...Week 3 Homework 7/7 Differentiate between the following: active income, passive income, and portfolio income? Portfolio income is derived from investments and includes capital gains, interest, dividends, and royalties. Various types of portfolio income are taxed differently. Passive Income, this type of income comes from activities in which you do not actively participate. Such activities include income from real estate and certain business arrangements, such as limited partnerships. Active Income, Income for which services have been performed. This includes wages, tips, salaries, commissions, and income from businesses in which there is material participation. 7/13 Briefly, what is "material participation"? Why is the determination of whether a taxpayer materially participates important? Material participation is the point at which an individual becomes Actively or Continuously involved in a project . Earned revenue from the project is no longer considered passive income. This is important as this determines whether income is active or passive inconsideration of how loses are deducted and how this income is taxed. 7/46 Mary Beth is a CPA, devoting 3,000 hours per year to her practice. She also owns an office building in which she rents out space to tenants? Mary has to see it as a passive loss because she is using a property management company. She makes no management decisions. Mary Beth unfortunately has to carry the loss to future years. She is not allowed...
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...Acct 551 HW week 5 E15 -15 A. Retained Earnings 97,500 Common Stock 25,000 Paid in Capital in Excess of Par -Common stock 72,500 Common Stock Dividend Distibutable 25,000 Common Stock 25,000 B. No entry required $2 shares outstanding are 300,000 (60,000x5) C. Date Journal Entry Debit Credit 5-Jan-14 Debt investments 35,000 Unrealized holding loss or gain 35,000 5-Jan-14 Retained Earnings 135,000 Propery Dividends payable 1,350,000 25-Jan-14 Property Divideneds Payable 135,000 Debt Investments 1,350,000 E15-16 Total income since incorporation $317,000.00 Less: Total cash dividends paid $60,000.00 Total value of stock dividends 30,000 90,000 Current balance of retained earnings 227,000 E15-18 (A) 1. Dividends payable-preferred (2,000x$10) 20,000 Dividends payable-common(2,000x$2) 40,000 Cash 60,000 2. Treasury Stock 68,000 Cash (1,700x $40) 68,000 3. Land 30,000 Treasury stock(700x40) 28,000 Paid in Capital From Treasury Stock 2,000 4. Cash (500x105) 52,500 Preferred Stock (500x100) 50,000 Paid in Capital in Excess of Par Preferred 2,500 5. Retained Earnings (1,900x45) 85,500 Common Stock...
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...Week 5 Acct 551 15-13 (Stock Split and Stock Dividend) A Land 1,500,000 25,000*60 Treasury Stock 1,200,000 25,000*48 Paid in Capital Treasury 300,000 B The appraised value of the land is a good choice but it is based on the market. So to get more of a transaction them trading price of the stock is probably the best fit E15-15 (Dividend Entries) A Retained Earnings 117,000 60,000*39*5% Common Stock 30,000 Paid in Capital 87,000 Common Stock Dividend 30,000 Common Stock 30,000 B No entry is needed C Debt Investment 35,000 Unrealized holding gain or loss-Income 35,000 Retained Earnings 125,000 Property Dividends Payable 125,000 Property Payable 125,000 Debt Investment 125,000 E15-18 (Dividends and Stockholders’ Equity Section) 1 Dividends Payable 56,000 8*2,000=16,000 2*20,000=40,000 Cash 56,000 2 Treasury Stock 108,000 40*2,700 Cash 108,000 3 Land 30,000 Treasury Stock 28,000 40*700 Paid in capital Treasury Stock 2,000 4 Cash 52,500 105*500 Preferred Stock 50,000 100*500 Paid in capital-Preferred Stock 2,500 5 Retained Earnings 81,000 45*1,800 Common Stock Dividend Distributable 9,000 5*1,800 Paid In capital Common Stock 72,000 20,000-2,700+700=18,000 18,000*10% 6 Common Stock Dividend Distributable 9,000 Common Stock 9,000 7 Retained Earnings 56,900 Dividends Payable 56,900 Sum of Preferred (2,500 * 8 =20,000) Common (19,800...
