#3E-Equity

[testbankprovidersell]

Solution Manuals for Financial & Managerial Accounting for Decision Makers, 3e by Dyckman

contents About the Authors (pg. iii) Preface (pg. v) Brief Contents (pg. xiii) Contents (pg. xiv) Chapter 1: Introducing Financial Accounting (pg. 2)  Chapter 2: Constructing Financial Statements (pg. 42)  Chapter 3: Adjusting Accounts for Financial Statements (pg. 100)  Chapter 4: Reporting and Analyzing Cash Flows (pg. 156)  Chapter 5: Analyzing and Interpreting Financial Statements (pg. 218)  Chapter 6: Reporting and Analyzing Revenues, Receivables, and Operating Income (pg. 270)  Chapter 7: Reporting and Analyzing Inventory (pg. 326)  Chapter 8: Reporting and Analyzing Long-Term Operating Assets (pg. 372)  Chapter 9: Reporting and Analyzing Liabilities (pg. 412)  Chapter 10: Reporting and Analyzing Leases, Pensions, and Income Taxes (pg. 460)  Chapter 11: Reporting and Analyzing Stockholders’ Equity (pg. 516)  Chapter 12: Reporting and Analyzing Financial Investments (pg. 562)  Chapter 13: Managerial Accounting: Tools for Decision Making (pg. 618)  Chapter 14: Cost Behavior, Activity Analysis, and Cost Estimation (pg. 648)  Chapter 15: Cost-Volume-Profit Analysis and Planning (pg. 684)  Chapter 16: Relevant Costsand Benefits for Decision Making (pg. 726)  Chapter 17: Product Costing: Job and Process Operations (pg. 768)  Chapter 18: Activity-Based Costing, Customer Profitability, and Activity-Based Management (pg. 822)  Chapter 19: Additional Topics in Product Costing (pg. 862)  Chapter 20: Pricing and Other Product Management Decisions (pg. 894)  Chapter 21: Operational Budgeting and Profit Planning (pg. 926)  Chapter 22: Standard Costs and Performance Reports (pg. 972)  Chapter 23: Segment Reporting,Transfer Pricing, and Balanced Scorecard (pg. 1014)  Chapter 24: Capital Budgeting Decisions (pg. 1058)  Appendix A: Compound Interest and theTime‑Value of Money (pg. 1108)  Glossary (pg. 1131) Index (pg. 1141) Read the full article

[fulltestbank]

Solution Manuals For Financial Accounting for Decision Makers, 3e by DeFond

Chapter 1: Financial Accounting and Business Decisions Chapter 2: Processing Accounting Information Chapter 3: Accrual Basis of Accounting Chapter 4: Understanding Accounting Information Chapter 5: Internal Control and Cash Chapter 6: Receivables Chapter 7: Inventory Chapter 8: Long-Lived Assets Chapter 9: Liabilities Chapter 10: Stockholders’ Equity Chapter 11: Statement of Cash Flows Chapter 12: Analysis and Interpretation of Financial Statements Read the full article

[hairterminator]

Land for Sale in http://blog.hair-terminator.com/land-for-sale-in/land-for-sale-in/ Land for Sale in Land for Sale in Oakland – $4.5 million In order to get the money out of the hands of the private equity firm that owns Fannie Mae and Freddie Mac – or some form of derivative against the company – it must do everything it can to limit the sale of its shares, and to have https://www.house-ua.com/img/objects/400x300/3e/51/3e512e7407afad08e6d34667f9c5f1f4.jpg Land for Sale in

[testbankprovidersell]

Test Bank for Financial & Managerial Accounting for Decision Makers, 3e by Dyckman

