Description
- What are subsequent events? Give 4 examples. What work is required to be performed by the auditor on these events? Differentiate between Type 1 and Type 2 subsequent events? What work is required for each type?
- What two criteria must be met for the financial statements to be adjusted for a subsequent event?
- List and describe 6 procedures that the auditor can use to search for loss contingencies and unasserted claims?
- What is a representation letter? Who signs it? Why is this report important? What is the date of this letter?
- What are gain contingencies? How can these claims be addressed in the financial statements?
- What is the date for the end of fieldwork?
- What is the auditor’s responsibility after the end of field work but before the financial statements have been issued?
- What are the components
contained in the new standard unqualified audit report of a public company?
- What are CAMs? Why are
they important? When will CAMs required to be shown in the Auditor’s
report?
- What reports are filed
with the SEC by public companies? Under what circumstances are they filed?
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Each Disscussion Post has the attatched PDF or Linked address reading on the number:DON'T be Alarmed from length. Just need a well written response(not too long). Number 4 is a short metephor creation 1.)PDF (WEEK 1RD)For the organization I currently work for, one artifact that come to mind are presentation templates. The organization has specific branded templates staff are expected to use for presentations. Another artifact is the way we refer to employees as staff members.I'm not sure if this is an example of espoused beliefs ad values but I'll describe it and look for feedback from the group as to whether it fits the definition. We had a formal 2-year staff development program for our research staff. The program was designed to be in-person learning in a cohort. We have research staff at other locations who are not able to participate in this program due to the travel involved. 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PDF (WEEK 1RD)I'm in the process of departing my current company, and have been reflecting a lot of my experience working there for the past three years.I spent over a year working in the office before the pandemic hit, and my observations of the company culture were primarily shaped from my time in the physical space. Since we've gone remote I've struggled to experience that culture or observe a new one forming.In the office, artifacts were everywhere. Each meeting room had posters of infamous ad campaigns and company values on the walls. We held All Hands meetings (dubbed "FortNight" given they were every 2 weeks) in a special room with a stage and neon lights. We ate lunch in the space nearest our desks, resulting in "lunch crews" forming due to spatial proximity.I joined the company because of the espoused belief that we unlocking economic equity for groups previously disadvantaged, and we were committed to leveraging training to give them a chance at success. 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MGT 324 Alaska Airlines video discusison
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Using the case study titled “The New Toy at City Medical Center”
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How should the usage of the capsule endoscopy equipment be handled?
Respond to at least one of your classmates. Do you agree with your classmate’s solution? What specific steps should be taken to avoid this situation in the future?
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MA versus LPN: https://www.rasmussen.edu/degrees/health-sciences/blog/medical-assistant-vs-licensed-practical-nurses-telling-the-two-ap/
LPN versus RN: https://www.nursinglicensure.org/articles/lpn-versus-rn.html
MA versus CNA: https://www.rasmussen.edu/degrees/health-sciences/blog/medical-assistant-vs-cna/
NP and PA: https://ent.ufl.edu/faculty-staff/advanced-practice-providers/what-is-a-physician-extender/
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Purdue University Global Earned Value Management Discussion
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Most Popular Content
UI Management Discussion
Each Disscussion Post has the attatched PDF or Linked address reading on the number:DON'T be Alarmed from length. Just nee ...
UI Management Discussion
Each Disscussion Post has the attatched PDF or Linked address reading on the number:DON'T be Alarmed from length. Just need a well written response(not too long). Number 4 is a short metephor creation 1.)PDF (WEEK 1RD)For the organization I currently work for, one artifact that come to mind are presentation templates. The organization has specific branded templates staff are expected to use for presentations. Another artifact is the way we refer to employees as staff members.I'm not sure if this is an example of espoused beliefs ad values but I'll describe it and look for feedback from the group as to whether it fits the definition. We had a formal 2-year staff development program for our research staff. The program was designed to be in-person learning in a cohort. We have research staff at other locations who are not able to participate in this program due to the travel involved. So to address this challenge, we developed a pilot program for the offsite staff and condensed the program to a 1-week "boot camp". Initially, it was believed that it would not provide the value that the 2-year program provided. However, after the first group went through the pilot, they were thrilled with the training and the value it brought to them and requested the pilot be implemented as a regular program for the offsite research staff and offered a couple of times a year if possible.In the previous example a basic underlying assumption was that staff gained greater value of a prolonged 2-year program. What they found in the pilot was the opposite. The pilot group also gained great value of the 1-week program. They were still able to build valuable lasting relationships with the other participants.2.) PDF (WEEK 1RD)I'm in the process of departing my current company, and have been reflecting a lot of my experience working there for the past three years.I spent over a year working in the office before the pandemic hit, and my observations of the company culture were primarily shaped from my time in the physical space. Since we've gone remote I've struggled to experience that