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...Joshua Brooks ACCT-551 Intermediate Accounting II Week 1 Assignment: Intangible Assets 01/08/15 E12-1 (a) Indicated which items on the list above would generally be reported as intangible assets in the balance sheet. 1. Purchase cost of a franchise. 2. Goodwill acquired in the purchase of a business. 3. Cost of purchasing a patent from an inventor. 4. Legal costs incurred in securing a patent. 5. Unrecovered costs of a successful legal suit to protect the patent. 6. Cost of purchasing a copyright. 7. Cost of purchasing a trademark. (b) Indicate how, if at all, the items not reported as intangible assets would be reported in the financial statements. 1. Investment in a subsidiary company-On the Balance Sheet at Long-term investment 2. Timberland-On the Balance Sheet as Property, Plant and Equipment 3. Cost of engineering activity required to advance the design of a product to the manufacturing stage-On the Income Statement as R&D Expense 4. Lease prepayment (6 months’ rent paid in advance)-On the Balance Sheet as Current Asset 5. Cost of equipment obtained-On the Balance Sheet as Property, Plant and Equipment 6. Cost of searching for applications of new research findings-On the Income Statement as R&D Expense 7. Costs incurred in the formation of a corporation-On the Income Statement as Expense 8. Operating losses incurred in the start-up of a business-On the Income Statement as Operating...
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...Nisan Williams 10/22/2014 Acct 551 Week 7 Course Project The Proctor & Gamble Company (P&G) Note 1 SIGNIFICANT ACCOUNTING POLICIES Identifying significant accounting policies helps Proctor & Gamble to interpret its financial statements and facilitate better financial presentation of its franchise. The Nature of company’s operations The Proctor & Gamble Company (the “Company”, “we” or “us”) provides over 300 branded consumer products in more than 160 countries. Their billion-dollar and half billion-dollar brands are amongst the strongest on the world and are segmented into Fabric and Home Care, Baby and Family Care, Beauty Care, Health Care and Snacks and Beverages. Their products can be found Basis of presentation The consolidated financial statements are between the company and its controlled subsidiaries. Estimates use The U.S GAAP requires that the managers conduct estimates and assumptions when preparing the financial statements. This should be in conformity with the principles accounting that the company uses. The estimates are based on the knowledge that the management has on the current and future actions that the company may undertake. Estimates are required for accounting the, consumer promotion accruals, stock options, the benefits obtained in pension and post-employment schemes, intangible assets valuation, depreciation usefulness, tax assets deferred, among others. The estimates may differ from the actual value of the financial statement...
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...VENEZIA COFFEE ROASTERS - BUSINESS PLAN No t e b o o k: ENgen C re a t e d : Ta g s : U RL : 2/24/2013 3:12 AM Upda te d: Coffee, Examples, Marketing, Planning 2/24/2013 3:17 AM http://ww w .referenceforbusiness.com/business-plans/Business-Plans-Volume-… VENEZIA COFFEE ROASTERS - BUSINESS PLAN 14600 Waterfront Drive Kennebunk, ME 04043 Two seasoned coffee roasters found their niche in a seemingly saturated market. This plan illustrates that their specialty lies not only in their roasting methods, but also in their socially responsible business practices. Their mission is to balance the needs of their customers, their environment and the coffee growers. Venezia Coffee Roasters' detailed financial tables showcase the preparation needed to make them a competitive small batch coffee roaster in the New England region. STATEMENT OF PURPOSE DESCRIPTION OF BUSINESS GOA LS AND OBJECTIV ES MANAGEMENT PRODUCT AND SERV ICE SPACE, EQUIPMENT AND LOCATION MARKET INFORMATION/MARKETING COMPETITION FINANCIAL DATA STATEMENT OF PURPOSE Venezia Coffee Roasters seeks loans totaling $56,000 to: purchase equipment and inventory, rent working space, and perform the necessary renovations and improvements, and provide adequate working capital. This sum, together with an additional $23,000 investment from friends and family, will be sufficient to launch a profitable small-batch gourmet coffee roasting company. The initial form of organization will be sub-chapter "S" with a buy-sell...
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...[pic] Business Process Integration – I Exercises ECC 6.0 Modified August 2009 Unit 2: Customer Order Management Business Cycle Including Procurement Process for Replenishment of Goods |Purpose of Unit | |The purpose of Unit 2 is to demonstrate the Customer Order Management Business Cycle beginning with a quotation and ending with recording | |final payment received from the customer. This process will include the procurement cycle as you will need to procure the items for sale. | Exercise 1: Logging on to the SAP System Enter the following: ➢ Select server name provided by the course lead ➢ Click on [pic] ➢ Client number provided by course lead ➢ User ID (e.g., User-100) provided by course lead ➢ Password (e.g., init) provided by course lead ➢ Select EN as the language ➢ [pic] (Enter) Once you have pressed enter, the system will prompt you to change your password the first time you log on to the system. The following pop-up screen will appear. Enter your new password Repeat your new password Select [pic] (Enter) This will log you onto the system. The following page is a screen shot of the SAP Easy Access Menu you should see if you have been successful. If you can not get logged on to the system...
