Tag: Business & Finance

  • [Solved] INT220 Mod 4 Journal

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    In-depth study guidance and analytical solution covering INT220 Mod 4 Journal.

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    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Business Finance – Economics INT220 Mod 4 Assignment

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    In-depth study guidance and analytical solution covering Business Finance – Economics INT220 Mod 4 Assignment.

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    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] CAN SOMEONE DO MY WEEK 2 DISCUSSION IN MHA618: Health Economics (NDH2546A)

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    Prior to beginning work on this discussion forum, read the following resources: – Chapter 3: The Competitive Market from the textbook, _Essentials of Health Economics_ – Chapter 4: Noncompetitive Market Models and Market Failures from the textbook, _Essentials of Health Economics_ – [Why the Economi…

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    Prior to beginning work on this discussion forum, read the following resources:
    – Chapter 3: The Competitive Market from the textbook, _Essentials of Health Economics_
    – Chapter 4: Noncompetitive Market Models and Market Failures from the textbook, _Essentials of Health Economics_
    – [Why the Economic Aspects of Healthcare Are Not UniqueLinks to an external site.](https://research.ebsco.com/c/6cb5lq/viewer/pdf/gzmwctbdrz) article
    Healthcare delivery system organizations, managers, and administrators need to understand healthcare economics. It is also important to understand the role of suppliers and consumers in market fluctuations that both positively and negatively affect patient healthcare outcomes.
    In your initial post,
    – Discuss perfect competition as an abstract model and gold standard encompassing the four characteristics as follows:
    – many sellers possessing small market shares
    – a homogeneous product
    – no barriers to entry
    – perfect consumer information
    – Describe supply and demand and how this economic concept influences healthcare policy.
    – Compare and contrast the monopoly model and the perfect competition model.
    Your initial post should be a minimum of 500 words.

  • [Solved] group study

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    – Identify examples of self-concept or perception biases. – Describe emotional and attitudinal shifts in the conflict. – Analyze stress factors and their effect on decisions. – Propose at least two strategies for improving perceptions, managing emotions, and reducing stress. **Output**: 2-page APA g…

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    – Identify examples of self-concept or perception biases.
    – Describe emotional and attitudinal shifts in the conflict.
    – Analyze stress factors and their effect on decisions.
    – Propose at least two strategies for improving perceptions, managing emotions, and reducing stress.
    **Output**: 2-page APA group summary.

  • [Solved] Financial worksheet

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    See doc below – ## QualityImprovement.docx **## QualityImprovement.docx** **![](https://www.sweetstudy.com/questions/financial-worksheet)** **Applying CQI Principles in Foodservice Management** In this assignment, you will evaluate real-world foodservice operations through the lens of Continuous Qua…

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    See doc below

    – ## QualityImprovement.docx

    **## QualityImprovement.docx**

    **![](https://www.sweetstudy.com/questions/financial-worksheet)**

    **Applying CQI Principles in Foodservice Management**

    In this assignment, you will evaluate real-world foodservice operations through the lens of Continuous Quality Improvement (CQI), applying models like PDCA and FOCUS, while developing systems-thinking, problem-solving, and leadership skills aligned with RD exam content.

    **The final version of the assignment will be in a formal proposal format (see below) for your CQI plan. Follow along with the questions below to work through the process of CQI and use the information to write your proposal.**

    **Defining Your Scenario**

    For this assignment, think back to your experiences in the the kitchens during NSC 358L*. Reviewing your written reports may be helpful for remembering details. After considering your experiences and observations, identify one process or activity from the kitchen that could be improved.

    _*If you have not taken NSC 358L, please reach out to the instructor to discuss options._

    **Describe Your Situation**

    Write a couple paragraphs about your experience. Answer the following questions:

    · Where did this happen? Describe the kitchen situation.

    · Who was affected by this situation? List all the direct and indirect stakeholders involved.

    · Describe the situation around the problematic process or activity that you observed. Be detailed about the situation, making it real for the reader.

    **Problem Identification**

    Considering your scenario, we will use the improvement model of FOCUS (Find, Organize, Clarify, Understand, and Select). Answer the following questions about your experience. Please be creative but use research to consider different possibilities. Discuss the important details that will affect your decision making process.

    1.
    **Find** a process to improve. What is the process or activity you observed that needs improvement? Why do you think it could and should be improved? Why is it important to the organization, clients, mission, etc?

    2.
    **Organize** your team. If you were the manager, who would you include in your continual improvement team? Consider different ways your stakeholders may be involved.

    3.
    **Clarify** your current knowledge of the process. This should include research. What are the steps of the process? Are there recommendations about how to make the process more efficient already in existence? What are they? How do they compare to the current process? Depending on the problem, this can go in a lot of different directions. Be detailed, specific, and cite your sources.

    4.
    **Understand** the root causes of the issue. Brainstorm all the possible causes that could have contributed to the problem. Your previous research should help here. Create a
    [**Fishbone Diagram**](https://docs.google.com/document/d/1ooHaKrZiZDEP88Y50Lc4_W7acrAzWrfOMb2zvg-jvFs/edit?tab=t.0) (aka cost/benefit analysis or cause/effect diagram) to dive deeper into the cause and effects of the situation. Please use the link above to learn more about Fishbone Diagrams and how to use them.

    5.
    **Select** a strategy for improvement. Be specific as we will use it in the next section.

    **Making an Intervention**

    Now that we have identified the issue and fully defined it, we will craft an intervention. For this, we will use the continuous quality improvement tool, the PDCA cycle. Using your strategy for improvement, plan for the cycle.

    ·
    **Plan:** Describe the intervention you would make to address your problem. Why did you select this strategy and how does it address the complexities of the problem?

    ·
    **Do:** How would you implement the intervention? Who does what and when? Consider when measurements might be taken.

    ·
    **Check:** What metrics would you measure to assess if improvements are being made? Why do you think those measurements demonstrate effects directly related to your intervention? Be specific on what you are measuring and why. Some ideas include Key Performance Indicators (KPI) like accuracy rate, late tray delivery %, tray waste reduction, test trays with surveys, etc. Additional research in the literature or professional guidelines might be helpful here for considering possible indicators.

    ·
    **Act:** How would you define success from your measurements? What would you hope to see to define the intervention as a success? If it is successful, what would you do next? If the intervention needs further refinement, what would you do next?

