...setup c drive, 8000, set d drive for rest in windows setup Mandatory prerequisites Only use the support programs included our 'AIO Software Pak'! Fresh install of Windows 2000/XP/2003 All Service Packs and Patches applied Hard Drive Partition 'C:/' (System) - Min 5 Gigabytes Hard Drive Partition 'D:/' (System) - Min 60 Gigabytes Make SURE the sensor has a Static TCP/IP settings and can get to the Internet Deactivate any Firewall application on the Windows Intrusion Detection System (WinIDS)! The new WinIDS sensor MUST be allowed to see ALL the network traffic. We would strongly suggest that the Microsoft Baseline Security Analyzer (MBSA) is used to identify and correct common security miss configurations and resolve each issue prior to starting this install. Pre-installation Tasks -Make SURE that 'Internet Information Services' has been removed prior to starting this guide. If your unsure, go into the add/remove programs, select 'add/remove windows components', make SURE the 'Internet Information Services' radio box is unselected, if selected, unselect 'Internet Information Services', and remove the application, and all associated components. -Edit hosts file 127.0.0.1 winids Download the 'WinIDS - All In One Software Pak' and extract the contents into the d:\temp folder. Installing the Basic Windows Intrusion Detection System (WinIDS) Install WinPcap Navigate to the d:\temp folder, double left-click on the 'WinPcap...' file, left-click...
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...CHAPTER 11 Corporations: Organization, Share Transactions, Dividends, and Retained Earnings ASSIGNMENT CLASSIFICATION TABLE Brief Exercises Do It! Exercises 1, 2, 3, 4, 5, 6 1 1, 2 1, 2 Record the issuance of ordinary shares. 7, 8, 9, 10, 11 2, 3, 4 3 *3. Explain the accounting for treasury shares. 12, 13, 14 5 4 *4. Differentiate preference shares from ordinary shares. 15 6 *5. Prepare the entries for cash dividends and share dividends. 17, 18, 19, 20, 21, 22 7, 8, 9 *6. Identify the items that are reported in a retained earnings statement. 16, 23, 24 Questions *1. Identify the major characteristics of a corporation. *2. 7. Prepare and analyze a comprehensive equity section. *8. Compute book value per share. B Problems 2, 3, 4, 7, 8, 11, 12 1A, 3A, 6A 1B, 3B 5, 7, 9 11, 12 2A, 3A, 6A 2B, 3B 6, 7, 10, 11, 12, 24 1A, 3A, 6A 1B, 3B 5, 6 13, 14, 15, 16, 25 4A, 5A, 7A 4B, 6B 10, 11 7 17, 18 5A 5B, 6B 8 10, 11, 19, 20, 21, 22, 23, 25 1A, 2A, 3A, 4A, 5A, 6A, 7A, 8A 1B, 2B, 3B, 4B, 5B, 6B, 7B Describe the use and content of the statement of changes in equity. *9 A Problems 12 Study Objectives 9A 25, 26 13 23, 24, 25 3A, 8A 3B, 7B *Note: All asterisked Questions, Exercises, and Problems relate to material contained in the appendix to the chapter...
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...Petron Gains 11% on Speculation San Miguel Will Take Control By Francisco Alcuaz Jr. Dec. 15 (Bloomberg) -- Petron Corp. rose 11 percent to a 16-year high on speculation San Miguel Corp. will buy the refiner’s majority owner, helping Petron with sales and funding. Petron, the larger of the Philippines’ two refiners, rose 1.40 pesos to 14.22 pesos at the noon close in Manila as the benchmark stock index declined 1.4 percent. It’s gained 168 percent this year, compared with 34 percent for the benchmark index. Petron isn’t a member of the index. Today is the deadline for San Miguel to exercise its option to buy 60 percent of SEA Refinery Corp., which owns 50.1 percent of Petron, according to Bloomberg data. San Miguel, the nation’s biggest food and beverage company, already owned 38 percent of Petron, according to its third-quarter report. The shares may have gained “in anticipation of San Miguel’s exercise of its right,” said Jojo Gonzales, vice president at Philippine Equity Partners Inc. in Manila. “There’s some amount of synergy with San Miguel, which acquired a diesel power plant. San Miguel is moving to energy.” San Miguel in 2009 bought the government’s 620-megawatt plant in Limay, Bataan province, the same municipality where Petron’s refinery is located. San Miguel has bought other state power assets as part of its plan to invest in faster-growing businesses. “Petron has fairly significant expansion plans, like petrochemicals,” Gonzales said. “It needs a moneyed...
