acc 557 week 4 individual assignment ethics of penn square bank and the dow corning bankruptcy
this file comprises acc 557 week 4 individual assignment ethics of penn square bank and the dow corning bankruptcy
*** 557 **** * ********** ********** ****** of penn ****** bank *** *** *** corning **********
There are a number of ways to enforce a judgment. See Title 6 RCW. (https://app.leg.wa.gov/RCW/default.aspx?Cite=6).
  
Probably the easiest way is to garnish the debtor's bank account.
  
See http://www.kcba.org/pbs/pdf/NLClinks/GarnishmentPacket.pdf.
  
There are forms online: http://www.courts.wa.gov/forms/?fa=forms.contribute&formID=20 The answer to the question is available in the PDF file https://www.assignmentexpert.com/homework-answers/management-answer-85715.pdf dennis lloyd from springfield was looking for sample resume clerk bank 
 
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the following are some of the elements of business ethics.
(a) top management commitment
(b) publication of a ‘code’.
(c) establishment of compliance mechanism
(d) involvement of employees at all levels
(e) measurement of results not if he took full responsibility for the debt. go to hr block.com and ask or call your local jackson hewitt and ask for free advice you won't have to tell them any of your information to get an answer. reading assignment for this week you should read all of chapter 2 of the textbook. when you read the test that  involves running r script you are expected to run the code by yourself on your computer, in  parallel to reading it in the textbook, and compare what you get with the output presented in the  textbook. chapter 2: sampling and data structures section 2.1 student learning objectives section 2.2 the sampled data      2.2.1 variation in data      2.2.2 variation in samples      2.2.3 frequency      2.2.4 critical evaluation section 2.3 reading data into r      2.3.1 setting the working directory      2.3.2 reading a csv file into r      2.3.3 data types section 2.4 solved exercises section 2.5 summary assignment having add could disqualify you with some departments, but not all. i think this greatly depends. some would consider it a liability issue. *any examples are for illustrative purposes only.*  
  
the [usp compounding expert committee (cmp ec) has developed operational strategies](https://go.usp.org/l/323321/2020-04-11/345w2b) in anticipation of challenges that may arise during the covid-19 pandemic. organizations may utilize these guidelines and remain in compliance with joint commission standards until the state of emergency has been lifted at the regional, state or national level for the organization.  
  
**beyond-use dates (bud)**  
the buds below may be assigned if compounding does not otherwise deviate from general chapter 797 standards:  
  
for **low** and medium-risk level compounded sterile preparations (csps) prepared in a ***segregated compounding area***, apply buds conservatively, not to exceed *(please note during this time, an allowance has been made to compound medium risk level items in a segregated compounding area):*
* 12 hours at controlled room temperature
* 24 hours in a refrigerator


for **low and medium**-risk level csps ***prepared in a clean-room suite***, apply buds conservatively, not to exceed: 

* 4 days at controlled room temperature
* 10 days in a refrigerator for medium-risk level csps
* 14 days in refrigerator for low-risk level csps
* 45 days in a solid frozen state at −25° to −10° or colder


if a single-dose container is entered or punctured only in iso class 5 or cleaner air, it may be used up to: 

* 12 hours after initial entry or puncture, as long as the storage requirements during that 12-hour period are maintained.
* opened single-dose ampules must not be stored for any time period.


when assigning these buds, considerations should be given to:

* ensuring personnel monitoring (e.g., gloved fingertip and thumb sampling) is successfully completed every 6 months.
* increasing frequency of surface sampling in the primary engineering control to determine effectiveness of cleaning procedures and work practices.


**certification and re-certification**  
usp released guidance which allows for the following extending the testing and certification frequency during the covid-19 pandemic.  organizations may utilize these guidelines and remain in compliance with joint commission standards until the state of emergency has been lifted at the regional, state or national level for the organization.  testing and certification must be completed within 60 days of the end of the declared state of emergency at the regional, state or national level (whichever gives organizations the longest time to complete).  
  
primary and secondary engineering controls should not be used without initial (i.e., startup) certification.    
  
understanding resource constraints during the covid-19 pandemic, facilities may consider delaying recertification of primary and secondary engineering controls if they are served by a continuous monitor. the continuous monitor may help assure that a state of control is established and maintained from the previous certification.   
* the interval between certification should not exceed 12 months.
* consider increased environmental monitoring and applying shorter beyond-use dates (buds) if certification is delayed.


