HSM 210 Complete Class

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Week One: Historical Evolution and Current Services

Discussion Questions

CheckPoint: Deinstitutionalization of the Mentally Ill

Week Two: Role of Human Services in Meeting Needs

CheckPoint: Researching Human Service Agencies

Assignment: Contemporary Problems

Week Three: Theoretical Perspectives and Social Policy

Discussion Questions

Week Four: Social Policy and Government Regulations

CheckPoint: Differentiating Between Public and Private Organizations

Assignment: Examining Government Regulations

Week Five: Community Advocacy

Discussion Questions

Exercise: Critical Thinking

Week Six: Prevention

CheckPoint: Determining Levels of Prevention

Assignment: Prevention

Week Seven: Values and Ethical Issues in the Delivery of Human Services

Discussion Questions

CheckPoint: Comparing Values

Week Eight: Characteristics of the Human Service Worker

CheckPoint: Evaluating Communication Strategies

Assignment: Characteristics and Skills

Week Nine: Careers in Human Services

Capstone Discussion Question

Final Project: Reflection Project

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ACC 560 Week 5 Quiz 6

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TRUE-FALSE STATEMENTS
1.     The CVP income statement classifies costs as variable or fixed and computes a Contribution margin.
2.     In CVP analysis, cost includes manufacturing costs but not selling and administrative expenses.
3.     When a company is in its early stages of operation, its primary goal is to generate a target net income.
4.     The margin of safety tells a company how far sales can drop before it will be operating at a loss.
5.     Sales mix is a measure of the percentage increase in sale from period to period.
6.     Sales mix is not important to managers when different products have substantially different contribution margins.
7.     The weighted-average contribution margin of all the products is computed when determining the break-even sales for a multi-product firm.
8.     If Buttercup, Inc. sells two products with a sales mix of 75% : 25%, and the respective contribution margins are $80 and $240, then weighted-average unit contribution margin is $120.
9.     If fixed costs are $100,000 and weighted-average unit contribution margin is $50, then the break-even point in units is 2,000 units.
10.     Net income can be increased or decreased by changing the sales mix.
11.     The break-even point in dollars is variable costs divided by the weighted-average contribution margin ratio.
12.     When a company has limited resources, management must decide which products to make and sell in order to maximize net income.
13.     When a company has limited resources to manufacture products, it should manufacture those products which have the highest contribution margin per unit.
14.     If a company has limited machine hours available for production, it is generally more profitable to produce and sell the product with the highest contribution margin per machine hour.
15.     According to the theory of constraints, a company must identify its constraints and find ways to reduce or eliminate them.
16.     Cost structure refers to the relative proportion of fixed versus variable costs that a company incurs.
17.     Operatin leverage refers to the extent to which a company’s net income reacts to a given change in fixed costs.
18.     The degree of operating leverage provides a measure of a company’s earnings volatility.
19.     If Sprinkle Industries has a margin of safety ratio of .60, it could sustain a 60 percent decline in sales before it would be operating at a loss.
20.     A company with low operating leverage will experience a sharp increase in net income with a given increase in sales.
a21.    Variable Costing is the approach used for external reporting under generally accepted accounting principles.
a22.     The difference between absorption costing and variable costing is the treatment of fixed manufacturing overhead.
a23.     Selling and administrative costs are period costs under both absorption and variable costing.
a24.     Manufacturing cost per unit will be higher under variable costing than under absorption costing.
a25.     Some fixed manufacturing costs of the current period are deferred to future periods through ending inventory under variable costing.
