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A firm that is marketing multimillion-dollar wastewater treatment systems to cities has been unable to sell a new type of system. This setback has occurred even though the firm’s systems are cheaper than competitive systems and meet U.S. Environmental Protection Agency (EPA) specifications. To date, thefirm’s marketing efforts have been directed to city purchasing departments and the various state EPAs to get on approved bidders’ lists. Talks with cityemployed personnel have indicated that the new system is very different from current systems and therefore city sanitary and sewer department engineers, directors of these two departments, and city council members are unfamiliar with the workings of the system. Consulting engineers, hired by cities to work on the engineering and design features of these systems and paid on a percentage of system cost, are also reluctant to favor the new system. (a) What roles do the various individuals play in the purchase process for a wastewater treatment system? (b) How could the firm improve the marketing effort behind its new system?

 

 
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As the result of rising costs and shrinking reimbursement, many hospitals downsized their staffs in an effort to shrink costs. Because the hospital where you are the chief nursing administrator is faced with mandatory staffing ratios, it is impossible to cut further staff nurse positions and meet requirements for state licensing. Therefore, the CEO of the hospital has mandated that management positions be reduced by 30% throughout the hospital. The CEO has decided that department heads can reduce management positions by any method they choose as long as it is done in 6 months. Job duties are to be reassigned among the remaining managers. This affects you significantly, as nursing has more managers than any other department. It does not appear that attrition or turnover rates in the next months will be adequate to eliminate the need for some reassignments, demotions, or termination of your group of 17 managers. This includes both house supervisors and unit managers. The news travels rapidly through the hospital grapevine. Semi-hysteria prevails, with many managers consulting you regarding whether their position is in jeopardy and what they can do to increase the likelihood of their retention. Morale is rapidly plummeting, and relationships are becoming increasingly competitive rather than cooperative. ASSIGNMENT: Determine how you will handle this situation. What strategies might you implement to reduce the immediate anxiety level? What advice can you give to staff who may face either a layoff or a demotion? Is it possible to preserve the morale of your managers in an uncertain situation such as this?

 

 
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You are a school nurse and have worked in the same school for 2 years. Before that time, you were a staff nurse at a local hospital working in pediatrics and later for a physician. You have been an RN for 6 years. When you began your job, it was exciting. You believed that you were really making a difference in children’s lives. You started several good health promotion programs and worked hard upgrading your health aides’ education and training. Several months ago, funding for the school was drastically cut, and several of your favorite programs were eliminated. You have been depressed about this and lately have been short-tempered at work. Today, one of your best health aides gave you her 2-week notice and said, “This isn’t a good place to work anymore.” You realize that many of the aides and several of the schoolteachers have picked up your negative attitude. There is much that you still love about your job, and you are not sure if the budget problems are temporary or long term. You go home early today and contemplate what to do. ASSIGNMENT: Should you stay in this job or leave? If you stay, how can you get remotivated? Can you remotivate yourself if the budget cuts are long term? Make a plan about what to do.

 

 
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Jacuzi Farm Irrigation Manufacturing Company had the following transactions during the month of June 2021:

  1. Purchased raw materials on account, $87,805.
  2. Raw Materials of $76,780 were requisitioned to the factory. An analysis of the materials requisition slips indicated that $7,980 was classified as indirect materials.
  3. Factory labor costs incurred were $232,750 of which $192,850 pertained to factory wages payable and $39,900 pertained to employer payroll taxes payable.
  4. Time tickets indicated that $186,200 was direct labor and $46,550 was indirect labor.
  5. Overhead costs incurred on account were $237,660.
  6. Manufacturing overhead was applied at the rate of 125% of direct labor cost.
  7. Goods costing $91,250 are still incomplete at the end of the month; the other goods were completed and transferred to finished goods.
  8. Finished goods costing $142,740 to manufacture were sold on account for $271,200.
  9. At the beginning of June, work in process inventory was $27,845.

I really get confiused about number 9 please solve this problem clearly

 
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