    **Reflection on Barriers and Sustainability**

    One of the most important elements of CQI is that the process never ends. Because of this, we need to have forethought about potential barriers to our efforts and how to maintain improvements over time.

    · Reflect on potential barriers to your intervention. What kinds of things could get in the way of following your PDCA cycle steps (staff resistance, budget limits, etc)? Be specific to your scenario. Pick two of these potential barriers and discuss how you as the manager would overcome them.

    · What would you plan for maintaining your improvements over time? Consider how you would assess continued success and possible timelines.

    **Writing a Formal Proposal**

    Clearly communicating a CQI initiative to all your stakeholders is vital for success. A formal proposal for CQI outlines a systematic, data-driven approach to identify and address areas for improvement within an organization. It is structured similarly to a research paper, including sections introducing the problem, defining the intervention, discussing implementation, and evaluation of the outcomes.

    For your Formal Proposal, use the following sections:

    ·
    **Introduction and Purpose**

    · Discuss the information from your answers in “Defining your Scenario”

    ·
    **Current State Analysis**

    · Discuss what is currently happening with the problem using the answers from “Problem Identification”

    · Include your Fishbone Diagram

    ·
    **Proposed Intervention and Strategy**

    · Discuss the “Making an Intervention” section, focusing on the PDCA cycle and how it will be utilized

    ·
    **Evaluation and Monitoring**

    · Discuss the “Making an Intervention” measurements and how they demonstrate success

    ·
    **Sustainability and Continuous Improvement**

    · Discuss the answers in “Reflections on Barriers and Sustainability”

    · Make sure to include the two potential barriers and how you would overcome them

    Feel free to use tables, bulleted lists, pictures, graphics, etc if it makes it easier to understand for your audience, which includes employees of your kitchen and management of the facility.

    **What Is Required on the Assignment:**

    1. A formal proposal of your CQI initiative, with the 5 sections above

    Suggested Length: At least 3 pages, not including titles and borders, double-spaced with 11 or 12 pt font

    Total Value: 32 points

    KRDN 4.7: Must receive at least 70% on the assignment

    ## image1.png

    **## QualityImprovement.docx**

    **![](https://www.sweetstudy.com/questions/financial-worksheet)**

    **Applying CQI Principles in Foodservice Management**

    In this assignment, you will evaluate real-world foodservice operations through the lens of Continuous Quality Improvement (CQI), applying models like PDCA and FOCUS, while developing systems-thinking, problem-solving, and leadership skills aligned with RD exam content.

    **The final version of the assignment will be in a formal proposal format (see below) for your CQI plan. Follow along with the questions below to work through the process of CQI and use the information to write your proposal.**

    **Defining Your Scenario**

    For this assignment, think back to your experiences in the the kitchens during NSC 358L*. Reviewing your written reports may be helpful for remembering details. After considering your experiences and observations, identify one process or activity from the kitchen that could be improved.

    _*If you have not taken NSC 358L, please reach out to the instructor to discuss options._

    **Describe Your Situation**

    Write a couple paragraphs about your experience. Answer the following questions:

    · Where did this happen? Describe the kitchen situation.

    · Who was affected by this situation? List all the direct and indirect stakeholders involved.

    · Describe the situation around the problematic process or activity that you observed. Be detailed about the situation, making it real for the reader.

    **Problem Identification**

    Considering your scenario, we will use the improvement model of FOCUS (Find, Organize, Clarify, Understand, and Select). Answer the following questions about your experience. Please be creative but use research to consider different possibilities. Discuss the important details that will affect your decision making process.

    1.
    **Find** a process to improve. What is the process or activity you observed that needs improvement? Why do you think it could and should be improved? Why is it important to the organization, clients, mission, etc?

    2.
    **Organize** your team. If you were the manager, who would you include in your continual improvement team? Consider different ways your stakeholders may be involved.

    3.
    **Clarify** your current knowledge of the process. This should include research. What are the steps of the process? Are there recommendations about how to make the process more efficient already in existence? What are they? How do they compare to the current process? Depending on the problem, this can go in a lot of different directions. Be detailed, specific, and cite your sources.

    4.
    **Understand** the root causes of the issue. Brainstorm all the possible causes that could have contributed to the problem. Your previous research should help here. Create a
    [**Fishbone Diagram**](https://docs.google.com/document/d/1ooHaKrZiZDEP88Y50Lc4_W7acrAzWrfOMb2zvg-jvFs/edit?tab=t.0) (aka cost/benefit analysis or cause/effect diagram) to dive deeper into the cause and effects of the situation. Please use the link above to learn more about Fishbone Diagrams and how to use them.

    5.
    **Select** a strategy for improvement. Be specific as we will use it in the next section.

    **Making an Intervention**

    Now that we have identified the issue and fully defined it, we will craft an intervention. For this, we will use the continuous quality improvement tool, the PDCA cycle. Using your strategy for improvement, plan for the cycle.

    ·
    **Plan:** Describe the intervention you would make to address your problem. Why did you select this strategy and how does it address the complexities of the problem?

    ·
    **Do:** How would you implement the intervention? Who does what and when? Consider when measurements might be taken.

    ·
    **Check:** What metrics would you measure to assess if improvements are being made? Why do you think those measurements demonstrate effects directly related to your intervention? Be specific on what you are measuring and why. Some ideas include Key Performance Indicators (KPI) like accuracy rate, late tray delivery %, tray waste reduction, test trays with surveys, etc. Additional research in the literature or professional guidelines might be helpful here for considering possible indicators.

    ·
    **Act:** How would you define success from your measurements? What would you hope to see to define the intervention as a success? If it is successful, what would you do next? If the intervention needs further refinement, what would you do next?

    **Reflection on Barriers and Sustainability**

    One of the most important elements of CQI is that the process never ends. Because of this, we need to have forethought about potential barriers to our efforts and how to maintain improvements over time.

    · Reflect on potential barriers to your intervention. What kinds of things could get in the way of following your PDCA cycle steps (staff resistance, budget limits, etc)? Be specific to your scenario. Pick two of these potential barriers and discuss how you as the manager would overcome them.

    · What would you plan for maintaining your improvements over time? Consider how you would assess continued success and possible timelines.

