availability = Activity Usage + Unused Capacity A simple example illustrates the difference between the cost of resovirces supplied and the cost of resources used to perform activities. I. ABC SYSTEMS AS RESOURCE USAGE MODELS Activity-based cost systems estimate the cost of resources used in organizational processes to produce outputs.^ Many people have attempted to interpret activity-based costs using their more familiar fixed versus variable cost framework, an interpretation inconsistent with an ABC system's measurements of resource usage...
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...marketers reach larger audiences and create higher impact social engagements (Emailvision Powering Smarter Marketing, 2012). There is the SocialOomph, which will allow one to manage the Facebook pages, Twitter accounts, and any other networking media one may have (SocialOomph, 2012). There are 11 features consisting of 63 different functions for manipulating the account even to the point of discovery, which followers have the most clout. Social media is truly a resource to providing connectivity directly to potential customers and clients via e-commerce and networking. As of February 2012, Facebook has more than 845 million active users and continues to be ranked as the most used social networking services by worldwide monthly active users according to Compete.com; an analysis service, which operates in the United States and publishes the approximate number of global visitors to the top 1,000,000 web sites in the world (Wikipedia, 2012). Facebook is used to post promotional coupons, ask questions relevant to customer or clients’ needs, create an open line of communication between you and your potential clients and promote yours or others websites, blogs, and email. Along with Facebook, Twitter’s grown since March 2010 the company registered more than 70,000 registered applications, and as of June 2010, about 65 million tweets were...
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...Sigmund's Gourmet Pasta will be the leading gourmet pasta restaurant in Eugene, OR with a rapidly developing consumer brand and growing customer base. The signature line of innovative, premium, pasta dishes include pesto with smoked salmon, pancetta and peas linguini in an alfredo sauce, and fresh mussels and clams in a marinara sauce. Sigmund's Gourmet Pasta also serves distinct salads, desserts, and beverages. Sigmund's Gourmet Pasta will reinvent the pasta experience for individuals, families, and take out customers with discretionary income by selling high quality, innovative products at a reasonable price, designing tasteful, convenient locations, and providing industry-benchmark customer service. In order to grow at a rate consistent with our objectives, Sigmund's is offering an additional $500,000 in equity. Existing members will be given the first option to subscribe to the additional equity to allow each of them to maintain their percentage of ownership. The portion not subscribed by existing members will be available for prospective new investors. Read more: http://www.mplans.com/pasta_restaurant_marketing_plan/executive_summary_fc.php#ixzz1gEUppQdh SWOT Analysis The following SWOT analysis captures the key strengths and weaknesses within the company, and describes the opportunities and threats facing Sigmund's Gourmet Pasta. Strengths • Strong relationships with vendors that offer high-quality ingredients and fast/frequent delivery schedules. ...
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...shareholders? The company evaluated its existing business and new initiatives based on their ability to contribute to Disney’s long term cash flow and earnings growth, and to provide returns that exceed Disney’s cost of capital. Through strategic planning, sound decision making, and creative and disciplined management, the Walt Disney Company promises to continue providing quality entertainment to its customers and attractive financial returns to its investors for decades to come. Many different kinds of organisations affect our daily lives. Manufacturers, retailers, service industry firms, agribusiness companies, non-profit organisations and government agencies provide us with a vast array (range/collection) of goods and services. All these organisations have two things in common. First, every organisation has a set of goals or objective. An Airline’s goals might be profitability and customer service. A police department’s goals would include public safety and security coupled with cost minimization. Second, in pursuing an organisation’s goals, managers need information. The information needs of management range across various issues such as financial, production, marketing,...
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...October 1, 2011. MEDIA NETWORKS The Media Networks segment is comprised of international and domestic cable networks and our broadcasting business, which consists of a domestic broadcast television network, television production operations, domestic and international television distribution, domestic television stations, domestic and international broadcast radio networks, domestic radio stations, and publishing and digital operations. Cable Networks Our cable networks group operates the ESPN, Disney Channels Worldwide, ABC Family and SOAPnet networks. The cable networks group produces its own programs or acquires rights from third parties to air on our networks. The Company also has interests in joint ventures that operate programming services and are accounted for under the equity method of accounting. Cable networks derive a majority of their revenues from fees charged to cable, satellite and telecommunications service providers (Multi-channel Video Service...
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...Systems.” Study Questions Q1 Q2 Q3 Q4 Q5 Q6 How does organizational strategy determine information systems structure? What five forces determine industry structure? What is competitive strategy? What is a value chain? How do value chains determine business processes and information systems? How do information systems provide competitive advantages? How does the knowledge in this chapter help Dee and you? 37 38 Chapter 3 Organizational Strategy, Information Systems, and Competitive Advantage Industry Structure New Vendors Competitive Strategy Value Chains Business Processes Information Systems Threat of new entrants Lowest cost across the industry Customers Better product/service across the industry Better product/service within an industry segment Firm Infrastructure Support Activities Human Resources Technology Development Procurement Margin ItemsSold QuantitySold QuantityOnHand Inventory Database QuantityReceived Purchasing Hardware PurchaseOrder Software Data Procedures People Suppliers Bargaining power of suppliers Rivalry Bargaining power of customers ItemsReceived...