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...REGENT UNIVERSITY COLLEGE OF ARTS & SCIENCES UNDERGRADUATE CATALOG 2013-2014 (Fall 2013-Summer 2014) Regent University 1000 Regent University Drive Virginia Beach, VA 23464-9800 800.373.5504 admissions@regent.edu www.regent.edu PREFACE Regional Accreditation Regent University is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award associates, baccalaureate, masters, and doctorate degrees. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Regent University. National and State Accreditation Regent University’s undergraduate school is accredited or certified by the following bodies: Council for Higher Education Accreditation (CHEA) (www.chea.org/) The Teacher Education Accreditation Council (TEAC) The Regent University School of Education's educational leadership and teacher preparation programs and the College of Arts & Sciences interdisciplinary studies program, which are designed to prepare competent, caring, and qualified professional educators are accredited by the Teacher Education Accreditation Council for a period of seven years, from January 9, 2009 to January 9, 2016. This accreditation certifies that the educational leadership, teacher preparation and interdisciplinary studies programs have provided evidence that they adhere to TEAC's quality principles. Teacher Educational Accreditation Council, One Dupont Circle, Suite...
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...WEEK 3 RESEARCH PROJECT (Set #1) ACCT 429 DeVry University IMPORTANT NOTE TO STUDENTS This assignment is being distributed solely for your use in completing the Week 3 project in DeVry University’s online Accounting 429 class. This assignment is an individual assignment, and you are to complete it without any outside assistance by any other student, individual, or outside materials, other than those specifically permitted by the problem. Any violations of these requirements will be addressed as an academic integrity violation. Similarly, this assignment may not be shared with any other student at any time, even after your completion of the course. Students to do so may be subject to sanctions pursuant to DeVry’s academic integrity policy, even though they may no longer be enrolled in Accounting 429. Week 3 Research Project (Set #1) DeVry University Acct 429 Performing tax research is an important part of tax practice. As outlined in Chapter 2 of your textbook, tax law is developed through a number of different governmental entities. Congress enacts the tax Code as statutory law. The Treasury Department is tasked with the implementation of the tax Code and, in the course of doing so, develops a number of documents and materials to aid taxpayers in understanding the Treasury Department's interpretation of the code, including the Regulations. In turn, the Internal Revenue Service ("IRS”) has the direct responsibility for implementing the tax Code and in assessing and collecting...
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...DATABASE S YSTEMS DESIGN, IMPLEMENTATION, AND MANAGEMENT CARLOS CORONEL • STEVEN MORRIS • PETER ROB Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Copyright 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Database Systems: Design, Implementation, and Management, Ninth Edition Carlos Coronel, Steven Morris, and Peter Rob Vice President of Editorial, Business: Jack W. Calhoun Publisher: Joe Sabatino Senior Acquisitions Editor: Charles McCormick, Jr. Senior Product Manager: Kate Mason Development Editor: Deb Kaufmann Editorial Assistant: Nora Heink Senior Marketing Communications Manager: Libby Shipp Marketing Coordinator: Suellen Ruttkay Content Product Manager: Matthew Hutchinson Senior Art Director: Stacy Jenkins Shirley Cover Designer: Itzhack Shelomi Cover Image: iStock Images Media Editor: Chris Valentine Manufacturing Coordinator: Julio Esperas Copyeditor: Andrea Schein Proofreader: Foxxe Editorial Indexer: Elizabeth Cunningham Composition: GEX Publishing Services © 2011 Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted...
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...Handbook of Management Accounting Research Volume 3 Edited by CHRISTOPHER S. CHAPMAN Imperial College London, UK ANTHONY G. HOPWOOD University of Oxford, UK MICHAEL D. SHIELDS Michigan State University, USA AMSTERDAM – BOSTON – HEIDELBERG – LONDON – NEW YORK – OXFORD PARIS – SAN DIEGO – SAN FRANCISCO – SINGAPORE – SYDNEY – TOKYO Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively visit the Science and Technology Books website at www.elsevierdirect.com/rights for further information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for...