    **Writing a Formal Proposal**

    Clearly communicating a CQI initiative to all your stakeholders is vital for success. A formal proposal for CQI outlines a systematic, data-driven approach to identify and address areas for improvement within an organization. It is structured similarly to a research paper, including sections introducing the problem, defining the intervention, discussing implementation, and evaluation of the outcomes.

    For your Formal Proposal, use the following sections:

    ·
    **Introduction and Purpose**

    · Discuss the information from your answers in “Defining your Scenario”

    ·
    **Current State Analysis**

    · Discuss what is currently happening with the problem using the answers from “Problem Identification”

    · Include your Fishbone Diagram

    ·
    **Proposed Intervention and Strategy**

    · Discuss the “Making an Intervention” section, focusing on the PDCA cycle and how it will be utilized

    ·
    **Evaluation and Monitoring**

    · Discuss the “Making an Intervention” measurements and how they demonstrate success

    ·
    **Sustainability and Continuous Improvement**

    · Discuss the answers in “Reflections on Barriers and Sustainability”

    · Make sure to include the two potential barriers and how you would overcome them

    Feel free to use tables, bulleted lists, pictures, graphics, etc if it makes it easier to understand for your audience, which includes employees of your kitchen and management of the facility.

    **What Is Required on the Assignment:**

    1. A formal proposal of your CQI initiative, with the 5 sections above

    Suggested Length: At least 3 pages, not including titles and borders, double-spaced with 11 or 12 pt font

    Total Value: 32 points

    KRDN 4.7: Must receive at least 70% on the assignment

    ## image1.png

  • [Solved] BUSN-1370-OL – Spreadsheet Applications

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    I need help with the last 3 weeks of school in Spreadsheet Applications

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    I need help with the last 3 weeks of school in Spreadsheet Applications

  • [Solved] Business

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    – ## cbdis.docx – Screenshot2025-11-136.32.43PM2.png – Screenshot2025-11-165.25.04PM.png – Screenshot2025-11-165.25.16PM.png **## cbdis.docx** BUSI 301 **Discussion Assignment Instructions** Overview Discussions bring dialogue and communication into our learning experience. Unlike so much of the uns…

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    – ## cbdis.docx

    – Screenshot2025-11-136.32.43PM2.png
    – Screenshot2025-11-165.25.04PM.png
    – Screenshot2025-11-165.25.16PM.png

    **## cbdis.docx**

    BUSI 301

    **Discussion Assignment Instructions**

    Overview

    Discussions bring dialogue and communication into our learning experience. Unlike so much of the unsubstantiated opinion we see in the public square and social media, these discussions provide a space for in-depth analysis and application of the topics in our Learn readings and presentations. Each discussion is a mini-research paper developing conclusions that are supported by scholarly sources and critical analysis. The replies are expressly assigned to respond to classmates with different conclusions or analysis and require civil discourse to broaden understanding of the topics.

    Instructions

    Each discussion consists of 2 parts:

    1) a thread of at least 300 words in response to the provided prompt and

    2) replies of at least 150 words each to 2 classmates’ threads.

    Each thread and each reply must reference at least 2 scholarly sources other than the course textbook, cited in current APA format (including both in-text citations and a reference list). You must also support each thread and reply with thoughtful analysis (considering assumptions, analyzing implications, and comparing/contrasting concepts) and Biblical worldview integration.

    Well-developed, complete worldview analysis of the situation requires more than simply adding a Bible verse at the end of the post. Each thread and each reply must include at least 1 verse from Scripture, quoted and applied as an integral part of the discussion of the applicable issues in the context of a Biblical worldview.

    For each reply, read the threads posted by your classmates and reply to 2 threads that presented a different conclusion than your thread. Note that comments such as “I like what you said,” “that is a good comment,” and “I disagree with your comment” do not constitute complete replies. Rather, state reasons that support your conclusions with additional and/or alternate research/ideas/thoughts.

    Submit each thread by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. Submit two replies by 11:59 p.m. (ET) on Monday of the same Module: Week.

    **Screenshot2025-11-136.32.43PM2.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-136-32-43pm2-png)

    **Screenshot2025-11-165.25.04PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-165-25-04pm-png)

    **Screenshot2025-11-165.25.16PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-165-25-16pm-png)

    **Screenshot2025-11-165.25.16PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-165-25-16pm-png)

    **## cbdis.docx**

    BUSI 301

    **Discussion Assignment Instructions**

    Overview

    Discussions bring dialogue and communication into our learning experience. Unlike so much of the unsubstantiated opinion we see in the public square and social media, these discussions provide a space for in-depth analysis and application of the topics in our Learn readings and presentations. Each discussion is a mini-research paper developing conclusions that are supported by scholarly sources and critical analysis. The replies are expressly assigned to respond to classmates with different conclusions or analysis and require civil discourse to broaden understanding of the topics.

    Instructions

    Each discussion consists of 2 parts:

    1) a thread of at least 300 words in response to the provided prompt and

    2) replies of at least 150 words each to 2 classmates’ threads.

    Each thread and each reply must reference at least 2 scholarly sources other than the course textbook, cited in current APA format (including both in-text citations and a reference list). You must also support each thread and reply with thoughtful analysis (considering assumptions, analyzing implications, and comparing/contrasting concepts) and Biblical worldview integration.

    Well-developed, complete worldview analysis of the situation requires more than simply adding a Bible verse at the end of the post. Each thread and each reply must include at least 1 verse from Scripture, quoted and applied as an integral part of the discussion of the applicable issues in the context of a Biblical worldview.

    For each reply, read the threads posted by your classmates and reply to 2 threads that presented a different conclusion than your thread. Note that comments such as “I like what you said,” “that is a good comment,” and “I disagree with your comment” do not constitute complete replies. Rather, state reasons that support your conclusions with additional and/or alternate research/ideas/thoughts.

    Submit each thread by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. Submit two replies by 11:59 p.m. (ET) on Monday of the same Module: Week.

    **Screenshot2025-11-136.32.43PM2.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-136-32-43pm2-png)

    **Screenshot2025-11-165.25.04PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-165-25-04pm-png)

    **Screenshot2025-11-165.25.16PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-165-25-16pm-png)

    **## cbdis.docx**

    BUSI 301

    **Discussion Assignment Instructions**

    Overview

    Discussions bring dialogue and communication into our learning experience. Unlike so much of the unsubstantiated opinion we see in the public square and social media, these discussions provide a space for in-depth analysis and application of the topics in our Learn readings and presentations. Each discussion is a mini-research paper developing conclusions that are supported by scholarly sources and critical analysis. The replies are expressly assigned to respond to classmates with different conclusions or analysis and require civil discourse to broaden understanding of the topics.