**cleaning and disinfecting**  
in addition to the cleaning and disinfecting standards in 797 to help ensure quality csps, the centers for disease control (cdc) has published considerations for cleaning and disinfecting the facility when someone is sick.
* follow facility policies and procedures for environmental cleaning and disinfection consistently and correctly.
* routinely clean and disinfect frequently touched surfaces and objects.
* use soap and water or detergent prior to applying an environmental protection agency (epa)-registered disinfectant (or equivalent).
* follow manufacturer-recommended contact times.


refer to [list n on the epa website](https://www.epa.gov/pesticide-registration/list-n-disinfectants-use-against-sars-cov-2) for epa-registered disinfectants that have qualified under epa’s emerging viral pathogens program for use against sars-cov-2.3

* consider surface materials when selecting agents.
* dispose of cleaning supplies according to facility procedures.


organizations who choose to adopt these guidelines will not be considered out of compliance with joint commission expectations.  in addition, please continue to monitor the [usp website](https://www.usp.org/compounding/general-chapter-797) for updated information.  
  
**additional resources:**  
[ups compounding resources during covid-19 pandemic](https://www.usp.org/compounding/general-chapter-797)  
[cdc: cleaning and disinfecting your facility](https://www.cdc.gov/coronavirus/2019-ncov/community/disinfecting-building-facility.html)  
[epa: list n: disinfectants for use against sars-cov-2](https://www.epa.gov/pesticide-registration/list-n-disinfectants-use-against-sars-cov-2)  
[coronavirus (covid-19) guidance and resources](https://www.jointcommission.org/covid-19/)  
  