a26.     When units produced exceed units sold, income under absorption costing is higher than income under variable costing.
a27.     When units sold exceed units produced, income under absorption costing is higher than income under variable costing.
a28.     When absorption costing is used for external reporting, variable costing can still be used for internal reporting purposes.
a29.     When absorption costing is used, management may be tempted to overproduce in a given period in order to increase net income.
a30.     The use of absorption costing facilitates cost-volume-profit analysis.
MULTIPLE CHOICE QUESTIONS
  31.     Cost-volume-profit analysis is the study of the effects of
a.   changes in costs and volume on a company’s profit.
b.   cost, volume, and profit on the cash budget.
c.   cost, volume, and profit on various ratios.
d.   changes in costs and volume on a company’s profitability ratios.
32.     The CVP income statement classifies costs
a.   as variable or fixed and computes contribution margin.
b.   by function and computes a contribution margin.
c.   as variable or fixed and computes gross margin.
d.   by function and computes a gross margin.
  33.     Contribution margin is the amount of revenue remaining after deducting
a.   cost of goods sold.
b.   fixed costs.
c.   variable costs.
d.   contra-revenue.
34. Moonwalker’s CVP income statement included sales of 4,000 units, a selling price of $100, variable expenses of $60 per unit, and fixed expenses of $88,000. Contribution margin is
a.   $400,000.
b.   $240,000.
c.   $160,000.
d.   $72,000.
  35.     Moonwalker’s CVP income statement included sales of 4,000 units, a selling price of $100, variable expenses of $60 per unit, and fixed expenses of $88,000. Net income is
a.   $400,000.
b.   $160,000.
c.   $152,000.
d.   $72,000.
  36.     For Buffalo Co., at a sales level of 5,000 units, sales is $75,000, variable expenses total $50,000, and fixed expenses are $21,000. What is the contribution margin per unit?
a.   $4.20
b.   $5.00
c.   $10.00
d.   $15.00
  37.     If contribution margin is $120,000, sales is $300,000, and net income is $40,000, then variable and fixed expenses are
Variable             Fixed
a.         $180,000         $260,000
b.         $180,000         $80,000
c.         $80,000           $180,000
d.         $420,000         $260,000
38.     In a CVP income statement, cost of goods sold is generally
a.   completely a variable cost.
b.   completely a fixed cost.
c.   neither a variable cost nor a fixed cost.
d.   partly a variable cost and partly a fixed cost.
  39.    In a CVP income statement, a selling expense is generally
a.   completely a variable cost.
b.   completely a fixed cost.
c.   neither a variable cost nor a fixed cost.
d.   partly a variable cost and partly a fixed cost.
  40.     Hinge Manufacturing’s cost of goods sold is $420,000 variable and $240,000 fixed. The company’s selling and administrative expenses are $300,000 variable and $360,000 fixed. If the company’s sales is $1,480,000, what is its contribution margin?
a.   $160,000
b.   $760,000
c.   $820,000
d.   $880,000
    41.    Hinge Manufacturing’s cost of goods sold is $420,000 variable and $240,000 fixed. The company’s selling and administrative expenses are $300,000 variable and $360,000 fixed. If the company’s sales is $1,480,000, what is its net income?
a.   $160,000
b.   $760,000
c.   $820,000
d.   $880,000
  42.     Woolford’s CVP income statement included sales of 4,000 units, a selling price of $50, variable expenses of $30 per unit, and net income of $25,000. Fixed expenses are
a.   $55,000.
b.   $80,000.
c.   $120,000.
d.   $200,000.
  43.     The contribution margin ratio is
a.   sales divided by contribution margin.
b.   sales divided by fixed expenses.
c.   sales divided by variable expenses.
d.   contribution margin divided by sales.
  44.     For Pierce Company, sales is $500,000, variable expenses are $330,000, and fixed expenses are $140,000. Pierce’s contribution margin ratio is
a.   10%.
b.   28%.
c.   34%.
d.   66%.
  45.     For Sanborn Co., sales is $1,000,000, fixed expenses are $300,000, and the contribution margin per unit is $48. What is the break-even point?
a.   $2,083,334 sales dollars
b.   $625,000 sales dollars
c.   20,834 units
d.   6,250 units
46.     For Franklin, Inc., sales is $1,500,000, fixed expenses are $450,000, and the contribution margin ratio is 36%. What is net income?