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...Chapter 7 Managing for Ethical Conduct Contents: (Please note: the Instructor Guide for every chapter will follow this structure.) 1. Chapter Outline 2. Teaching Notes 3. In-Class Exercises 4. Homework Assignments 5. Additional Resources Chapter Outline I. Introduction II. In Business, Ethics Is about Behavior A. Practical Advice for Managers: Ethical Behavior III. Our Multiple Ethical Selves A. The Kenneth Lay Example B. The Dennis Levine Example C. Practical Advice for Managers’ Multiple Ethical Selves IV. Rewards and Discipline A. People Do What is Rewarded and Avoid Doing What is Punished B. People Will Go the Extra Mile to Achieve Goals Set by Managers C. How Goals Combined with Rewards Can Encourage Unethical Behavior D. Practical Advice for Managers: Goals, Rewards, and Discipline E. Recognize the Power of Indirect Rewards and Punishments F. Can Managers Really Reward Ethical Behavior? G. What about the Role of Discipline? H. Practical Advice for Managers: Discipline V. “Everyone’s Doing It” A. People Follow Group Norms B. Rationalizing Unethical Behavior C. Practical Advice for Managers: Group Norms VI. People Fulfill Assigned Roles A. The Zimbardo Prison Experiment B. Roles at Work C. Conflicting Roles can Lead to Unethical Behavior D. Roles Can Also Support Ethical Behavior ...
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...Chapter 7 Managing for Ethical Conduct Contents: (Please note: the Instructor Guide for every chapter will follow this structure.) 1. Chapter Outline 2. Teaching Notes 3. In-Class Exercises 4. Homework Assignments 5. Additional Resources Chapter Outline I. Introduction II. In Business, Ethics Is about Behavior A. Practical Advice for Managers: Ethical Behavior III. Our Multiple Ethical Selves A. The Kenneth Lay Example B. The Dennis Levine Example C. Practical Advice for Managers’ Multiple Ethical Selves IV. Rewards and Discipline A. People Do What is Rewarded and Avoid Doing What is Punished B. People Will Go the Extra Mile to Achieve Goals Set by Managers C. How Goals Combined with Rewards Can Encourage Unethical Behavior D. Practical Advice for Managers: Goals, Rewards, and Discipline E. Recognize the Power of Indirect Rewards and Punishments F. Can Managers Really Reward Ethical Behavior? G. What about the Role of Discipline? H. Practical Advice for Managers: Discipline V. “Everyone’s Doing It” A. People Follow Group Norms B. Rationalizing Unethical Behavior C. Practical Advice for Managers: Group Norms VI. People Fulfill Assigned Roles A. The Zimbardo Prison Experiment B. Roles at Work C. Conflicting Roles can Lead to Unethical Behavior D. Roles Can Also Support Ethical Behavior ...
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...If products are different, then for costing purposes: A) an ABC costing system will yield more accurate cost numbers B) a simple costing system should be used C) a single indirect-cost rate should be used D) none of the above Answer: A Diff: 1 Terms: activity-based costing (ABC) Objective: 1 AACSB: Reflective thinking 2) Overcosting a particular product may result in: A) loss of market share B) pricing the product too low C) operating efficiencies D) understating total product costs Answer: A Diff: 2 Terms: product undercosting Objective: 1 AACSB: Analytical skills 3) Undercosting of a product is most likely to result from: A) misallocating direct labor costs B) underpricing the product C) overcosting another product D) overstating total product costs Answer: C Diff: 2 Terms: product overcosting Objective: 1 AACSB: Reflective thinking 4) A company produces three products; if one product is overcosted then: A) one product is undercosted B) one or two products are undercosted C) two products are undercosted D) no products are undercosted Answer: B Diff: 1 Terms: product-cost cross-subsidization Objective: 1 AACSB: Ethical reasoning 1 Copyright 2012 Pearson Education, Inc. 5) Misleading cost numbers are most likely the result of misallocating: A) direct material costs B) direct manufacturing labor costs C) indirect costs D) All of these answers are correct. Answer: C Diff: 2 Terms: activity-based costing (ABC) Objective: 1 AACSB: Reflective thinking 6) An accelerated...
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...Chapter 7 Managing for Ethical Conduct Contents: (Please note: the Instructor Guide for every chapter will follow this structure.) 1. Chapter Outline 2. Teaching Notes 3. In-Class Exercises 4. Homework Assignments 5. Additional Resources Chapter Outline I. Introduction II. In Business, Ethics Is about Behavior A. Practical Advice for Managers: Ethical Behavior III. Our Multiple Ethical Selves A. The Kenneth Lay Example B. The Dennis Levine Example C. Practical Advice for Managers’ Multiple Ethical Selves IV. Rewards and Discipline A. People Do What is Rewarded and Avoid Doing What is Punished B. People Will Go the Extra Mile to Achieve Goals Set by Managers C. How Goals Combined with Rewards Can Encourage Unethical Behavior D. Practical Advice for Managers: Goals, Rewards, and Discipline E. Recognize the Power of Indirect Rewards and Punishments F. Can Managers Really Reward Ethical Behavior? G. What about the Role of Discipline? H. Practical Advice for Managers: Discipline V. “Everyone’s Doing It” A. People Follow Group Norms B. Rationalizing Unethical Behavior C. Practical Advice for Managers: Group Norms VI. People Fulfill Assigned Roles A. The Zimbardo Prison Experiment B. Roles at Work C. Conflicting Roles can Lead to Unethical Behavior D. Roles Can Also Support Ethical Behavior E. Practical Advice for Managers: Roles...
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