    Instructions

    Each discussion consists of 2 parts:

    1) a thread of at least 300 words in response to the provided prompt and

    2) replies of at least 150 words each to 2 classmates’ threads.

    Each thread and each reply must reference at least 2 scholarly sources other than the course textbook, cited in current APA format (including both in-text citations and a reference list). You must also support each thread and reply with thoughtful analysis (considering assumptions, analyzing implications, and comparing/contrasting concepts) and Biblical worldview integration.

    Well-developed, complete worldview analysis of the situation requires more than simply adding a Bible verse at the end of the post. Each thread and each reply must include at least 1 verse from Scripture, quoted and applied as an integral part of the discussion of the applicable issues in the context of a Biblical worldview.

    For each reply, read the threads posted by your classmates and reply to 2 threads that presented a different conclusion than your thread. Note that comments such as “I like what you said,” “that is a good comment,” and “I disagree with your comment” do not constitute complete replies. Rather, state reasons that support your conclusions with additional and/or alternate research/ideas/thoughts.

    Submit each thread by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. Submit two replies by 11:59 p.m. (ET) on Monday of the same Module: Week.

    **Screenshot2025-11-136.32.43PM2.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-136-32-43pm2-png)

    **Screenshot2025-11-165.25.04PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-165-25-04pm-png)

    **Screenshot2025-11-165.25.16PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-11-165-25-16pm-png)

    – 1
    – 2
    – 3
    – 4

  • [Solved] Business Finance – Operations Management group assignment week 3

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    In this assignment, you should read the [_**Case Study: Xerox Focuses on HR**_](https://onlinecampus.atlantisuniversity.edu/mod/resource/view.php?id=244053). Then, you should critically analyze how strategic Human Resources actions, including the use of technology, talent retention, and leadership d…

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    Assignment Prompt & Instructions

    In this assignment, you should read the [_**Case Study: Xerox Focuses on HR**_](https://onlinecampus.atlantisuniversity.edu/mod/resource/view.php?id=244053). Then, you should critically analyze how strategic Human Resources actions, including the use of technology, talent retention, and leadership development influence employee motivation and engagement after significant workforce reductions.
    **By the end of the activity, students will be able to:**
    – Identify HR practices that strengthen both intrinsic and extrinsic motivation.
    – Evaluate how HR strategies contribute to maintaining productivity and reducing turnover in times of change.
    – Propose improvements applicable to other organizational contexts.
    Work in groups of 3 to encourage collective analysis and comparison of perspectives. Then, submit a 2–3 page APA-formatted report.
    \
    CaseStudyXerox.doc1.pdf](https://www.sweetstudy.com/files/casestudyxerox-doc1-pdf "CaseStudyXerox.doc1.pdf")

  • [Solved] HRM 6303 V DB

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    – ## TrainingandDevelopmentHRM6303UnitVDB.docx – ## UnitVStudyGuide.pdf **## TrainingandDevelopmentHRM6303UnitVDB.docx** 2 Training and Development HRM 6303 Unit V DB Initial post to be a minimum of 500 words in length and at least one supporting reference. How has culture influenced your experience…

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    – ## TrainingandDevelopmentHRM6303UnitVDB.docx

    – ## UnitVStudyGuide.pdf

    **## TrainingandDevelopmentHRM6303UnitVDB.docx**

    2

    Training and Development HRM 6303 Unit V DB

    Initial post to be a minimum of 500 words in length and at least one supporting reference.

    How has culture influenced your experience in a learning environment? Can you share any examples?

    **## UnitVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Evaluate delivery methods for global training needs.

    5. Synthesize cultural influences on learning and development in an organization.

    5.1 Summarize personal professional training and development experiences.
    5.2 Apply personal career experiences to a leadership scenario.
    5.3 Discuss professional training and development strategies for a global business.

    8. Analyze the role of training and development in organizations.

    8.1 Discuss the relationship between learner and trainer.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Armstrong, S. J., & Yan, L. (2017, March). A study of Anglo expatriate managers’ learning, knowledge

    acquisition, and adjustment in multinational companies in China. Academy of Management Learning
    & Education, 16(1), 1–22.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=122238318&site=ehost-live&scope=site

    Hutchings, K., Zhu, C., Cooper, B., Zhang, Y., & Shao, S. (July 2009). Perceptions of the effectiveness of

    training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource
    Development International, 12(3), 279–296.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=43387988&site=eds-live&scope=site

    Khan, S. R., & Khan, I. A. (2015). Understanding ethnicity and national culture: A theoretical perspective on

    knowledge management in the organization. Knowledge and Process Management, 22(1), 51–61.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=100988860&site=ehost-live&scope=site

    Siddique, C. M. (2017). National culture and the learning organization. Management Research Review, 40(2),

    142–164.
    https://libraryresources.columbiasouthern.edu/login?url=https://www.proquest.com/scholarly-
    journals/national-culture-learning-organization/docview/1865678673/se-2?accountid=33337

    Unit Lesson

    Introduction

    Many global organizations strive to cultivate both local and global channels for finding key talent and for
    developing their workforce. Cultural differences can have a substantial influence on the way learning and
    development are implemented. In this unit, we will examine what the cultural influences are on learning and
    development, and we will highlight how cultural competence and cross-cultural awareness are critical factors

    UNIT V STUDY GUIDE

    Cultural Influences on Learning
    and Development

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE

    Title

    that must be included for any successful global and local learning development strategy. This unit will take an
    in-depth look at learning and development on various levels.

    Learning and Development in Global Organizations

    In most cases, high-potential employees are often selected for international assignments to broaden
    management and leadership capabilities. Coaching and mentoring become very important practices within a
    global organization and are especially helpful for cross-cultural situations and international assignments. Key
    topics found in global employee learning development include (1) management of virtual teams and global
    team building, (2) cross-cultural awareness, (3) issues related to laws, ethics, and organizational values, and
    (4) international assignment preparation.

    Given the influence of culture in global enterprises, Tarique et al. (2015) suggests seven imperatives to
    effective global employee learning and development, which are.