a.   $90,000
b.   $162,000
c.   $378,000
d.   $540,000
  47.     For Franklin, Inc., sales is $1,500,000, fixed expenses are $450,000, and the contribution margin ratio is 36%. What are the total variable expenses?
a.   $288,000
b.   $540,000
c.   $960,000
d.   $1,500,000
  48.     In 2013, Teller Company sold 3,000 units at $400 each. Variable expenses were $280 per unit, and fixed expenses were $160,000. What was Teller’s 2013 net income?
a.   $200,000
b.   $360,000
c.   $840,000
d.   $1,200,000
  49.     In 2012, Teller Company sold 3,000 units at $400 each. Variable expenses were $280 per unit, and fixed expenses were $180,000. The same selling price, variable expenses, and fixed expenses are expected for 2013. What is Teller’s break-even point in sales dollars for 2013?
a.   $600,000
b.   $1,800,000
c.   $1,200,000
d.   $1,714,286
  50.     In 2012, Teller Company sold 3,000 units at $400 each. Variable expenses were $280 per unit, and fixed expenses were $180,000. The same selling price, variable expenses, and fixed expenses are expected for 2013. What is Teller’s break-even point in units for 2013?
a.   1,500
b.   3,375
c.   4,500
d.   7,500
  51.     The required sales in units to achieve a target net income is
a.   (sales + target net income) divided by contribution margin per unit.
b.   (sales + target net income) divided by contribution margin ratio.
c.   (fixed cost + target net income) divided by contribution margin per unit.
d.   (fixed cost + target net income) divided by contribution margin ratio.
  52.     For Wickham Co., sales is $2,000,000, fixed expenses are $600,000, and the contribution margin ratio is 36%. What is required sales in dollars to earn a target net income of $400,000?
a.   $1,111,111
b.   $1,666,666
c.   $2,777,778
d.   $5,555,556
  53.     Warner Manufacturing reported sales of $2,000,000 last year (100,000 units at $20 each), when the break-even point was 75,000 units. Warner’s margin of safety ratio is
a.   25%.
b.   33%.
c.   75%.
d.   125%.
  54.     For Wilder Corporation, sales is $1,200,000 (6,000 units), fixed expenses are $360,000, and the contribution margin per unit is $80. What is the margin of safety in dollars?
a.   $60,000
b.   $300,000
c.   $540,000
d.   $840,000
  55.     Margin of safety in dollars is
a.   expected sales divided by break-even sales.
b.   expected sales less break-even sales.
c.   actual sales less expected sales.
d.   expected sales less actual sales.
  56.     The margin of safety ratio is
a.   expected sales divided by break-even sales.
b.   expected sales less break-even sales.
c.   margin of safety in dollars divided by expected sales.
d.   margin of safety in dollars divided by break-even sales.
  57.     In 2012, Hagar Corp. sold 3,000 units at $500 each. Variable expenses were $350 per unit, and fixed expenses were $455,000. The same variable expenses per unit and fixed expenses are expected for 2013. If Hagar cuts selling price by 4%, what is Hagar’s break-even point in units for 2013?
a.   3,033
b.   3,159
c.   3,360
d.   3,500
  58.     In 2012, Carow sold 3,000 units at $500 each. Variable expenses were $250 per unit, and fixed expenses were $250,000. The same selling price is expected for 2013. Carow is tentatively planning to invest in equipment that would increase fixed costs by 20%, while decreasing variable costs per unit by 20%. What is Carow’s break-even point in units for 2013?
a.   1,000
b.   1,200
c.   1,250
d.   1,500
59.     In 2012, Raleigh sold 1,000 units at $500 each, and earned net income of $50,000. Variable expenses were $300 per unit, and fixed expenses were $150,000. The same selling price is expected for 2013. Raleigh’s variable cost per unit will rise by 10% in 2013 due to increasing material costs, so they are tentatively planning to cut fixed costs by $15,000. How many units must Raleigh sell in 2013 to maintain the same income level as 2012?
a.   794
b.   971
c.   1,176
d.   1,088
  60.     Sales mix is
a.   the relative percentage in which a company sells its multiple products.
b.   the trend of sales over recent periods.
c.   the mix of variable and fixed expenses in relation to sales.
d.   a measure of leverage used by the company.
More Questions are Included
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HSM 220 Human Services Administration | Complete Class

