accounting questions
User Generated
BFPNE1
Business Finance
Description
a. Journalize the transactions of June 19, August 30, and September 6.
b. What is
the balance in Paid-In Capital from Sale of Treasury Stock on December 31 of
the current year?
c. What is
the balance in Treasury Stock on December 31 of the current year?
d. How will
the balance in Treasury Stock be reported on the balance sheet?
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HRM 499 Grantham University Organizations HR Staffing Elements Capstone
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Option #1: Memorial’s Healthcare System: Organizational Change and Workforce Management for the Future Memorial Hos ...
Term Paper
Option #1: Memorial’s Healthcare System: Organizational Change and Workforce Management for the Future Memorial Hospital System (MHS) has been facing many serious issues including leadership problems, staffing deficiency, and financial hardship. Challenges include: High staff turnover, which doubled to 20% in the past two years and is expected to rise.Healthcare costs that continue to spiral out of control, with plummeting reimbursement (overall margin is negative and working capital reserves are below industry standards).An inability to raise capital funding due to a bond rating that was lowered earlier this year to “junk” status.MHS is a union shop for non-managerial workforce staff and the contract between management and the union is up for renewal this fiscal year.MHS is in the process of implementing complex and expensive multi-year healthcare information systems such as Electronic Health Record and other critical-need clinical information systems.MHS is facing significant competition from other local healthcare facilities. Last year, a new Chief Executive Officer (CEO) was hired. She identified the current organizational culture as apathetic, leaderless, and resistant to change. She also noted that the staff was under stress, resisting teamwork, accepting mediocrity, and compromising patient safety values and industry best practices. The CEO noted that critical human resources functions were broken and that financial performance was suffering. She attributed this to a variety of process issues as well as to the lack of focus on the core business of patient care. In response, she decided to implement the following strategies: change the organizational culture; improve human resources and workforce practices and outcomes; ensure the organization’s solvency and financial viability in the long run; and cutting costs across the board including implementing a labor-reduction strategy (salary and benefits) with an aggressive timeline to turn around the financial bottom line. Within a few months after these strategies were implemented, the MHS started to show less of a financial loss and seemed to stabilize financially. The morale of the staff, however, took a significant hit in the wrong direction. Staff turnover increased as the sense of job security decreased and as an increasing number of valued and critical staff, in all areas, left. Soon, MHS experienced an increase in patient complaints and lowered customer service, with signs of a negative impact on clinical patient outcomes. Now the CEO, with approval and support from the MHS Board of Directors, wants to create a dynamic long-term organization and human resources strategic plan to put MHS on the right track. To formulate and implement this plan, the CEO hired a well-known consultant who is tasked with performing a system-wide organization and human resources assessment. Within the scope of this assessment is the development and formulation of a multilevel strategic program. This new program is to be implemented system-wide with the goal to help MHS leaders understand the link among finances, employee morale, human resources functions, and patient satisfaction. The end result of this assessment is: to create a culture of accountability; to shift the culture to one of services after two years; to attract, hire, and retain staff; and to implement best practices in workforce management. Instructions: Assume that you are the consultant the CEO hired to do this assessment project. Your main task is to identify the key components involved in changing the organizational culture and to identify the steps needed to generate sustainable change. Here are the deliverables that the board of directors and CEO want to see from you: Develop a comprehensive organization and human resources strategic plan. The plan has two major sections: organization development and human resources. The CEO and board of directors expect you to create your plan using benchmarking and by integrating human resources and organization development best practices from other healthcare organizations as well as from other industries.The organizational development section will address the following items:workplace communication;motivation;leadership;employee stress;decision making;conflict management;team building and group dynamics; andembracing change and change management.The human resources section will address the following items:organizational and human resources systems that need to be in place to effect positive organizational outcomes;the steps and decisions involved in recruitment, selection, and retention of staff;performance management system;compensation and reward systems;process of training and development, and the contribution to the organization’s bottom line;relationship of organized labor and management in healthcare; andthe resources, key staff/roles, and steps required to develop a safe workplace. Your submission will be 13-15 pages in length, not including the required title and reference pages and a table of contents. Incorporate 12 credible and current references (last 5 years max). Eight of these must be peer-reviewed articles.