contents About the Authors (pg. iii) Preface (pg. v) Brief Contents (pg. xiii) Contents (pg. xiv) Chapter 1: Introducing Financial Accounting (pg. 2)  Chapter 2: Constructing Financial Statements (pg. 42)  Chapter 3: Adjusting Accounts for Financial Statements (pg. 100)  Chapter 4: Reporting and Analyzing Cash Flows (pg. 156)  Chapter 5: Analyzing and Interpreting Financial Statements (pg. 218)  Chapter 6: Reporting and Analyzing Revenues, Receivables, and Operating Income (pg. 270)  Chapter 7: Reporting and Analyzing Inventory (pg. 326)  Chapter 8: Reporting and Analyzing Long-Term Operating Assets (pg. 372)  Chapter 9: Reporting and Analyzing Liabilities (pg. 412)  Chapter 10: Reporting and Analyzing Leases, Pensions, and Income Taxes (pg. 460)  Chapter 11: Reporting and Analyzing Stockholders’ Equity (pg. 516)  Chapter 12: Reporting and Analyzing Financial Investments (pg. 562)  Chapter 13: Managerial Accounting: Tools for Decision Making (pg. 618)  Chapter 14: Cost Behavior, Activity Analysis, and Cost Estimation (pg. 648)  Chapter 15: Cost-Volume-Profit Analysis and Planning (pg. 684)  Chapter 16: Relevant Costsand Benefits for Decision Making (pg. 726)  Chapter 17: Product Costing: Job and Process Operations (pg. 768)  Chapter 18: Activity-Based Costing, Customer Profitability, and Activity-Based Management (pg. 822)  Chapter 19: Additional Topics in Product Costing (pg. 862)  Chapter 20: Pricing and Other Product Management Decisions (pg. 894)  Chapter 21: Operational Budgeting and Profit Planning (pg. 926)  Chapter 22: Standard Costs and Performance Reports (pg. 972)  Chapter 23: Segment Reporting,Transfer Pricing, and Balanced Scorecard (pg. 1014)  Chapter 24: Capital Budgeting Decisions (pg. 1058)  Appendix A: Compound Interest and theTime‑Value of Money (pg. 1108)  Glossary (pg. 1131) Index (pg. 1141) Read the full article

[elo18ahsgov-blog]

The 3P Assessment: Parties, Political Interest Groups, and PACs

The Green Party focuses more on the environmental impacts of poverty and how they strive for the creation of equal societies where everyone has chances to rise into the safety net. The Libertarian Party sees poverty as government’s wrongdoing, how the government “sucks the oxygen out of families... and the very poor that it purports to help”. There really is not anything directly about poverty from the Libertarian Party that I could see. The Democratic and The Republican Party have similar views when it comes to poverty. Both parties want to help Americans by creating jobs, the first step in helping those in poverty to be lifted out of it. The Peace and Freedom party acknowledge that many minority families are victimized by cutbacks in health care, welfare, and jobs and demand non-discrimination in hiring and promotion. They believe that poverty breeds crime and repression and that the working class has fallen victim to it. 

I agree with all them on most points. The environment has been affected much by poverty, as those in poverty have to choose between living or helping the environment. Poverty has greatly affected many Americans and with the creation of jobs and applying programs to help those in poverty, there would be fewer Americans in poverty

I identify with the Democratic Party as I have similar views on the topic. There were about 15.5 million jobs created under Obama which helped many Americans.

The national interest group I chose was the Sargent Shriver National Center on Poverty Law.

They ensure that people in poverty or of low income are able to access basic needs such as healthcare, housing, and opportunities by helping to pass laws and policies.

This group advocates for racial equality and has a racial justice training institute where  “It is more important than ever for equal justice advocates to understand and address issues of race, implicit bias, and how to affirmatively advance racial equity”. They have been around for 50 years and have listed many of their achievements such as helping households keep food on their tables and ensuring children are obtaining affordable health care. Many of the people on the governing board work for companies like Google and Haynes and Boone, LLP, which means that they have supporters from big companies to help expose the public to this group.

They are in support of the Protect Our Care Bill which would require the Illinois General Assembly to approve any waivers proposed by the Governor’s office that would affect coverage under the ACA or Medicaid, ensuring any attempts to restrict access to healthcare are open to public debate and scrutiny.

Their office is based in Illinois and there is an event that looks to be online. I would probably be able to watch it if it is online.

The volunteer opportunities are broad and there aren’t direct volunteer opportunities that directly benefit the group.

It was interesting how they offer courses such as community lawyering, leadership for justice, and much more. They have been around for 50 years and have done much to help the nation.

The California interest group is the California State Association of Counties (CSAC) Poverty Working Group.

This group aims to explore key strategies and policies to reduce poverty in our communities.