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Week One: Excellence in Management
Discussion Questions
CheckPoint: Characteristics of a Knowledge- and Value- Centered Manager
Week Two: Understanding the Organization from a Systems Perspective
CheckPoint: Environmental Factors
Assignment: Mission Statement Internet Search
Week Three: Using Structure to Support the Mission
Discussion Questions
CheckPoint: Management Structures
Week Four: Motivation and Reward Systems
CheckPoint: Intrinsic and Extrinsic Motivation
Assignment: Designing a Reward System
Week Five: Managing Data and Information
Discussion Questions
CheckPoint: Integrated Information Management
Week Six: Managing Financial Resources
CheckPoint: Budget Matrix
Assignment: Creating a Budget
Week Seven: Human Resources Planning
Discussion Questions
CheckPoint: Personnel Profile Plan
Week Eight: Staff Management
CheckPoint: Manager and Subordinate Consultations
Assignment: Developing a Performance Appraisal System
Week Nine: Professional Organizations
Capstone Discussion Question
Final Project: Scenario Solution
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LDR 301 Entire Course (All DQs, Individual and Team Assignments)

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LDR 301 Small Business Leadership
LDR 301 Entire Course (All DQs, Individual and Team Assignments)
Week 1:
LDR 301 Week 1 – Individual Assignment Personality Assessment
Complete the Personality Assessment. The link for this assessment is located on your student website.
Describe the outcomes of the assessment and answer the following questions in a paper no longer than 1,050 words:
•  What insight did you gain about your personality? Be specific.
•  How do you work with others?
•  How do you work within organizations?
Explain the common leadership characteristics of entrepreneurs. Would you make a good entrepreneur based on your assessment? Include which leadership characteristics you possess. Support your answer.
DQ 1: How would you define good business ethics? How would you define poor business ethics? What effect does small business ethics have on the role of an entrepreneur? Provide an example of an everyday small business ethical dilemma. Howmightyouaddressthisdilemma?
DQ 2: Use your Lead Like an Entrepreneur text to review the common leadership characteristics of an entrepreneur. Which characteristic do you think is the most important for an entrepreneur to possess? Why? Defendyourpositiononthisquestion.
DQ 3: What is the difference between an idea-focused entrepreneur and an opportunity-focused entrepreneur? Is one type of entrepreneur better than the other? Defend your response. Name a business person or a public figure that is an example of an idea-focused entrepreneur. Explain why.
DQ 4: What is the role of an integrator type of entrepreneur in the free enterprise system? Explain your answer with an example.
Week 2:
Learning Team Assignment Weekly Reflection
LDR 301 Week 2 – Individual Assignment Ethical Dilemma Case
Review Video Case 2-2 Small Business Ethics: (1) Dry Cleaning, (2) Construction in theEntrepreneurial Small Business, and the ethics video clips on your student website. Based on the video case, and with the help of your readings and video clips, answer the
Discussion Questions at the end of Video Case 2-2 in a paper not to exceed 1,050 words.
DQ 1: How do you handle stress? What are some effective strategies for stress management? Which strategies do you feel would be most effective for small business entrepreneurs? Why?
DQ 2: What are the small business entrepreneur competency areas? Which competency areas do you feel are most important?  Defend your response with an example.
DQ 3: What is the influence of time management on entrepreneurs? Which time management tactics do you think you might use the most while in school? How does this compare to a small business entrepreneur?
Week 3:
LDR 301 Week 3 – Learning Team Assignment Entrepreneurial Small Business Project Phase I
You are an entrepreneur. You have just purchased the Salon D’ Luce business. This includes all of the existing staff, business, and leftover issues.
Resources: Salon D’ Luce Scenario and assigned weekly readings Read the Learning Team Scenario for details about this business. Complete Phase I of the Entrepreneurial Small Business Project. Phase II is due in Week Five.
Write a 1,400- to 1,750-word paper that completes the following:
•  Provide an overview of the key issues for Salon D’ Luce.
•  Discuss the communication, time management, and stress management skills you might use as you take over this business and staff. Explain how the previous owner communicated with  the staff and public. Identify how you might do things differently, including the following:
o  Communication skills and strategies specific to working with the staff
o  Communication skills and strategies specific to working with the public
•  Which communication skills are most important and how might they be effective? Consider nonverbal and active listening, for example.
•  Because you have taken on such a big venture, what skills might you use to manage and organize your time? Provide specific details about which tasks might take the most time, strategies, and so forth.
•  How might you manage your stress? What specific strategies might you use? Why might you use these strategies?
•  Identify and explain what other skills you might employ to be an effective and efficient entrepreneur and leader for this business. Keep your personality assessment and entrepreneurial leadership characteristics in mind as you answer these questions.
•  Identify a vision for your business. Create a vision statement and two or three goal statements. Remember to address weaknesses to set short term goals, and address the opportunities to set long term goals.
•  Identify two or three strategies you might use to communicate your vision for Salon D’ Luce with both stakeholders and employees.
DQ 1: How do you know if your goal statement is measurable? Provide an example. Why is this important to an entrepreneur?
DQ 2: Why are goal statements created? Provide an example. Are goal statements different from mission statements? How are the statements different?
DQ 3: Why is it important to create an entrepreneurial vision? What effect does a vision statement have on a business and on the staff? Provide real life examples.
DQ 4: Choseone of the following mission statements and create two goal statements that might help the business become more successful.
Week 4:
LDR 301 Week 4 – Learning Team Assignment Weekly Reflection
LDR 301 Week 4 – Individual Assignment Entrepreneurial Leader Paper
Write a paper that does not exceed 1,050 words. Include the following information in your paper:
•  Identify a famous person, politician, or businessperson.
Referencing your Week One readings about the different types of entrepreneurial leaders, identify the type of leader that seems to fit with your identified person.
•  Support your opinion with a comparison of the different types of leaders and the characteristics of your person of choice.
DQ 1: What are some tools that may be used to evaluate employee performance? How is employee performance evaluated at your job? If you don’t work, how would you evaluate your employee’s performance?
DQ 2: What are some different options for compensating employees? What are some ideas for rewarding employees? Which of these compensations and rewards are most motivating for you? Why?
DQ 3: What or who makes up a small business entrepreneurial team? What issues might arise within entrepreneurial teams? How do you think this team is different from other types of leadership teams?
DQ 4: If you were an entrepreneur, do you think you might take control of the performance, recognition, and compensation piece, or would you have a manager or human resources representative take control? Why or why not? Explain your answer. What role might you take as the entrepreneur?
Week 5:
LDR 301 Week 5 -Learning Team Assignment Entrepreneurial Small Business Project Phase II
Write a paper that does not exceed 1,050 words. Include the following information in your paper:
•  Identify a famous person, politician, or businessperson.
Referencing your Week One readings about the different types of entrepreneurial leaders, identify the type of leader that seems to fit with your identified person.
•  Support your opinion with a comparison of the different types of leaders and the characteristics of your person of choice.
DQ 1: Chose the leadership style that best describes you as an entrepreneur, such as explorer, miner, accelerator, or integrator. Based on that leadership style, how might you be able improve customer service in a small business?
DQ 2: How do the different types of entrepreneur leaders, such as explorer, miner, accelerator, and integrator, approach customer service differently? Explain your answer, and provide specific examples to support your response.
DQ 3: What is the role of customer service in a small business? Why is it important? Explain your answer, and provide an example.
DQ 4: Customer resource management (CRM) is becoming a huge part of many businesses. What value does CRM add? What are the future technology trends in CRM?
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HSM 230 Complete Class Includes all DQs, Individual & Team Assignments