    1. Think and act globally: Global organizations must consider all of the critical localities and markets of
    the world—not only those at home—during strategic, business, and organizational development
    planning.

    2. Become a central global learning organization: Global learning organizations must have the capacity
    and the desire to gather knowledge and learn from all cultures, at all times, and in all possible ways.

    3. Focus on the global system: There should be an encouragement of cross-cultural, cross-border,
    cross-functional, and interdisciplinary information sharing. Efforts in organizational development
    should focus on breaking down barriers and silos among different cultural groups within the
    organization with a focus on the global system and not just its parts.

    4. Develop global leadership skills: There should be an awareness that global leadership requires the
    use of a specific set of skills and competencies that are different than those within a domestic
    marketplace.

    5. Empower teams to create a global future: Organizations should encourage teams to work on cross-
    cultural collaborations in problem-solving and the management of critical organizational problems.

    6. Make learning a core competency for the global organization: There should be a development of a
    core global competency where there are elements of global mindset, cultural intelligence, and skill in
    dilemma reconciliation.

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE

    Title

    7. Make development a cornerstone strategy, and regularly reinvent the organization: There is a
    continual development of organizational learning, which is a cornerstone for all strategic and planning
    activities.

    Within global organizations, those responsible for the design, development, and delivery of cross-cultural and
    cross-border training and development programs must operate in the context of two critical influences:
    strategic orientation (i.e., how the organization navigates the path between global integration and local
    variation) and buy-in and support from stakeholders. These two factors will have a strong impact for all
    aspects of the training and development process of a global enterprise.

    Cultural Influences on Training Development

    The way that local cultures will respond and perceive various learning activities is an important factor for
    training professionals to consider. The concepts of cultural dimensions, such as high- or low-power distance,
    have a profound effect on the selection of learning activities. For example, in high-power distance cultures,
    training that is highly structured, hands-on, in-house, and conducted by managers and supervisors may be
    preferred. However, low-power distance cultures may prefer a collaborative style of learning where the
    learners get to interact with their instructors, and learners are expected to actively participate in the training.

    National, organizational, and professional culture will undoubtedly have an influence on the training program
    during development. Global human resources and training professionals must take into consideration a few
    factors when incorporating learning methodologies as they manage the training development process. One
    factor is that we must take into consideration how the local culture will view the training and educational
    process. For example, in a number of Asian cultures education and training are determined within a high-
    power distance context where training happens from the top down, meaning leadership or those highly
    qualified to train will deliver the training. Training takes an authoritative context in this case. A second factor to
    take into consideration is how the members of the local culture will perceive the leader/instructor and his or
    her expectations. In many cultures, the instructor is expected to act and is perceived as an expert. The third
    factor is that global training professionals must consider how members of the local culture will perceive the
    role of the learner. Program participation, individual learning activities, and the overall success of a training
    program can be heavily influenced by the cultural expectations regarding the status and behavior of the
    learner.

    If adequate considerations for cultural consequences are not included when creating training from one culture
    and delivering it to another culture, the training may not yield success, and learning will likely be limited.

    Translation and Interpretation

    Key considerations should be made regarding the translation and interpretation of training material. Although
    some circles may use the terms translation and interpretation interchangeably, the terms actually differ from
    one another. Translation is the conversion of the written word from one language to another. The key factor is
    the customization to the local culture. Interpretation is where the spoken word is translated into another
    language.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE

    Title

    The legislation of some countries often mandates that all employee-related material be translated into the
    local language. Many organizations already utilize translation services for their intranet, website, and
    employee communications. These same services can also be used in the translation of training programs and
    materials. The benefits of translating training programs to ensure better participant understanding and
    retention far outweigh the costs associated with translation.

    Current advances in technology have aided in translation by making the process more efficient. Training
    professionals should understand that different translation contractors and vendors have varying areas of
    strengths and weaknesses. One vendor may have robust technical capabilities but may have very little
    experience in the actual translation implementation. In contrast, they may have much experience in
    translating some languages but very limited experience with others. It is then important for the training
    professional to identify the language standards used when evaluating translation vendors or contractors. A
    good practice could be having a local representative review a sample translation before making a final
    selection on vendor choice.

    On the other hand, in terms of interpretation services, interpreters must be highly skilled. Not only must these
    interpreters be able to deliver actual presentations and speeches, but they must also be skilled enough to
    respond to real-time questions that cannot be anticipated but must be interpreted immediately.

    Interpretation services can also be very helpful when it comes to interpreting training content for virtual
    training sessions. Some cultures are very different in their level of interaction as it relates to virtual training.
    For example, while there may be a great deal of engagement and interaction among Western participants in a
    virtual training session, many Eastern countries may take a more teacher-learner approach and will wait until
    the training has been completed to ask questions and participate (Shorney, 2013). Interpreters can help an
    organization navigate through these cultural differences.

    Recommendations for Trainers in Multicultural Context

    For global trainers, it can be very challenging to train across cultural differences where the learners have a
    different culture than that of the trainers. What is even more challenging is managing learners from different
    cultures in the same training event. Hence, it is important that trainers be skilled in approaching the group in a
    manner that will be appealing to all groups and offend none. Some of the difficulties that may arise when
    training across cultures, such as:

    • In some cultures, managers may not want to display difficulty in comprehending the content if their
    subordinates are in the same training session.

    • In a training program with mixed cultures, one culture may dominate and diminish the experience for
    learners from another culture.

    HRM 6303, Training and Development 5

    UNIT x STUDY GUIDE

    Title

    • A trainer may behave in a way that is too informal or may make self-deprecating remarks, which may
    damage the credibility of the trainer in the eyes of some cultures.

    • Language can become an issue if the trainer uses unfamiliar colloquialisms or speaks too quickly.

    These challenges are common among global organizations and have caused many training programs to
    falter. According to Shorney (2013), some of the recommendations to combat these difficulties are:

    It is important for the trainer to have a good grasp of the local customs when designing and delivering training.
    Some organizations will work with local representatives to obtain consultation on how to best introduce
    content to a particular culture. As mentioned prior, there are some translation and interpretation services that
    will add this as a part of the services provided in addition to translating or interpreting material.