There is not much on the website as it is a sub-page to the CSAC main website. It has information for people to read on like being able to make jobs so that all Americans can live financially stable. They also have their agenda on the website but it’s from late 2016. Most of the information is somewhat outdated so I can’t really pick out 5 things that seem to pop out. I couldn't find anything that the CSAC endorsed.

The group is stated in Sacramento, CA and there aren’t any meetings I could attend. There are not any volunteer opportunities as well.

The Sargent Shriver National Center on Poverty Law is more organized and for sure up to date. It’s easy to find everything and you’re able to easily recognize what they stand for.

I couldn’t find any PACs on poverty and the one I found had $25 and no other information.

[justinstanley]

For Sustainable Business Reflection #4  Sustainability and Economic Growth

What is sustainability? How can we make sustainable development a reality? How sustainability can be measured?

This is a very interesting and important question. Sustainability seems such a  self-understandable word, yet it is usually used only to conceal one's true intentions. For example, sustainable use of paper. Is it better to collect old paper polluting the air with trucks and then use strong chemicals and consume energy to purify and make a new (low quality!) paper and then do all this over again until the whole Earth is polluted, OR to plant trees for paper, burn old paper (and get the energy from it) and let those trees to breathe in the CO2 generated by burning the old paper in exactly the same amount required to replace old paper with new? Even a fool can see that the strategy that is counter to usually promoted "sustainable" one is in fact more sustainable.  But industry has more interest in scenario with more trucks, more gas and chemical consumption and more useless job openings to spend public money and employ politicians' families, godfathers and friends. So I think "sustainability" is a just a buzzword that decision-makers use to excuse just any politics they want to put forward (good or bad). The word itself is often used just  as a decoration, without any true meaning. In this situation it makes little sense to define the word properly....

Sustainability and sustainable development are the catch phrases and center-stage of all discussion in the arena of economic, environmental, social, educational activities and what not! Sustainability is the nature or property of something being sustained or that runs in perpetuity remaining same (may be dynamic stability!). On the other hand sustainable development is the development that meets the needs of the presents without compromising the ability of the future generations to meet their needs. SD satisfies the triple bottom lines (TBL) of environmental protection, economic development and social security. SD is always for people, planet and prosperity (3P), in other words, it's for environment (protection), economy (prosperity) and (social) equity (3E). 

Also I really glad to see you chose UNSDGs as  one of your decision matrixes in your evaluation of ACAs, however,  still it seems that UNSDGs would face some tangible and intangible problem in the implementation phase itself.

There are not any mandatory rules packages to solve the possible illegal policy resistance.

There is governance weakness regarding satisfying miscellaneous stakeholders with conflicts of interests.

They need to be integrated with the Systemic approach, Otherwise, Each goal, proposed sub-optimal solutions would not necessarily lead to an optimal solution for the whole system. Even a useful action for achieving one goal may hurt the other goals. So, A trade-off between all subsystems is needed.

[fulltestbank]

Solution Manuals For Intermediate Accounting, 3e by Hanlon

About Our Team (pg. iii)   Preface (pg. v)   Brief Contents (pg. xviii)   Contents (pg. xix)   Chapter 1: Accounting Environment and the Conceptual Framework (pg. 1-1)   Chapter 2: Accounting Information System (pg. 2-1)   Chapter 3: Income Statement and Comprehensive Income (pg. 3-1)   Chapter 4: Balance Sheet and Financial Reporting (pg. 4-1)   Chapter 5: Statement of Cash Flows and Financial Analysis (pg. 5-1)   Chapter 6: Time Value of Money (pg. 6-1)   Chapter 7: Revenue Recognition (pg. 7-1)   Chapter 8: Cash and Receivables (pg. 8-1)   Chapter 9: Inventory: Measurement (pg. 9-1)   Chapter 10: Inventory: Additional Issues (pg. 10-1)   Chapter 11: Property, Plant, and Equipment: Acquisition and Disposition (pg. 11-1)   Chapter 12: Depreciation, Impairments, and Depletion (pg. 12-1)   Chapter 13: Intangible Assets and Goodwill (pg. 13-1)   Chapter 14: Investments in Debt and Equity Securities (pg. 14-1)   Chapter 15: Current Liabilities and Contingencies (pg. 15-1)   Chapter 16: Long-Term Liabilities (pg. 16-1)   Chapter 17: Accounting for Leases (pg. 17-1)   Chapter 18: Income Taxes (pg. 18-1)   Chapter 19: Pensions and Postretirement Benefits (pg. 19-1)   Chapter 20: Stockholders’ Equity (pg. 20-1)   Chapter 21: Share-Based Compensation and Earnings per Share (pg. 21-1)   Chapter 22: Statement of Cash Flows Revisited (pg. 22-1)   Appendix A: Accounting Changes and Error Analysis Revisited (pg. A-1)   Appendix B: IFRS (pg. B-1)   Appendix C: Data Analytics and Blockchain Technology (pg. C-1)   Index (pg. I-1)       Read the full article