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Week 1 – Assignment: Ethics and Law Presentation
Resources: http://highered.mcgrawhill.
com/sites/0072964464/student_view0/creating_powerpoints.html
Create a 10- to 15-slide Microsoft® PowerPoint® presentation comparing and contrasting the roles that ethics and laws play within organizations. Include speaker notes that you would use when presenting the slide show in person. Your presentation must include an introduction and a conclusion. You must use at least two outside sources and use APA format to cite and reference your sources. Post as an attachment.
Week 1 – Checkpoint 1: Ethical Decision Making
Compose a 200- to 300-word response to the following: Describe an ethical decision that you had to make in your personal or professional life. Include answers to the following questions in your response:
o What factors did you have to consider?
o What values led you to make your decision?
o Who was impacted by your decision?
o What was the outcome?
Week 1 – CheckPoint 2: Legal Considerations
Post your response in 200-300 words to the following questions: The Community Services Code of Ethics states, “Whatever your personal feelings about the justice and appropriateness of particular laws, all board members, staff, and volunteers are to obey all laws in the performance of their work on behalf of Community Services.” Why do you think this item is necessary? What does it tell you about the relationship between law and ethics?
Week 2 – Checkpoint: Code of Ethics Analysis
Appendix C: NASW Code of Ethics Analysis
Analysis of whetehr or not the NASW Code of Ethics in Appendix C is adequate in guiding a social worker through chosen dilemma.
  • Resources you would exploer to get bette uderstanding of issues
  • Specific principles or standards from the code, using correct APA ciatations
  • Examples of how code guides or fails to guide conduct in this particular issue
  • Explain wheter or not the code adequatley guides the service provider
  • Evaluate if code is adequste for intended use
  • Make recommendations to amend the NASW Code of Ethics to provide more giudance for this issue
Week 3 – Assignment: HSM Personal Leadership Plan
· Due Date: Day 7 [Individual] forum
· Select an area of human services in which you currently work, or would like to work.
· Write a 700- to 1,050-word paper addressing why ethics and ethical leadership is important in that field.
o Discuss the moral responsibilities you would have as a leader in your field of focus.
o Develop a moral vision or road map that would guide you as a human service leader.
o Incorporate your personal values and the particular ethics of your chosen field into that moral vision.
o Think about your guiding principles, plans for the future, and what you hope to achieve as a leader when creating your moral vision.
· Format your paper according to APA guidelines.
· Post your completed paper as an attachment.
Week 3 – CheckPoint: Leadership Styles Case Study
Resource: Appendix B
Due Date: Day 4 [Individual] forum
Read the Leadership Styles Case Study in Appendix B.
Post a 200- to 300-word response to the questions found at the end of the case study.
Week 4 – CheckPoint: Wisdom and Action Scenario
  •  Resources: Questions and Applications on pp. 172-173 (Ch. 7) of Ethical Leadership in Human Services.
• Due Date: Day 5 [Individual] forum
• Post your response in 200-300 words to questions 1-3 in Questions and Applications on pp. 172-173 of Ethical Leadership in Human Services. For Question 1, make sure you provide short answers for all the listed bullet points.
Week 5 – Assignment: Law Profile Paper
· Due Date: Day 7 [Individual] forum
· Select a current or proposed law that impacts the delivery of human services.
Write a 1,050- to 1,400-word paper in APA format that answers the following questions:
o What reliable resources are available to learn about the implications of this law?
o What is the purpose or rationale of the law?
o How will the law affect day-to-day operations within human service organizations?
o What are the arguments for or against the law?
o What are the potential ramifications to clients and the organization if the law is not followed?
· Use logical inquiry and problem solving to arrive at a recommendation or an evaluative decision.
· Include at least two outside sources to support your recommendation.
· Post your completed paper as an attachment.
Week 5 – CheckPoint: Mercy Hospital and HIPAA Case Study
• Resources: Appendix C
• Due Date: Day 4 [Individual] forum
• Read the Mercy Hospital and HIPAA Case Study in Appendix C.
• Post your response in 200-300 words to the questions found at the end of the case study.
Week 6 – CheckPoint: Freedom to Comment Reflection
· Due Date: Day 5 [Individual] forum