    Conclusion

    This unit has highlighted the importance of understanding cultural influences on learning and development in
    global and local organizations, along with what critical factors are effective for global employee learning and
    development. It is also important to note the concept of cultural dimensions. In this unit, we learned that in
    high-power distance cultures, training that is highly structured, hands-on, in-house, and conducted by
    managers and supervisors may be preferred. However, low-power distance cultures may prefer a
    collaborative style of learning in which the learners get to interact with their instructors, and learners are
    expected to actively participate in the training. Therefore, cultural competence is ultimately the key when
    developing and facilitating a learning and development strategy on both a global and local level.

    References

    Shorney, N. (2013, Summer). Cultural differences in training. Training Industry Quarterly. http://www.cedma-

    europe.org/newsletter%20articles/TrainingOutsourcing/Cultural%20Differences%20in%20Training%2
    0(Jun%2013).pdf

    Tarique, I., Briscoe, D., & Schuler, R. (2015). International human resources management: Policies and

    practices for multinational enterprises (5th ed.). Rutledge.

    • Research the customs of all the different groups that will participate in a training program.

    • Treat each training participant with equal seriousness and courtesy.

    • Keep a professional manner until a level of informality seems to be acceptable to a training group.

    • Stay aware of culturally defined needs and feelings such as saving face to avoid the perceived
    humiliation of not knowing the content presented.

    • Diligently work on engaging all learners, and make sure everyone participates.

    **## UnitVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Evaluate delivery methods for global training needs.

    5. Synthesize cultural influences on learning and development in an organization.

    5.1 Summarize personal professional training and development experiences.
    5.2 Apply personal career experiences to a leadership scenario.
    5.3 Discuss professional training and development strategies for a global business.

    8. Analyze the role of training and development in organizations.

    8.1 Discuss the relationship between learner and trainer.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Armstrong, S. J., & Yan, L. (2017, March). A study of Anglo expatriate managers’ learning, knowledge

    acquisition, and adjustment in multinational companies in China. Academy of Management Learning
    & Education, 16(1), 1–22.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=122238318&site=ehost-live&scope=site

    Hutchings, K., Zhu, C., Cooper, B., Zhang, Y., & Shao, S. (July 2009). Perceptions of the effectiveness of

    training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource
    Development International, 12(3), 279–296.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=43387988&site=eds-live&scope=site

    Khan, S. R., & Khan, I. A. (2015). Understanding ethnicity and national culture: A theoretical perspective on

    knowledge management in the organization. Knowledge and Process Management, 22(1), 51–61.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=100988860&site=ehost-live&scope=site

    Siddique, C. M. (2017). National culture and the learning organization. Management Research Review, 40(2),

    142–164.
    https://libraryresources.columbiasouthern.edu/login?url=https://www.proquest.com/scholarly-
    journals/national-culture-learning-organization/docview/1865678673/se-2?accountid=33337

    Unit Lesson

    Introduction

    Many global organizations strive to cultivate both local and global channels for finding key talent and for
    developing their workforce. Cultural differences can have a substantial influence on the way learning and
    development are implemented. In this unit, we will examine what the cultural influences are on learning and
    development, and we will highlight how cultural competence and cross-cultural awareness are critical factors

    UNIT V STUDY GUIDE

    Cultural Influences on Learning
    and Development

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE

    Title

    that must be included for any successful global and local learning development strategy. This unit will take an
    in-depth look at learning and development on various levels.

    Learning and Development in Global Organizations

    In most cases, high-potential employees are often selected for international assignments to broaden
    management and leadership capabilities. Coaching and mentoring become very important practices within a
    global organization and are especially helpful for cross-cultural situations and international assignments. Key
    topics found in global employee learning development include (1) management of virtual teams and global
    team building, (2) cross-cultural awareness, (3) issues related to laws, ethics, and organizational values, and
    (4) international assignment preparation.

    Given the influence of culture in global enterprises, Tarique et al. (2015) suggests seven imperatives to
    effective global employee learning and development, which are.

    1. Think and act globally: Global organizations must consider all of the critical localities and markets of
    the world—not only those at home—during strategic, business, and organizational development
    planning.

    2. Become a central global learning organization: Global learning organizations must have the capacity
    and the desire to gather knowledge and learn from all cultures, at all times, and in all possible ways.

    3. Focus on the global system: There should be an encouragement of cross-cultural, cross-border,
    cross-functional, and interdisciplinary information sharing. Efforts in organizational development
    should focus on breaking down barriers and silos among different cultural groups within the
    organization with a focus on the global system and not just its parts.

    4. Develop global leadership skills: There should be an awareness that global leadership requires the
    use of a specific set of skills and competencies that are different than those within a domestic
    marketplace.

    5. Empower teams to create a global future: Organizations should encourage teams to work on cross-
    cultural collaborations in problem-solving and the management of critical organizational problems.

    6. Make learning a core competency for the global organization: There should be a development of a
    core global competency where there are elements of global mindset, cultural intelligence, and skill in
    dilemma reconciliation.

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE

    Title

    7. Make development a cornerstone strategy, and regularly reinvent the organization: There is a
    continual development of organizational learning, which is a cornerstone for all strategic and planning
    activities.

    Within global organizations, those responsible for the design, development, and delivery of cross-cultural and
    cross-border training and development programs must operate in the context of two critical influences:
    strategic orientation (i.e., how the organization navigates the path between global integration and local
    variation) and buy-in and support from stakeholders. These two factors will have a strong impact for all
    aspects of the training and development process of a global enterprise.

    Cultural Influences on Training Development

    The way that local cultures will respond and perceive various learning activities is an important factor for
    training professionals to consider. The concepts of cultural dimensions, such as high- or low-power distance,
    have a profound effect on the selection of learning activities. For example, in high-power distance cultures,
    training that is highly structured, hands-on, in-house, and conducted by managers and supervisors may be
    preferred. However, low-power distance cultures may prefer a collaborative style of learning where the
    learners get to interact with their instructors, and learners are expected to actively participate in the training.

    National, organizational, and professional culture will undoubtedly have an influence on the training program
    during development. Global human resources and training professionals must take into consideration a few
    factors when incorporating learning methodologies as they manage the training development process. One
    factor is that we must take into consideration how the local culture will view the training and educational
    process. For example, in a number of Asian cultures education and training are determined within a high-
    power distance context where training happens from the top down, meaning leadership or those highly
    qualified to train will deliver the training. Training takes an authoritative context in this case. A second factor to
    take into consideration is how the members of the local culture will perceive the leader/instructor and his or
    her expectations. In many cultures, the instructor is expected to act and is perceived as an expert. The third
    factor is that global training professionals must consider how members of the local culture will perceive the
    role of the learner. Program participation, individual learning activities, and the overall success of a training
    program can be heavily influenced by the cultural expectations regarding the status and behavior of the
    learner.