[crimsonpublishers]

Dimensions and Indicators for Sustainable Construction Materials: A Review_Crimson Publishers

Dimensions and Indicators for Sustainable Construction Materials: A Review by Humphrey Danso* in Crimson Publishers: Peer Reviewed Material Science Journals 

Sustainable construction practices are provided to reduce resource depletion and prevent environmental degradation caused by construction activities and products. The purpose of this paper is to review the general and relevant available indicators for measuring sustainable construction materials. The paper outlines the main idea behind sustainability assessment. It also reviews the critical sustainability indicators which are grouped under the 3Es, thus environmental, social equity and economic dimensions. Furthermore, it highlights the analytical hierarchical process in sustainable construction materials assessment. The paper concludes that it is important to identify the relevant sustainable indicators for construction materials and be able to measure the indicators following the analytical hierarchical process. 

For more Open access journals in Crimson Publishers please click on below link https://crimsonpublishersresearch.com/

For more article in Peer Reviewed Material Science Journals please click on below link https://crimsonpublishers.com/rdms/

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[nancydhooper]

Smith College Overhauls Policing Practices After Black Student Racially Profiled

After a Smith College employee called the cops on a Black student as she ate lunch, Smith will take up the ACLU’s recommendations for police reforms.

This past July, Oumou Kanoute was a rising sophomore at Smith College, working on campus over the summer to mentor high school students interested in science, technology, engineering, and math, or STEM, careers. A young Black immigrant and the daughter of a single mother, Oumou is exactly the kind of striver colleges like Smith seek to attract.

But Oumou felt anything but welcome on that late July afternoon. As she ate in a common room, wearing the unofficial Smithie uniform of athleisure clothing topped with a pink-and-white Vineyard Vines cap, a college employee decided she looked “out of place” and called the campus police on her.

The experience made Oumou become one of a troubling number of Black and brown people who have had the cops called on them simply for living their everyday lives. It also profoundly shook Oumou, and she now feels distinctly out of place in this predominantly white institution.

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Today Smith College announced that it’s overhauling two key sets of policies involving calls to campus police. Both changes largely mirror the ACLU’s recommendations, and had they been in place last year, it is likely that Oumou would never have suffered the shame and trauma of an unnecessary police encounter.

The first change is the college’s guidance to employees on when to call the police. Instead of immediately calling the cops when they believe someone is “out of place” or otherwise doing something that isn’t a safety threat, employees are now advised to take the common-sense step of trying to resolve the situation by talking with the person first.

The second change modifies campus police responses to “suspicious person” calls. As Smith’s own statistics indicated, the vast majority of these calls target people who are not doing anything wrong, and a disproportionate number of these calls target Black people.

The new policy instructs dispatchers to collect more information from callers to determine an appropriate response — including whether a response is warranted at all. It requires law enforcement action to be based on articulable facts, circumstances, and conclusions that support the relevant legal standards for police action — not merely the hunches or private biases of whoever chose to call the police. It reminds officers that “the vast majority of our suspicious person calls turn out to be community members or guests of our community engaging in appropriate activity.” And it directs officers not to rush in with an aggressive response, but rather to collect information, exercise judgment, and interact in a respectful, non-accusatory manner with the person identified in the call.

These policy changes are a crucial step forward. But as Smith has acknowledged, even with these new policies in place, the college still has work to do on inclusion and campus climate. We encourage the college to work with student activists of color to make progress in these areas and listen closely  to the demands made by Oumou and other students of color. These include embracing student demands for voluntary affinity housing, institutionalizing campus-wide discussions of race and equity like those now planned for the spring 2019 semester, and reexamining the people — including figures revered in Smith’s history — who enforced 20th-century racial segregation at the college.