HRM 400 Ashford University HR Metrics & Workforce Analytics Case Study
You are an external consultant hired to work with hospital administration and the human resources department. You are requ ...
HRM 400 Ashford University HR Metrics & Workforce Analytics Case Study
You are an external consultant hired to work with hospital administration and the human resources department. You are required to create a PowerPoint for a presentation to hospital administration. Read the Case Study about Regional Hospital on page 196, then answer the Case Study Questions below.Case Study QuestionsDescribe why a program of HR metrics and workforce analytics might be useful in Regional Hospital. If so, why?Explain opportunities regarding “where” and “how” metrics and analytics might be applied in this organization.Identify three analyses and associated metrics that might be useful for Regional Hospital to consider.Explain how Regional Hospital can utilize benchmarking as a part of its metrics and analytics effort, if at all.Describe advice you would offer to managers at Regional Hospital about developing a program of HR metrics and workforce analytics.Explain potential problems that may occur in the establishment of an HR metrics and workforce analytics program for Regional Hospital managers about which you would want to alert them prior to beginning this project.The PowerPointMust be at least six slides in length (not including title and references pages) and formatted according to APA style
12 pages
Managing Conflicts And Negotiations
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5 pages
Case Analysis 1
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Case Analysis 1
The three main services offered by Master Decker are deck building, exclusive Master Decker stains, and manufactured cleaning chemicals. For each of ...
HRM 499 Grantham University Organizations HR Staffing Elements Capstone
Write a paper focusing on your organizations HR staffing elements such as planning, forecasting, recruiting, and selection ...
HRM 499 Grantham University Organizations HR Staffing Elements Capstone
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job vacancies from among present employees or by recruiting new
employees, and why? Do you have established policies? Requirements: Write between 1000 – 1,500 words using Microsoft Word in APA
format (only the body of the paper counts towards the word requirement)Use font size 12 and 1” margins.Include cover page and reference page.At least 80% of your paper must be original content/writing.No more than 20% of your content/information may come from references.Use at least three references from outside the course material Cite all reference material (data, dates, graphs, quotes,
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Innovation and Change: Chapter Review Questions (2- 2.5 pages) Management
I need to answer these review question as essay NO refrences neededPART 11) Explain why innovation matters to companies.2) ...
Innovation and Change: Chapter Review Questions (2- 2.5 pages) Management
I need to answer these review question as essay NO refrences neededPART 11) Explain why innovation matters to companies.2) Discuss the different methods that managers can use to effectively manage innovation in their organizations.3) How can companies create creative work environments?4) What is the difference between incremental change and discontinuous change?5) Discuss why not changing can lead to organizational decline.6) How do change forces work to bring about change? How do resistance forces work against change forces?7) How can companies manage resistance to change?8) What mistakes do managers commonly make when leading change?9)Discuss the different methods that managers can use to better manage change as it occurs.PART 2“Change Agents.” Go to the website of Patti Hathaway, “the change agent,” at http://www.thechangeagent.com.This is a commercial website that introduces Patti Hathaway as a motivational speaker who can (for a fee) come to a company and help make change work.1) What exactly does Ms. Hathaway do to accomplish this?2) What are her qualifications?3) What are some of the products and services she offers?4) Can an outside consultant such as Patti really incite and implement change in an organization? Why or why not?
Term Paper
Option #1: Memorial’s Healthcare System: Organizational Change and Workforce Management for the Future Memorial Hos ...