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...MGMT E-2000 Fall, 2014 Problem Set 5 (Due Tuesday, Nov. 18) 1. (10 points) Calculate the price of a stock that has a one-period horizon, is expected to pay a dividend of $.20 per share for the period, with the following prices and associated probabilities forecast at the end of the period: |Probability |0.3 |0.1 |0.2 |0.3 |0.1 | |Price |$40 |$45 |$55 |$62 |$70 | The return on comparable stocks is 8%. 2. (15 points) JetBlue Airways Corporation (JBLU) reports the following in its latest quarterly report: Authorized shares 500,000,000 Shares issued 317,391,718 Shares outstanding 290,305,387 a. (5 points) How many shares are in the treasury stock? b. (5 points) If the float is 280,700,408 shares, find the number of restricted shares. c. (5 points) Recently, JBLU closed at $5.51 per share. Based on this price, find the market capitalization of the company. To answer questions 3 and 4, refer to the articles by Malkiel and Shleifer available on the course web site, in addition to what we covered in class. 3. (15 points) a. (5 points) Why do Malkiel, and those who think like him, believe in efficient market theory? b. (5 points) What are three attacks on EMH that Malkiel attributes to the behavioralists? c. (5 points) What...
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...expansion. The firm has always been conservatively financed and had stock that was outperforming the S&P 500 composite index. The proposed leverage recapitalization would have Wrigley borrow $3 billion and use it to pay an equivalent dividend or repurchase an equivalent value of shares. This could increase the value of the firm by shielding the cash flows from taxes. An additional assumption is the debt rating for Wrigley, after they assume the debt would they be able to manage the interest payments. How does Chandler know that a rating of BB/B would be likely. Additionally, Chandler knew that the maximum value of the firm would be achieved when the WACC was minimized. Repurchasing of shares would alter the amount of shares outstanding which could also have an impact on the amount of the Wrigley family’s voting control. Chandler needed to ensure that her analysis covered all aspects of the restructuring and that she did not impact the Wrigley family’s voting control if they opted not to sell any...
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...Metrics That Matter: The Most Effective KPIs to Transform Your Business By: Jon Snow, Senior Manager, Business Consulting Services An Epicor® White Paper WHITE PAPER Table of Contents Financial and Transactional KPIs: A KISS Approach Operational Area: Sales Gross Margin Sales per Employee Operational Area: Purchasing Inventory Turns Service Level Operational Area: Fulfillment, Inventory Control or Warehouse Operational Area: Finance DSO (Days Sales Outstanding), Average Collection Period DPO (Days Payables Outstanding), Average Payables Period Cash Conversion Cycle About Epicor 1 3 3 4 5 5 5 6 7 7 7 7 9 Metrics That Matter: The Most Effective KPIs to Transform Your Business i WHITE PAPER Businesses thrive or fail based on their ability to identify, define, track, and act upon Key Performance Indicators (KPIs). The faster and more accurately KPIs can be accessed, reviewed, analyzed, and acted upon, the better the chance an organization has for success. Beyond the shareholder value that KPI improvement programs generate, KPI improvement initiatives position organizations for growth, financial performance and service differentiation. Sophisticated Enterprise Resource Planning (ERP) and Business Intelligence tools have made it possible to quickly calculate and report Key Performance Indicators and metrics. In previous white papers and articles, Epicor has emphasized the benefits of creating a KPI improvement program, and how that program should resonate with...
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...Current Position Jones Electrical Distribution (hereinafter Jones Electric) is currently facing an issue with cash flows, which will ultimately affect the overall profitability and growth potential for the company. The owner, Nelson Jones, is diligent in paying his suppliers within ten days in order to capitalize on a two percent early pay discount, but in doing so, has over-extended cash flows. Though the company has been profitable and growing over the past three years, its current lender, Metropolitan Bank, will not increase a line of credit (LOC) beyond $250,000, a LOC upon which Jones has recently fully drawn. In order to ease the tensions of depleting cash reserves, Jones is seeking a higher LOC from another lender, Southern Bank & Trust (SB&T). A higher LOC will not only cover overhead expenses and take advantage of early pay discounts, but could also be invested in the continued growth of sales, as well as, potentially opening new locations. After weighing his options, Jones is convinced that he has to take on more debt in order to keep the business moving forward. Thus far, Jones is only contemplating one financing option, a higher LOC from SB&T. The terms of LOC are not favorable when weighed against Jones’s objective to grow the business. SB&T will limit the drawable amount, control investments in fixed assets, and control Jones’s withdrawal of funds from the business. As such, Jones needs to reconsider SB&T’s offer and consider other financing options...