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... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure P-1 Figure P-2 Figure P-3 Figure P-4 Figure P-5 Figure P-6 Figure P-7 1: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Figure 1-1 Figure 1-2 Figure 1-3 Figure 1-4 Figure 1-5 Figure 1-6 Figure 1-7 Figure 1-8 2: Strategic Planning 3: Customer and Market Focus 4: Measurement, Analysis, and Knowledge Management Measurement Architecture Sources & Uses of Comparative Data Information Systems Knowledge Management Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure 5-1 Figure 5-2 Figure 5-3 Figure 5-4 Figure 5-5 6: Process Management Customer Listening Approaches Customer Contact Mechanisms Customer Survey Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 4-1 Figure 4-2 Figure 4-3 Figure 4-4 5: Human Resource Focus Strategic Planning Process Strategies and Action Plans Performance Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Figure 3-1 Figure 3-2 Figure 3-3 30 Compensation Systems Performance and Development Process/Career Management Training and Delivery Methods Health & Safety Ergonomics ...
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...This page intentionally left blank Te n t h E d i t i o n MODERN DATABASE MANAGEMENT Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Bob Horan Editorial Project Manager: Kelly Loftus Editorial Assistant: Jason Calcano Director of Marketing: Patrice Lumumba Jones Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Operations Specialist: Ilene Kahn Senior Art Director: Jayne Conte Cover Designer: Suzanne Behnke Cover Art: Fotolia © vuifah Manager, Visual Research: Karen Sanatar Permissions Project Manager: Shannon Barbe Media Project Manager, Editorial: Denise Vaughn Media Project Manager, Production: Lisa Rinaldi Supplements Editor: Kelly Loftus Full-Service Project Management: PreMediaGlobal Composition: PreMediaGlobal Printer/Binder: Edwards Brothers Cover Printer: Lehigh-Phoenix Color/Hagerstown Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries. Screen shots and icons reprinted with permission from the Microsoft Corporation. This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation. Copyright © 2011, 2009, 2007, 2005, 2002...
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...Applied SOA Service-Oriented Architecture and Design Strategies Mike Rosen Boris Lublinsky Kevin T. Smith Marc J. Balcer Wiley Publishing, Inc. Applied SOA Applied SOA Service-Oriented Architecture and Design Strategies Mike Rosen Boris Lublinsky Kevin T. Smith Marc J. Balcer Wiley Publishing, Inc. Applied SOA: Service-Oriented Architecture and Design Strategies Published by Wiley Publishing, Inc. 10475 Crosspoint Boulevard Indianapolis, IN 46256 www.wiley.com Copyright 2008 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-0-470-22365-9 Manufactured in the United States of America 10 9 8 7 6 5 4 3 2 1 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4355, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: The publisher and...
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...MODERN DATABASE MANAGEMENT / JfFFREY A. HOFFER . Warehousing Success 426 Data Warehouse Architectures 428 Generic Two-Level Architecture 428 Independent Data Mart Data Warehousing Environment 426 429 C O NTENTS Dependent Data Mart and Operational Data Store Architecture: A Three-Level Approach Logical Data Mart and Real-Time Data Warehouse Architecture 432 Three-Layer Data Architecture 435 Role of the Enterprise Data Model 435 Role of Metadata 436 Some Characteristics of Data Warehouse Data Status Versus Event Data 437 Transient Versus Periodic Data 438 An Example of Transient and Periodic Data 438 Transient Data 438 Periodic Data 439 Other Data VVarehouse Changes 440 The Reconciled Data Layer 441 Characteristics of Data after ETL 441 The ETL Process 442 Extract 442 Cleanse 444 Load and Index 446 Data Transformation 447 Data Transformation Functions 448 Record-Level Functions 448 Field-Level Functions 449 More Complex Transformations 451 Tools to Support Data Reconciliation 451 Data Quality Tools 451 Data Conversion Tools 452 Data Cleansing Tools 452 Selecting Tools 452 The Derived Data Layer 452 Characteristics of Derived Data 452 The Star Schema 453 Fact Tables and Dimension Tables 453 Example Star Schema 454 Surrogate Key 455 Grain of Fact Table 456 Duration of the Database 456 Size of the Fact Table 457 Modeling Date and Time 458 Variations of the Star Schema 458 Multiple Fact Tables 458 Factless Fact Tables...
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