  • Post a 200- to 300-word response describing a situation in which you, as a member of a group, strongly disagreed with the actions of the group based on ethical grounds. Did you feel free to voice your opinion, or did you feel pressure to conform to the group
  • Explain whether or not you expressed your thoughts to the group, and what happened afterwards. How did the group’s culture impact your decision whether or not to speak out? How did the group’s culture impact the group’s response? If you do not have a personal example, you may describe the experience of someone you know, or a situation you witnessed.
Week 7 – Assignment: Building an Ethical Organization Part 1
You have just been appointed the director of a new human service organization (a behavioral health clinic, for example). As the director, one of your first tasks is to draft a mission statement and a values statement for your organization. As your organization grows, your stakeholders will provide their input and help shape these statements.
· Due Date: Day 7 [Individual] forum
· Write a 1,050- to 1,400-word paper in APA format containing the following elements:
o Description of organization: What services does the organization provide? Who is the clientele? Is it a for-profit or non-profit organization?
o Mission statement: What is organization’s mission statement? How will the mission statement support the ethical system? What message does the mission statement
send to the community?
o Values statement: What is the organization’s values statement? How will these values inspire action and influence behavior? How do these values relate to the organization’s mission?
· Post your completed paper as an attachment.
Week 7 – CheckPoint: Acre Woods Retirement Community Case Study
· Resource: Appendix D
· Due Date: Day 4 [Individual] forum
· Read the Acre Woods Retirement Community Case Study in Appendix D.
· Post your answers to the questions found at the end of the case study.
Week 8 – Lobbying Congress Exercise
For this exercise, the instructor will divide the class into two clusters for a debate about regulatory issues in human services. The Pro Lobbyists will argue that, through standards and accountability, a highly regulated environment benefits the delivery of human service to clients. The Con-Lobbyists will argue that a highly regulated environment makes human service delivery too complex and bureaucratic, reducing the quality of care to clients.
· Due Date: Day 4 [Chat] and [Main] forums
· Discuss your assigned side of the debate with your section in the Chat forum.
· Construct a 350-word statement that presents your group’s argument, as assigned by the instructor.
· Write the statement as if you were presenting your argument to your state’s representative to the U.S. Congress.
· Select a chief advocate to post your section’s statement.
Week 8 – CheckPoint: Ethics Audit Questions
Write one additional audit question for each of the categories (board, staff, donors and fund raisers, clients/customers, volunteers, society) listed in the sample audit in Appendix B of your text.
Explain why each question you wrote is important to assessing an organization’s ethical performance.
Week 9 – Assignment: Building an Ethical Organization Part 2
The board of directors has accepted the draft mission and values statements of the human service organization you helped design. It is time to put your plan in action and complete the ethical framework for the organization.
· Resource: Appendix A
· Due Date: Day 7 [Individual] forum
· Write a 2,100- to 2,800-word paper in APA format containing the following:
o Introduction
o Description of the organization: Expand and incorporate feedback from Building an Ethical Organization Part 1.
o Mission statement: Expand and incorporate feedback from Building an Ethical Organization Part 1.
o Values statement: Expand and incorporate feedback from Building an Ethical Organization Part 1.
o Code of ethics: List your organization’s code of ethics, with a minimum of 10 items.
How does the code inspire a tangible outcome from employees? How is it related to the mission and values of the organization?
o Organizational culture: What type of culture do you plan to foster and how? How will the culture institutionalize the organization’s values?
o Leadership: What approach to leadership will you take? How will you develop and maintain organizational culture as a leader? What is your moral responsibility as a leader?
o Oversight: How will you measure your organization’s performance in maintaining an ethical standard? What structures or systems will you put in place for oversight?
o Conclusion
· Use a minimum of three peer-reviewed sources.
· Post your completed project an attachment.
All Discussion Questions
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HSM 240 Complete Class