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...possess a number of specific skills that may help him to organise and direct a group of people. Successful leadership requires a range of special qualities, such as communication skills or an ability to work under pressure. Three recent articles (Cappelli et al. 2010, Ladkin and Weber 2011, Useem 2010) have analysed a variety of characteristics of successful leaders. However, all three authors analyse this topic from the different perspectives. While the reflection by Useem is related to the military view, the reports by Ladkin & Weber and Cappelli et al. focus on the attributes of successful leaders in conditions of Hong Kong tourism industry and Indian business respectively. All authors concur that one of the most important factors for outstanding leadership is an connection with a team. This review will compare these articles in regard to three main aspects of successful leadership, focus on mission, team work and making decisions. All three articles provide an idea about establishing company’s mission as a top priority. Cappelli et al. and Ladkin & Weber point out that taking a long-term view is a crucial for the success of the organization (Cappelli et al. p.92, Ladkin&Weber p.278). At the same time, Useem argues that even though ‘focus on mission’ is one of the most important principles for leaders, they should always take into account the interests of team members and only after that leaders may pursue their own benefits (p.4). Another significant point of all three articles...
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...possess a number of specific skills that may help him to organise and direct a group of people. Successful leadership requires a range of special qualities, such as communication skills or an ability to work under pressure. Three recent articles (Cappelli et al. 2010, Ladkin and Weber 2011, Useem 2010) have analysed a variety of characteristics of successful leaders. However, all three authors analyse this topic from the different perspectives. While the reflection by Useem is related to the military view, the reports by Ladkin & Weber and Cappelli et al. focus on the attributes of successful leaders in conditions of Hong Kong tourism industry and Indian business respectively. All authors concur that one of the most important factors for outstanding leadership is an connection with a team. This review will compare these articles in regard to three main aspects of successful leadership, focus on mission, team work and making decisions. All three articles provide an idea about establishing company’s mission as a top priority. Cappelli et al. and Ladkin & Weber point out that taking a long-term view is a crucial for the success of the organization (Cappelli et al. p.92, Ladkin&Weber p.278). At the same time, Useem argues that even though ‘focus on mission’ is one of the most important principles for leaders, they should always take into account the interests of team members and only after that leaders may pursue their own benefits (p.4). Another significant point of all three articles...
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...The Excerpt from Leadership is an Art by Max DePree was very interesting and i took in a lot. It stated that the first responsibility of a leader is to define reality and the last is the say thank you. And in between those things a leader must become a servant and a debater to his/her followers to please them and stick up for what they believe is right. I never thought of this now until i read that the measure of leadership is no the quality of the head, but the tone of the body. Meaning that a person doesn’t have to know all these extraordinary things or be super smart to have leadership, but one should be strong minded and be able to stick up for their goals and morals. The signs of outstanding leadership is primarily based upon the followers. Do the followers learn anything or are they achieving the required results. He refers to a gospel excerpt stating the a leader is “one who serves”. Many think that jesus was a leader because he served his followers, he put himself before all others, whether they believed in him or not. He basically gave his life for us in order to serve us and give us a better life. Without people there would be no leaders. Leaders must deliver must deliver to their organizations the appropriate services, products,tools, and equipment that people need in order to be accountable. When a leader is apart of an institution they must decide whether or not to leave their assets to the organization or pass on their legacy to another person. They are responsible...