    If adequate considerations for cultural consequences are not included when creating training from one culture
    and delivering it to another culture, the training may not yield success, and learning will likely be limited.

    Translation and Interpretation

    Key considerations should be made regarding the translation and interpretation of training material. Although
    some circles may use the terms translation and interpretation interchangeably, the terms actually differ from
    one another. Translation is the conversion of the written word from one language to another. The key factor is
    the customization to the local culture. Interpretation is where the spoken word is translated into another
    language.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE

    Title

    The legislation of some countries often mandates that all employee-related material be translated into the
    local language. Many organizations already utilize translation services for their intranet, website, and
    employee communications. These same services can also be used in the translation of training programs and
    materials. The benefits of translating training programs to ensure better participant understanding and
    retention far outweigh the costs associated with translation.

    Current advances in technology have aided in translation by making the process more efficient. Training
    professionals should understand that different translation contractors and vendors have varying areas of
    strengths and weaknesses. One vendor may have robust technical capabilities but may have very little
    experience in the actual translation implementation. In contrast, they may have much experience in
    translating some languages but very limited experience with others. It is then important for the training
    professional to identify the language standards used when evaluating translation vendors or contractors. A
    good practice could be having a local representative review a sample translation before making a final
    selection on vendor choice.

    On the other hand, in terms of interpretation services, interpreters must be highly skilled. Not only must these
    interpreters be able to deliver actual presentations and speeches, but they must also be skilled enough to
    respond to real-time questions that cannot be anticipated but must be interpreted immediately.

    Interpretation services can also be very helpful when it comes to interpreting training content for virtual
    training sessions. Some cultures are very different in their level of interaction as it relates to virtual training.
    For example, while there may be a great deal of engagement and interaction among Western participants in a
    virtual training session, many Eastern countries may take a more teacher-learner approach and will wait until
    the training has been completed to ask questions and participate (Shorney, 2013). Interpreters can help an
    organization navigate through these cultural differences.

    Recommendations for Trainers in Multicultural Context

    For global trainers, it can be very challenging to train across cultural differences where the learners have a
    different culture than that of the trainers. What is even more challenging is managing learners from different
    cultures in the same training event. Hence, it is important that trainers be skilled in approaching the group in a
    manner that will be appealing to all groups and offend none. Some of the difficulties that may arise when
    training across cultures, such as:

    • In some cultures, managers may not want to display difficulty in comprehending the content if their
    subordinates are in the same training session.

    • In a training program with mixed cultures, one culture may dominate and diminish the experience for
    learners from another culture.

    HRM 6303, Training and Development 5

    UNIT x STUDY GUIDE

    Title

    • A trainer may behave in a way that is too informal or may make self-deprecating remarks, which may
    damage the credibility of the trainer in the eyes of some cultures.

    • Language can become an issue if the trainer uses unfamiliar colloquialisms or speaks too quickly.

    These challenges are common among global organizations and have caused many training programs to
    falter. According to Shorney (2013), some of the recommendations to combat these difficulties are:

    It is important for the trainer to have a good grasp of the local customs when designing and delivering training.
    Some organizations will work with local representatives to obtain consultation on how to best introduce
    content to a particular culture. As mentioned prior, there are some translation and interpretation services that
    will add this as a part of the services provided in addition to translating or interpreting material.

    Conclusion

    This unit has highlighted the importance of understanding cultural influences on learning and development in
    global and local organizations, along with what critical factors are effective for global employee learning and
    development. It is also important to note the concept of cultural dimensions. In this unit, we learned that in
    high-power distance cultures, training that is highly structured, hands-on, in-house, and conducted by
    managers and supervisors may be preferred. However, low-power distance cultures may prefer a
    collaborative style of learning in which the learners get to interact with their instructors, and learners are
    expected to actively participate in the training. Therefore, cultural competence is ultimately the key when
    developing and facilitating a learning and development strategy on both a global and local level.

    References

    Shorney, N. (2013, Summer). Cultural differences in training. Training Industry Quarterly. http://www.cedma-

    europe.org/newsletter%20articles/TrainingOutsourcing/Cultural%20Differences%20in%20Training%2
    0(Jun%2013).pdf

    Tarique, I., Briscoe, D., & Schuler, R. (2015). International human resources management: Policies and

    practices for multinational enterprises (5th ed.). Rutledge.

    • Research the customs of all the different groups that will participate in a training program.

    • Treat each training participant with equal seriousness and courtesy.

    • Keep a professional manner until a level of informality seems to be acceptable to a training group.

    • Stay aware of culturally defined needs and feelings such as saving face to avoid the perceived
    humiliation of not knowing the content presented.

    • Diligently work on engaging all learners, and make sure everyone participates.

    **## TrainingandDevelopmentHRM6303UnitVDB.docx**

    2

    Training and Development HRM 6303 Unit V DB

    Initial post to be a minimum of 500 words in length and at least one supporting reference.

    How has culture influenced your experience in a learning environment? Can you share any examples?

    **## UnitVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Evaluate delivery methods for global training needs.

    5. Synthesize cultural influences on learning and development in an organization.

    5.1 Summarize personal professional training and development experiences.
    5.2 Apply personal career experiences to a leadership scenario.
    5.3 Discuss professional training and development strategies for a global business.