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Week One
CheckPoint: Social Problems
Discussion Questions
Week Two
CheckPoint: Court Decisions
Assignment: The Role of Government in Policy-Making
Week Three
CheckPoint: Policy Elements
Discussion Questions
Week Four
CheckPoint: Sentence Outline
Assignment: Goals and Objectives
Week Five
CheckPoint: Benefit Types
Discussion Questions
Week Six
CheckPoint: Eligibility Rules
Assignment: Evaluating Eligibility Rules
Week Seven
CheckPoint: Theory, Design, and Specification
Discussion Questions
Week Eight
CheckPoint: Private Funds
CheckPoint: Social Insurance
Assignment: Finances
Week Nine
Capstone Discussion Question
Final Project: Creating a Social Program
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ACC 560 Week 2 Quiz 1

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TRUE-FALSE STATEMENTS
  1. Reports prepared in financial accounting are general-purpose reports, whereas reports prepared in managerial accounting are usually special-purpose reports.
2.     Managerial accounting information generally pertains to an entity as a whole and is highly aggregated.
3.     Managerial accounting applies to all forms of business organizations.
4.     Determining the unit cost of manufacturing a product is an output of financial accounting.
5.     Managerial accounting internal reports are prepared more frequently than are classified financial statements.
6.     The management function of organizing and directing is mainly concerned with setting goals and objectives for the entity.
7.     The Sarbanes-Oxley Act replaces generally accepted accounting principles in a manufacturing company.
8.     Controlling is the process of determining whether planned goals are being met.
9.     Decision-making is an integral part of the planning, directing, and controlling functions.
10.     Direct materials costs and indirect materials costs are manufacturing overhead.
11.     Manufacturing costs that cannot be classified as direct materials or direct labor are classified as manufacturing overhead.
12.     Raw materials are equal to direct materials minus indirect materials.
13.     Raw materials that can be conveniently and directly associated with a finished product are called materials overhead.
14.     The total cost of a finished product does not generally contain equal amounts of materials, labor, and overhead costs.
15.     Both direct labor cost and indirect labor cost are product costs.
16.     Period costs include selling and administrative expenses.
17.     Indirect materials and indirect labor are both inventoriable costs.
18.     Direct materials and direct labour are the only product costs.
19.     Total period costs are deducted from total cost of work in process to calculate cost of goods manufactured.
20.     Period costs are not inventoriable costs.
21.     Ending finished goods inventory appears on both the balance sheet and the income statement of a manufacturing company.
22.     The beginning work in process inventory appears on both the balance sheet and the cost of goods manufactured schedule of a manufacturing company.
23.     In calculating gross profit for a manufacturing company, the cost of goods manufactured is deducted from net sales.
24.     Finished goods inventory does not appear on a cost of goods manufactured schedule.
25.     If the ending work in process inventory is greater than the beginning work in process inventory, then the cost of goods manufactured will be less than total manufacturing costs for the period.
26.     Finished goods inventory for a manufacturing company is equivalent to merchandise inventory for a merchandising company.
27.     Raw materials inventory shows the cost of completed goods available for sale to customers.
28.     The balanced scorecard approach attempts to maintain as little inventory on hand as possible.
29.     The supply chain is all the activities associated with providing a product or service.
30.     Many companies have significantly lowered inventory levels and costs using just-in-time inventory methods.
31.     Managerial accounting is primarily concerned with managers and external users.
32.     Planning involves coordinating the diverse activities and human resources  of a company to produce a smooth running operation.
33.     When the physical association of raw materials with the finished product is too small to trace in terms of cost, they are usually classified as indirect materials.
34.     Product costs are also called inventoriable costs.
35.     Direct materials become a cost of the finished goods manufactured when they are acquired, not when they are used.
36.     The sum of the direct materials costs, direct labor costs, and beginning work in process is the total manufacturing costs for the year.
37.     In a manufacturing company balance sheet, manufacturing inventories are reported in the current assets section in the order of their expected use in production.