culture or observe a new one forming.In the office, artifacts were everywhere. Each meeting room had posters of infamous ad campaigns and company values on the walls. We held All Hands meetings (dubbed "FortNight" given they were every 2 weeks) in a special room with a stage and neon lights. We ate lunch in the space nearest our desks, resulting in "lunch crews" forming due to spatial proximity.I joined the company because of the espoused belief that we unlocking economic equity for groups previously disadvantaged, and we were committed to leveraging training to give them a chance at success. And during my first year, I felt this value infused into our strategy and roadmap.And while the company was founded on the underlying assumption that community made us all stronger, by the time I joined it certainly felt like that assumption shifted to the perspective that money motivatives. The social impact of our work was less of a cultural cornerstone and the focus shifted to the notion that everyone wants to earn more money, and our work is helping folx do so.3.) https://www.buzzfeednews.com/article/carolineodono...From the article, it seems like Uber sat squarely in the southern half of Cameron and Quinn's Competing Values Framework.It seems like their leadership promoted a top-down Hierarchical culture - obsessed with timeliness and control. Whether this was routinely waking engineers up at 3am or punishing employees for taking sick days or caring for families, this push to "redline" seems like it took effectiveness to an extreme.Given the potential financial rewards of being a part of a unicorn, Uber also created a Market culture that obsessed with equity and profitability. It seems like employees routinely dealt with inhumane working conditions so that they could one day cash out on their equity. Individuals were encouraged to compete with each other in a self-described "blood sport" to try and rise to the top, with managers stack ranking them for both reward and punishment.4.) https://www.torbenrick.eu/blog/culture/organizatio...The iceberg metaphor is often used to describe culture. What other metaphors can you think of? 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We've seen a lot of bottoms up efforts to build a culture of equity, but aside from some virtue signaling immediately following George Floyd's murder we haven't seen any action from the executive team. Our People leadership continues to report on pay equity and diverse hiring goals, but if that's the only space where race equity is discussed then we're failing our colleagues of color.While so much of the actions outlined in this paper resonate with me (as well as the fundamental "why" behind this work), I find myself feeling discouraged after reading this. All of these tactics require the buy-in of senior stakeholders, and in my experience the companies I've worked for have not been willing to prioritize this over profitability and quarter-over-quarter growth. Now, it doesn't need to be a trade-off but time and time again I've seen programs supporting race equity defunded to support more "mission critical" projects. So how do we shift the conversation and create a sense of urgency around this work? The authors give us plenty of action steps to take once we have buy-in, but for those of us without formal decision making authority how do we begin to get buy-in that this work matters?6.) Video BelowSocial constructionism can help us avoid taking the social relations we live in for granted. Social relations can be changed and are not set in stone. I read Berger & Luckman's book 22 years ago my senior year in college and I remember just being blown away every sentence. Examining the language being used and strategies unearthing of power embedded in social relations could be used to further shape my work.
MGT 324 Alaska Airlines video discusison
1. From the video, identify at least five (5) lean initiatives that Alaska Airlines incorporated to improve productivity a ...
MGT 324 Alaska Airlines video discusison
1. From the video, identify at least five (5) lean initiatives that Alaska Airlines incorporated to improve productivity and cut down waste in its system. Briefly explain each initiative. Three or four sentences for each initiative is enough. 2. Based on the Lean / JIT / TPS principles discussed in Chapter 16, identify an initiative (not discussed in the video) that Alaska Airlines could possibly implement to further cut down waste in the system. Explain the initiative and discuss which principle/principles it is based on.
Using the case study titled “The New Toy at City Medical Center”
Using the case study titled “The New Toy at City Medical Center” on pages 593–594 of the textbook, discuss the follo ...
Using the case study titled “The New Toy at City Medical Center”
Using the case study titled “The New Toy at City Medical Center” on pages 593–594 of the textbook, discuss the following:
Dr. Jones is the second highest revenue producer from the General Surgery Department.
How should the usage of the capsule endoscopy equipment be handled?
Respond to at least one of your classmates. Do you agree with your classmate’s solution? What specific steps should be taken to avoid this situation in the future?
Address privileging and credentialing and leadership and managements responsibly in both your answer and response to your classmate. (20 points)
MA versus LPN: https://www.rasmussen.edu/degrees/health-sciences/blog/medical-assistant-vs-licensed-practical-nurses-telling-the-two-ap/
LPN versus RN: https://www.nursinglicensure.org/articles/lpn-versus-rn.html
MA versus CNA: https://www.rasmussen.edu/degrees/health-sciences/blog/medical-assistant-vs-cna/
NP and PA: https://ent.ufl.edu/faculty-staff/advanced-practice-providers/what-is-a-physician-extender/
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Ben and Jerry's strategy endeavors to execute the three coordinated missions; building up a top notch product, accomplishi ...
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Ben and Jerry's strategy endeavors to execute the three coordinated missions; building up a top notch product, accomplishing financial development and ...
Purdue University Global Earned Value Management Discussion
Topic 2: Theory/Trends Locate the following article in the Library. Then, answer the Discussion topic. Pratt, M. (2006). E ...
Purdue University Global Earned Value Management Discussion
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