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...What Makes a Good Entrepreneurial Leader? Ask Middle Managers: Knowledge@Wharton ( http://knowledge.wharton.upenn.edu/article.cfm?articleid=347) What Makes a Good Entrepreneurial Leader? Ask Middle Managers Published : April 25, 2001 in Knowledge@Wharton According to a recent Industry Standard article, the highly successful entrepreneur John Peters, now CEO of broadband service provider Sigma Networks, characterizes himself as a "serial entrepreneur" who tends to spend about four years on each of his startups. "I just thrive on the uncertainty, the challenge and the creativity of starting a company. I like the blank piece of paper." It’s no surprise that Peters, and other entrepreneurs like him, crave new beginnings, risk and change. Indeed, those characteristics almost define the breed. But according to a paper by Vipin Gupta, management professor at Fordham, and Ian C. MacMillan, director of Wharton’s Sol C. Snider Entrepreneurial Center, entrepreneurs aren’t the only ones who should be able to embrace the challenge of that "blank piece of paper." In their analysis, Entrepreneurial Leadership: Developing a Cross-Cultural Construct, Gupta and MacMillan use a term coined by MacMillan - "entrepreneurial leader" - to encapsulate the style they believe today’s managers must cultivate. They outline the qualities of an entrepreneurial leader and back up their assertions using a 60-society survey of middle managers around the globe. The survey suggests that a majority of businesspeople...
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...Certainly, an army would not be able to battle in the war without a commander who in charges of the whole strategy. Correspondingly, any organizations cannot function without leaders. Leader is the most substantial element of successful organizations. Becoming outstanding leaders, leadership skill is vital in order to drive the organizations forward. Several leadership principles are extensively used these days. Burns (1978) identified two types of leadership comprise of transactional and transformational leadership. Hence, leaders should be capable to indicate which theory should be applied in accordance with organization’s culture and objectives. This essay aims to evaluate the resemblances and the differences between transactional and transformational leadership as well as the feasibility to utilize a mixture of them by giving the definitions and examples followed by the supporting researches and studies. Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that...
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...long a company has to pay its debts. Lawrence Sports is currently operating under the following credit and payment arrangements. They receive their supplies from two suppliers, Gartner and Murray. The credit terms they have with Gartner include a 40% payment upon purchase of materials, with the balance due the following week. The terms they have with Murray are similar, with 15% due upon purchase and the balance due the following week. Lawrence offers the following credit terms to Mayo Stores, the retailer who sells their goods; They collect 20% upon the sale, with 80% due the following week. The cash conversion cycle is calculated by calculating the DIO (Days inventory is Outstanding) adding the DSO (Days of Sales Outstanding), and subtracting the DPO (Days Payable Outstanding.) Many companies offer terms of credit in either net 30 or net 45. Lawrence Sports is setting itself up for failure by having to pay its credit obligations in only 10 days, while leaving their cash conversion to a mere 14 days. It is recommended that Lawrence renegotiate their credit terms with both suppliers to require payments in the net 30 range, or longer if possible. This renegotiating will allow Lawrence to collect from Mayo Stores before needing to pay Gartner and Murray, which will in turn allow them to eliminate their current line of credit and the fees and interest associated...
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...development were put to the test. 2. What should the Leadership Development Advisory Committee include as key design features of Goldman’s new leadership development program? Goldman’s approach to professional development should be guided by four key objectives: 1. Developing the firm’s key asset: With the firm’s people representing our most critical asset and competitive advantage, the task of keeping our talent excited and moving up a steep learning curve has become mission-critical. 2. Winning the “War for Talent”: Accelerated professional development is a key element in the overall “value proposition” to the most talented people. 3. Building a cadre of outstanding leaders: The firm’s growth and ambitious business objectives demand a larger group of outstanding, well-rounded leaders. 4. Maintaining quality and cultural strength amidst rapid growth: 42% of GS employees have less than two years’ experience at the firm. Our expanded scale dictates that our...
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...Goleman defines a leader as a person who identifies a human need and designs a solution to meet the need.Most leaders in our workplace are very competent when it comes to leadership roles but always lack the human aspect of leadership.Research have shown that mist outstanding leaders in organizations are those who can combine emotional intelligence and rational leadership.Many leaders who are excellent are denied promotion to senior positions because they lack the human aspect of leadership. Emotions are part of the human makeup.The position and the structure of the human brain makes man an emotional being who always considers his feelings more than his thoughts. Goleman(1998)discusses five component of emotional intelligence. The fist part that Goleman explains is self-awareness.Leaders should know and access their mood to ensure it matches our values.Most leaders rarely consider their attitudes as to what is going on their life and whether their attitude will affect the overall decision they make,They are always thinking of what to do the nest minute and over the years without considering their moods and weather the feelings will affect the overall decision they make. When a leader is able ti access himself in terms of decisions, he needed to take he can integrate the decision he is made with his core values and mission in life. Self-awareness serves as a form of an assessment to leaders as good leaders can know their strengths and weakness as such makes them focus on doing...
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