MULTIPLE CHOICE QUESTIONS

  38.     Managerial accounting applies to each of the following types of businesses except
  1.    service firms.
b.   merchandising firms.
c.   manufacturing firms.
d.   Managerial accounting applies to all types of firms.
  39.     Managerial accounting information is generally prepared for
a.   stockholders.
b.   creditors.
c.   managers.
d.   regulatory agencies.
40.     Managerial accounting information
a.   pertains to the entity as a whole and is highly aggregated.
b.   pertains to subunits of the entity and may be very detailed.
c.   is prepared only once a year.
d.   is constrained by the requirements of generally accepted accounting principles.
  41.     The major reporting standard for presenting managerial accounting information is
a.   relevance.
b.   generally accepted accounting principles.
c.   the cost principle.
d.   the current tax law.
  42.     Managerial accounting is also called
a.   management accounting.
b.   controlling.
c.   analytical accounting.
d.   inside reporting.
  43.     Which of the following is not an internal user?
a.   Creditor
b.   Department manager
c.   Controller
d.   Treasurer
  44.     Managerial accounting does not encompass
a.   calculating product cost.
b.   calculating earnings per share.
c.   determining cost behavior.
d.   profit planning.
  45.     Managerial accounting is applicable to
a.   service entities.
b.   manufacturing entities.
c.   not-for-profit entities.
d.   all of these.
  46.     Management accountants would not
a.   assist in budget planning.
b.   prepare reports primarily for external users.
c.   determine cost behavior.
d.   be concerned with the impact of cost and volume on profits.
  47.     Internal reports must be communicated
a.   daily.
b.   monthly.
c.   annually.
d.   as needed.
48.     Financial statements for external users can be described as
a.   user-specific.
b.   general-purpose.
c.   special-purpose.
d.   managerial reports.
  49.     Managerial accounting reports can be described as
a.   general-purpose.
b.   macro-reports.
c.   special-purpose.
d.   classified financial statements.
  50.     The reporting standard for external financial reports is
a.   industry-specific.
b.   company-specific.
c.   generally accepted accounting principles.
d.   department-specific.
  51.     Which of the following statements about internal reports is not true?
a.   The content of internal reports may extend beyond the double-entry accounting system.
b.   Internal reports may show all amounts at market values.
c.   Internal reports may discuss prospective events.
d.   Most internal reports are summarized rather than detailed.
  52.     In an analogous sense, external user is to internal user as generally accepted accounting principles are to
a.   timely.
b.   special-purpose.
c.   relevance to decision.
d.   SEC.
  53.     Internal reports are generally
a.   aggregated.
b.   detailed.
c.   regulated.
d.   unreliable.
54.     A distinguishing feature of managerial accounting is
a.   external users.
b.   general-purpose reports.
c.   very detailed reports.
d.   quarterly and annual reports.
  55.     What activities and responsibilities are not associated with management’s functions?
a.   Planning
b.   Accountability
c.   Controlling
d.   Directing
  56.     Planning is a function that involves
a.   hiring the right people for a particular job.
b.   coordinating the accounting information system.
c.   setting goals and objectives for an entity.
d.   analyzing financial statements.
  57.     The managerial function of controlling
a.   is performed only by the controller of a company.
b.   is only applicable when the company sustains a loss.
c.   is concerned mainly with operating a manufacturing segment.
d.   includes performance evaluation by management.
  58.     Which of the following is not a management function?
a.   Constraining
b.   Planning
c.   Controlling
d.   Directing
  59.     A manager that is establishing objectives is performing which management function?
a.   Controlling
b.   Directing
c.   Planning
d.   Constraining
  60.     The management function that requires managers to look ahead and establish objectives is
a.   controlling.
b.   directing.
c.   planning.
d.   constraining.
  61.     In determining whether planned goals are being met, a manager is performing the function of
a.   planning.
b.   follow-up.
c.   directing.
d.   controlling.
  62.     Which of the following is not a separate management function?
a.   Planning
b.   Directing
c.   Decision-making
d.   Controlling
More Questions are included
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