Term Paper
Option #1: Memorial’s Healthcare System: Organizational Change and Workforce Management for the Future Memorial Hospital System (MHS) has been facing many serious issues including leadership problems, staffing deficiency, and financial hardship. Challenges include: High staff turnover, which doubled to 20% in the past two years and is expected to rise.Healthcare costs that continue to spiral out of control, with plummeting reimbursement (overall margin is negative and working capital reserves are below industry standards).An inability to raise capital funding due to a bond rating that was lowered earlier this year to “junk” status.MHS is a union shop for non-managerial workforce staff and the contract between management and the union is up for renewal this fiscal year.MHS is in the process of implementing complex and expensive multi-year healthcare information systems such as Electronic Health Record and other critical-need clinical information systems.MHS is facing significant competition from other local healthcare facilities. Last year, a new Chief Executive Officer (CEO) was hired. She identified the current organizational culture as apathetic, leaderless, and resistant to change. She also noted that the staff was under stress, resisting teamwork, accepting mediocrity, and compromising patient safety values and industry best practices. The CEO noted that critical human resources functions were broken and that financial performance was suffering. She attributed this to a variety of process issues as well as to the lack of focus on the core business of patient care. In response, she decided to implement the following strategies: change the organizational culture; improve human resources and workforce practices and outcomes; ensure the organization’s solvency and financial viability in the long run; and cutting costs across the board including implementing a labor-reduction strategy (salary and benefits) with an aggressive timeline to turn around the financial bottom line. Within a few months after these strategies were implemented, the MHS started to show less of a financial loss and seemed to stabilize financially. The morale of the staff, however, took a significant hit in the wrong direction. Staff turnover increased as the sense of job security decreased and as an increasing number of valued and critical staff, in all areas, left. Soon, MHS experienced an increase in patient complaints and lowered customer service, with signs of a negative impact on clinical patient outcomes. Now the CEO, with approval and support from the MHS Board of Directors, wants to create a dynamic long-term organization and human resources strategic plan to put MHS on the right track. To formulate and implement this plan, the CEO hired a well-known consultant who is tasked with performing a system-wide organization and human resources assessment. Within the scope of this assessment is the development and formulation of a multilevel strategic program. This new program is to be implemented system-wide with the goal to help MHS leaders understand the link among finances, employee morale, human resources functions, and patient satisfaction. The end result of this assessment is: to create a culture of accountability; to shift the culture to one of services after two years; to attract, hire, and retain staff; and to implement best practices in workforce management. Instructions: Assume that you are the consultant the CEO hired to do this assessment project. Your main task is to identify the key components involved in changing the organizational culture and to identify the steps needed to generate sustainable change. Here are the deliverables that the board of directors and CEO want to see from you: Develop a comprehensive organization and human resources strategic plan. The plan has two major sections: organization development and human resources. The CEO and board of directors expect you to create your plan using benchmarking and by integrating human resources and organization development best practices from other healthcare organizations as well as from other industries.The organizational development section will address the following items:workplace communication;motivation;leadership;employee stress;decision making;conflict management;team building and group dynamics; andembracing change and change management.The human resources section will address the following items:organizational and human resources systems that need to be in place to effect positive organizational outcomes;the steps and decisions involved in recruitment, selection, and retention of staff;performance management system;compensation and reward systems;process of training and development, and the contribution to the organization’s bottom line;relationship of organized labor and management in healthcare; andthe resources, key staff/roles, and steps required to develop a safe workplace. Your submission will be 13-15 pages in length, not including the required title and reference pages and a table of contents. Incorporate 12 credible and current references (last 5 years max). Eight of these must be peer-reviewed articles.
HRM 400 Ashford University HR Metrics & Workforce Analytics Case Study
You are an external consultant hired to work with hospital administration and the human resources department. You are requ ...
HRM 400 Ashford University HR Metrics & Workforce Analytics Case Study
You are an external consultant hired to work with hospital administration and the human resources department. You are required to create a PowerPoint for a presentation to hospital administration. Read the Case Study about Regional Hospital on page 196, then answer the Case Study Questions below.Case Study QuestionsDescribe why a program of HR metrics and workforce analytics might be useful in Regional Hospital. If so, why?Explain opportunities regarding “where” and “how” metrics and analytics might be applied in this organization.Identify three analyses and associated metrics that might be useful for Regional Hospital to consider.Explain how Regional Hospital can utilize benchmarking as a part of its metrics and analytics effort, if at all.Describe advice you would offer to managers at Regional Hospital about developing a program of HR metrics and workforce analytics.Explain potential problems that may occur in the establishment of an HR metrics and workforce analytics program for Regional Hospital managers about which you would want to alert them prior to beginning this project.The PowerPointMust be at least six slides in length (not including title and references pages) and formatted according to APA style
12 pages
Managing Conflicts And Negotiations
• This presentation focuses on people’s perspectives on managing conflicts and negotiations as • . Disputes exist be ...
Managing Conflicts And Negotiations
• This presentation focuses on people’s perspectives on managing conflicts and negotiations as • . Disputes exist because of the diversity of ...
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