In the meantime, however, other colleges and universities should take note. After all, Smith is hardly the only college facing this issue. Many of the recent examples of “Living While Black” police calls involve predominantly white college campuses that have allowed their campus police forces to be weaponized against their own students and employees of color.

To take just the most recent examples: Two Native American teenagers were targeted for being on a campus tour at Colorado State University. A Black grad student was targeted for taking a nap in her dorm’s common room at Yale. A Black college employee was targeted for walking to work at the University of Massachusetts Amherst. A Black library sciences student was targeted for trying to use the library at Catholic University of America. A Black undergraduate at the University of Texas San Antonio was targeted by her own professor for putting her feet up on a chair during class.

When colleges and universities refuse to adopt policies that protect their own Black and brown students from weaponized bias, they are making it crystal clear which students won’t be able to live as full members of the college community and which students will constantly have their place in this community questioned or threatened by campus authorities.

Following Smith’s step forward, we encourage other institutions to proactively change their policies. Promoting diversity isn’t enough. Schools have a responsibility to enact reforms that protect the students they recruit from the trauma of racial profiling, before a crisis unfolds on campus.

from RSSMix.com Mix ID 8247012 https://www.aclu.org/blog/racial-justice/race-and-criminal-justice/smith-college-overhauls-policing-practices-after-black via http://www.rssmix.com/

[jeramymobley]

A Framework For Building Admired Brands

Achieving brand admiration requires keeping the company’s end game— creating brand equity— in mind. Our brand admiration framework offers unique causal insights into how brand managers can strengthen the equity of a brand, regardless of where in the company’s business hierarchy the brand resides (e.g., a branded product variant, a branded product, a branded business unit, or a branded company). Admired brands induce brand loyalty and brand advocacy behaviors, creating opportunities for efficient profit and growth. Brands that commit to the following have the best chance of reaching the status of the most admired brands.

1. Brand managers should focus on building, strengthening, and leveraging brand admiration because it (1) represents the most desired brand-customer relationship state, and (2) it has enormous payoffs for a brand and a company.

2. Building, strengthening, and leveraging brand admiration is relevant to all types of brands— regardless of whether they are in a B2B or a B2C market, or whether they are products or services, celebrity brands, place brands, or entertainment brands. Some markets (such as B2B markets) will have the most to gain by thinking through the 3Es and identifying opportunities to drive brand admiration, since many are blind to the critical role of enticing and enriching benefits in building and sustaining brand admiration over time.

3. Marketers control the extent to which they build, strengthen, and leverage the admiration of their brand by the extent to which their brand offers benefits that are known to underlie human happiness; that is, the extent to which the brand enables, entices, and enriches customers.

4. Building brand admiration is not limited to external customers. It starts with building brand admiration from within. Given companies’ ongoing efforts to attract and retain talent, internal brand admiration building efforts are critical.

5. Brand managers need to think carefully about customers’ need profiles and how to offer enabling, enticing, and enriching benefits in a consistent and complementary way. These activities build the two foundational components of brand admiration: brand-self connections and top-of-mind recall of a brand.

6. Brand admiration ranges on a continuum from high to low, with some brands being more admired than others. But even the most highly admired brands can use a set of value-enhancement strategies to continually enhance admiration for their brand.

7. Once a brand is admired, companies have the opportunity to leverage brand admiration using product and brand extensions for efficient growth. Good extensions reinforce the brand’s core identity, broaden it to include other associations, and facilitate future growth options.

8. Brand managers have a variety of brand-naming choices when extending their brands. Ideally, brand-naming decisions will be made within the context of the company’s entire brand architecture.

9. It is possible to measure brand equity. Our novel brand equity measure has powerful conceptual and measurement advantages over other financial measures of brand equity.

10. Finally, companies can and should construct a brand admiration dashboard to map brand health over time and identify and prioritize areas in which continued efforts at improvement should be made.

Following this framework will help you reach that precious goal of building and strengthening brand admiration, fostering brand advocacy and loyalty behaviors, and enhancing the financial value of the brand to your organization.

Contributed to Branding Strategy Insider by: C. Whan Park, Deborah MacInnis and Andreas Eisingerich, excerpted from their book, Brand Admiration with permission from Wiley Publishing.

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