organizations that use joint commission accreditation for deemed status purposes should monitor the cms website as waivers are being approved frequently and may include state-specific waivers. click here to access the [cms website for covid-19 emergency declaration blanket waivers for health care providers.](https://www.cms.gov/files/document/summary-covid-19-emergency-declaration-waivers.pdf) journal entriesin the books of ny ltd. date particulars l.f. debit rs credit rs bank a/c dr. to share application and allotment a/c (being share application and allotment received on 2,70,000 of rs 10 each including the discount of rs 5 each ) 27,00,00 27,00,000 share application and allotment a/c dr. to share capital a/c to securities premium a/c to bank a/c to share first and final call a/c (being share application of 90,000 shares transferred to share capital, share application and allotment on 90,000 shares refunded and rest is adjusted on share first and final call) 27,00,000 4,50,000 4,50,000 9,00,000 9,00,000 share first and final call a/c dr. to share capital a/c (being share first and final call due on 90,000 shares of rs 5 each) 4,50,000 4,50,000 computation table category shareapplied shareallotted moneyreceived onapplicationandallotment@ rs 10 eachincludingdiscount of rs 5 each moneytransfersto sharecapital @rs 5 each moneytransfer tosecuritiespremium@rs 5 each excessapplicationandallotmentmoney share firstand finalcall due@rs 5 each moneyrefunded i 90,000 nil 9,00,000 9,00,000 ii 1,80,000 90,000 18,00,000 4,50,000 4,50,000 9,00,000 4,50,000 2,70,000 90,000 27,00,000 4,50,000 4,50,000 9,00,000 4,50,000 9,00,000 working note: those who applied for 1,80,000 shares, allotted = 90,000 shares those who applied for 600 shares, allotted = `90000 xx 1800/180000`= 900 shares share application and allotment received on 1,800 shares of rs 10 each (including discount of rs 5 each) = rs 18,000 shares allotted (900 ×10) =rs 9, excess application and allotment money received = rs 9,000 share first and final call due on 900 shares of its rs 5 each = rs 4,500 excess application and allotment money received = rs 9,000 now, he has already paid an amount of its rs 9,000 in excess at the time of application and allotment which is more than the amount due from him at the time of share final call. thus, forfeiture is not possible in this case. msom 301 exam #2 review guide chapters 9, 10, 11, 12, and 15  50 multiple choice questions worth one point each (plus an extra credit question worth one point)  review (don’t memorize) all powerpoint slides on blackboard and your notes  bring a #2 pencil and a blank scantron form, and valid gmu id.  i post your grade on blackboard; i do not return the test. please note – the number of questions given below for each chapter might not equal to  the number of topics since, in a few instances, there is more than one question on a topic. chapter 9 ­ 9 questions  managing diversity/providing opportunities o managing diversity and inclusion­ managing a culturally diverse  workforce by recognizing the characteristics common to specific group of  employees while dealing with such employees as individuals and  supporting, nurturing, and utilizing their differences to the organization’s  advantage o equal employment opportunity (eeo): “freedom from discrimination on the basis of sex, color, religion, national origin, disability, and age”  diversity management programs­ value and leverage diversity  of all stakeholders—from employees to customers—to achieve  competitive advantage  affirmative action­ special efforts to recruit and hire qualified  members of groups that have been discriminated against in the  past  hostile work environment occurs when unwelcome sexual conduct “has the  purpose or effect of unreasonably interfering with job performance or creating an  intimidating, hostile, or offensive working environment.” o i.e. persistent or pervasive displays of pornography, lewd or suggestive  remarks, and demeaning taunts or jokes  sexual harassment­ conduct of a sexual nature that has negative  consequences for employment  glass ceiling­ metaphor for an invisible barrier that makes it difficult to rise  above a certain level in the organization  employee support groups can provide emotional and career support for  members who traditionally haven’t been included in the majority’s informal group o i.e. apple has a jewish culture group, gay/lesbian group, african­ american group, and technical women’s group  anticipated labor force  o by 2050:  the percent of whites in the labor force will decrease to about  48.2%  1/3 of workers will be of hispanic origin  hispanics are the largest and fastest­growing minority  percentage of black workers will slightly increase to 12.4% 1 
  asians will make up 8.6% of all civilian workers o  phased retirement­ allow older employees to work fewer hours per week o retirees return to work because employers don’t want to lose their  accumulated knowledge, willingness to work nontraditional shifts, and  their reliable work habits chapter 10 ­ 10 questions   strategic leadership is a behavior that gives purpose and meaning to  organizations, envisioning and creating a positive future  sources of power o legitimate power­ leader has the right or authority to tell people what to  do; employees are obliged to comply with legitimate order o reward power­ leader influences others because s/he controls valued  rewards; employees comply to receive those rewards o coercive power­ leader has control over punishments; employees comply to avoid punishments o referent power­ leader has personal characteristics that appeal to others; employees comply because they like the leader, desire for approval, or  want to be that leader o expert power­ leader has certain expertise or knowledge; employees  comply because they believe in, can learn from, or otherwise gain from  that expertise  traits of effective leaders o drive­ set of characteristics that reflect a high level of effort, including high need for achievement, constant striving for improvement, ambition,  energy, tenacity (persistence in the face of obstacles), and initiative o leadership motivation  extraversion is consistently related to leadership emergence and  leadership effectiveness o integrity­ correspondence between actions and words o self­confidence­ ability to overcome obstacles, makes decisions despite  uncertainty, and instills confidence in others o knowledge of the business: leaders should have a high level of  knowledge about their industries, companies, and technical matters  leaders should also have intelligence to interpret vast quantities of information  behavioral approach­ leadership perspective that attempts to identify what  good leaders do­­ that is, what behaviors they exhibit 2 
  decision styles o autocratic­ leader makes decisions on his/her own and then announces  those decisions to the group  results in higher performance than democratic style o democratic­ leader solicits input from subordinates  results in the most positive attitudes o laissez­faire­ leader essentially makes no decisions o situational approach­ leadership perspective proposing that universally  important traits and behaviors do not exist, and that effective leadership  behavior varies from situation to situation  participation in decision­making o autocratic leadership­ leader makes decisions on his/her own and then  announces those decisions to the group o democratic leadership­ leader solicits input from subordinates o laissez­faire­ leadership philosophy characterized by an absence of  managerial decision making  university of michigan studies concluded that task­oriented behavior and  relationship­oriented behavior should be exhibited in order to be an effective  manager  situational approach­ leadership perspective proposing that universally  important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation  vroom model­ situational model that focuses on the participative dimension of  leadership o factors used to analyze problems  decision significance  importance of commitment  leader’s expertise  likelihood of commitment  group support for objectives  group expertise  team competence  fiedler’s contingency model of leadership effectiveness postulated that  effectiveness depends on the personal style of the leader and the degree to  which the situation gives the leader power, control, and influence over the  situation chapter 11 ­ 13 questions  four consequences of behavior o positive reinforcement­ applying a consequence that increases the  likelihood that the person will repeat the behavior that led to it o negative reinforcement­ removing or withholding an unpleasant  consequence o punishment­ administer an aversive consequence o extinction­ withdrawing or failing to provide a reinforcing consequence.  when this occurs, motivation is reduced, and the behavior is  extinguished, or eliminated  expectancy theory­ theory proposes that people will behave based on their  perceived likelihood that their effort will lead to a certain outcome and on how  highly they value that outcome 3 
 o  abraham maslow’s need hierarchy­ human needs theory postulating that  people are motivated to satisfy unmet needs in a specific order o  erg theory postulates that people have three basic sets of needs that can  operate simultaneously o existence needs­ all materials and physiological desires o relatedness needs­ relationships with other people and are satisfied  through the process of mutually sharing thoughts and feelings o growth needs­ motivate people to productively or creatively change  themselves or their environment  extrinsic and intrinsic rewards o extrinsic reward­ reward given to a person by the boss, the company, or some other person (i.e. praise, paycheck, bonuses) o intrinsic reward­ reward a worker derives directly from performing the  job itself (i.e. sense of accomplishment)  job enlargement­ giving people additional tasks at the same time to alleviate  boredom  job enrichment­ changing a task to make it inherently more rewarding,  motivating, and satisfying o hackman and oldham model of job enrichment 4 
   skill variety­ different job activities involving several skills and  talents  task identity­ completion of a whole, identifiable piece of work  task significance­ important, positive impact on the lives of others  meaning, responsibility and feedback provide motivation  autonomy­ independence and discretion in making decisions  feedback­ information about job performance  growth need strength­ degree to which individuals want  personal and psychological development  herzberg’s two­factor theory describes two factors that affect people’s work  motivation and satisfaction o hygiene factors­ workplace characteristics (i.e. policies, working  conditions, pay, supervision) that could make employees dissatisfied o motivators­ nature of the work itself, actual job responsibilities,  opportunity for personal growth and recognition, and the feelings of  achievement the job provides  empowerment­ process of sharing power with employees, thereby enhancing  their confidence in their ability to perform their jobs and their belief that they are  influential contributors to the organization  procedural justice­ using a fair process in decision making and making sure  others know that the process was as fair as possible chapter 12 ­ 11 questions  group and team definitions o group­ collection of people who interact to undertake a task but do not  necessarily perform as a unit or achieve significant performance  improvements o team­ small number of people with complementary skills who are  committed to a common purpose, set of performance goals, and  approach for which they hold themselves mutually accountable  traditional environment vs new team environment o traditional work groups were closely supervised 5 
 o today’s teams have more authority and often are self­managed o teams are now used in many more ways than in the past   look at exhibit 12.1 in the textbook  types of teams o work teams­ teams that make or do things, such as manufacture, sell,  assemble, or provide service o project and development teams­ teams that work on long­term projects  but disband once the work is completed o parallel teams­ teams that operate separately from regular work  structure and exist temporarily o management teams­ teams that coordinate and give direction to the  subunits under their jurisdiction and integrate work among subunits o transnational teams­ work groups composed of multinational members  whose activities span multiple countries o virtual teams­ teams that are physically dispersed and communicate  electronically more than face­to­face  stages of team development o  team leader roles o task specialist­ individual who has more advanced job­related skills and abilities than other group members possess o team maintenance specialist­ individual who develops and maintains  team harmony  groupthink occurs when a tightly knit group is very cooperative that agreeing  with one another’s opinions and refraining from criticizing others’ ideas become  norms  social loafing­ working less hard and being less productive when in a group  conflict management strategies o avoidance­ ignoring the problem by doing nothing at all, or  deemphasizing the disagreement o accommodation­ style of dealing with conflict involving cooperation on  behalf of the other party but not being assertive about one’s own interests 6 
 o compromise­ style of dealing with conflict involving moderate attention  to both parties’ concerns o competing­ style of dealing with conflict involving strong focus on one’s  own goals and little or no concern for the other person’s goals o collaboration­ style of dealing with conflict emphasizing both  cooperation and assertiveness to maximize both parties’ satisfaction chapter 15 ­ 8 questions  world­class organization o requires applying the best and latest knowledge and ideas and having  the ability to operate at the highest standards of any place anywhere o world­class companies create high­value products and earn superior  profits over the long run.  o they implement more effective and competitive organizational strategies,  structures, processes, and management of human resources o the result is an organization capable of competing successfully on a  global basis  chief information officer responsibilities include: o coordinating the technological efforts of the business units,  o representing technology in the top management team, o identifying ways that technology can support the company’s strategy, o supervising new technology development, o assessing the technological implications of major strategic initiatives such as acquisitions, new ventures, and strategic alliances o managing organization’s information technology (it) group   “tyranny of the or”­ belief that things must be either a or b and cannot be both o “genius of the and”­ ability to achieve multiple objectives at the same time  organizational development (od)­ systemwide application of behavioral  science knowledge to develop, improve, and reinforce the strategies, structures,  and processes that lead to organizational effectiveness o  human resources management o od intervention: attracting good people, setting goals, and appraising and rewarding performance  reasons for resisting change o inertia o timing o surprise 7 
 o peer pressure o self­interest o misunderstanding o different assessments o management tactics  force­field analysis­ approach to implementing lewin’s  unfreezing/moving/refreezing model by involving identifying the forces that  prevent people from changing and those that will drive people toward change o unfreezing­ realize that current practices are inappropriate and that new  behavior is necessary o moving­ instituting the change o refreezing­ strengthening the new behaviors that support the change  proactive change­ anticipating and preparing for an uncertain future; implies  being a leader and creating the future you want 8