    8. Analyze the role of training and development in organizations.

    8.1 Discuss the relationship between learner and trainer.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Armstrong, S. J., & Yan, L. (2017, March). A study of Anglo expatriate managers’ learning, knowledge

    acquisition, and adjustment in multinational companies in China. Academy of Management Learning
    & Education, 16(1), 1–22.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=122238318&site=ehost-live&scope=site

    Hutchings, K., Zhu, C., Cooper, B., Zhang, Y., & Shao, S. (July 2009). Perceptions of the effectiveness of

    training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource
    Development International, 12(3), 279–296.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=43387988&site=eds-live&scope=site

    Khan, S. R., & Khan, I. A. (2015). Understanding ethnicity and national culture: A theoretical perspective on

    knowledge management in the organization. Knowledge and Process Management, 22(1), 51–61.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=100988860&site=ehost-live&scope=site

    Siddique, C. M. (2017). National culture and the learning organization. Management Research Review, 40(2),

    142–164.
    https://libraryresources.columbiasouthern.edu/login?url=https://www.proquest.com/scholarly-
    journals/national-culture-learning-organization/docview/1865678673/se-2?accountid=33337

    Unit Lesson

    Introduction

    Many global organizations strive to cultivate both local and global channels for finding key talent and for
    developing their workforce. Cultural differences can have a substantial influence on the way learning and
    development are implemented. In this unit, we will examine what the cultural influences are on learning and
    development, and we will highlight how cultural competence and cross-cultural awareness are critical factors

    UNIT V STUDY GUIDE

    Cultural Influences on Learning
    and Development

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE

    Title

    that must be included for any successful global and local learning development strategy. This unit will take an
    in-depth look at learning and development on various levels.

    Learning and Development in Global Organizations

    In most cases, high-potential employees are often selected for international assignments to broaden
    management and leadership capabilities. Coaching and mentoring become very important practices within a
    global organization and are especially helpful for cross-cultural situations and international assignments. Key
    topics found in global employee learning development include (1) management of virtual teams and global
    team building, (2) cross-cultural awareness, (3) issues related to laws, ethics, and organizational values, and
    (4) international assignment preparation.

    Given the influence of culture in global enterprises, Tarique et al. (2015) suggests seven imperatives to
    effective global employee learning and development, which are.

    1. Think and act globally: Global organizations must consider all of the critical localities and markets of
    the world—not only those at home—during strategic, business, and organizational development
    planning.

    2. Become a central global learning organization: Global learning organizations must have the capacity
    and the desire to gather knowledge and learn from all cultures, at all times, and in all possible ways.

    3. Focus on the global system: There should be an encouragement of cross-cultural, cross-border,
    cross-functional, and interdisciplinary information sharing. Efforts in organizational development
    should focus on breaking down barriers and silos among different cultural groups within the
    organization with a focus on the global system and not just its parts.

    4. Develop global leadership skills: There should be an awareness that global leadership requires the
    use of a specific set of skills and competencies that are different than those within a domestic
    marketplace.

    5. Empower teams to create a global future: Organizations should encourage teams to work on cross-
    cultural collaborations in problem-solving and the management of critical organizational problems.

    6. Make learning a core competency for the global organization: There should be a development of a
    core global competency where there are elements of global mindset, cultural intelligence, and skill in
    dilemma reconciliation.

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE

    Title

    7. Make development a cornerstone strategy, and regularly reinvent the organization: There is a
    continual development of organizational learning, which is a cornerstone for all strategic and planning
    activities.

    Within global organizations, those responsible for the design, development, and delivery of cross-cultural and
    cross-border training and development programs must operate in the context of two critical influences:
    strategic orientation (i.e., how the organization navigates the path between global integration and local
    variation) and buy-in and support from stakeholders. These two factors will have a strong impact for all
    aspects of the training and development process of a global enterprise.

    Cultural Influences on Training Development

    The way that local cultures will respond and perceive various learning activities is an important factor for
    training professionals to consider. The concepts of cultural dimensions, such as high- or low-power distance,
    have a profound effect on the selection of learning activities. For example, in high-power distance cultures,
    training that is highly structured, hands-on, in-house, and conducted by managers and supervisors may be
    preferred. However, low-power distance cultures may prefer a collaborative style of learning where the
    learners get to interact with their instructors, and learners are expected to actively participate in the training.

    National, organizational, and professional culture will undoubtedly have an influence on the training program
    during development. Global human resources and training professionals must take into consideration a few
    factors when incorporating learning methodologies as they manage the training development process. One
    factor is that we must take into consideration how the local culture will view the training and educational
    process. For example, in a number of Asian cultures education and training are determined within a high-
    power distance context where training happens from the top down, meaning leadership or those highly
    qualified to train will deliver the training. Training takes an authoritative context in this case. A second factor to
    take into consideration is how the members of the local culture will perceive the leader/instructor and his or
    her expectations. In many cultures, the instructor is expected to act and is perceived as an expert. The third
    factor is that global training professionals must consider how members of the local culture will perceive the
    role of the learner. Program participation, individual learning activities, and the overall success of a training
    program can be heavily influenced by the cultural expectations regarding the status and behavior of the
    learner.

    If adequate considerations for cultural consequences are not included when creating training from one culture
    and delivering it to another culture, the training may not yield success, and learning will likely be limited.

    Translation and Interpretation

    Key considerations should be made regarding the translation and interpretation of training material. Although
    some circles may use the terms translation and interpretation interchangeably, the terms actually differ from
    one another. Translation is the conversion of the written word from one language to another. The key factor is
    the customization to the local culture. Interpretation is where the spoken word is translated into another
    language.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE

    Title

    The legislation of some countries often mandates that all employee-related material be translated into the
    local language. Many organizations already utilize translation services for their intranet, website, and
    employee communications. These same services can also be used in the translation of training programs and
    materials. The benefits of translating training programs to ensure better participant understanding and
    retention far outweigh the costs associated with translation.

    Current advances in technology have aided in translation by making the process more efficient. Training
    professionals should understand that different translation contractors and vendors have varying areas of
    strengths and weaknesses. One vendor may have robust technical capabilities but may have very little
    experience in the actual translation implementation. In contrast, they may have much experience in
    translating some languages but very limited experience with others. It is then important for the training
    professional to identify the language standards used when evaluating translation vendors or contractors. A
    good practice could be having a local representative review a sample translation before making a final
    selection on vendor choice.

    On the other hand, in terms of interpretation services, interpreters must be highly skilled. Not only must these
    interpreters be able to deliver actual presentations and speeches, but they must also be skilled enough to
    respond to real-time questions that cannot be anticipated but must be interpreted immediately.

    Interpretation services can also be very helpful when it comes to interpreting training content for virtual
    training sessions. Some cultures are very different in their level of interaction as it relates to virtual training.
    For example, while there may be a great deal of engagement and interaction among Western participants in a
    virtual training session, many Eastern countries may take a more teacher-learner approach and will wait until
    the training has been completed to ask questions and participate (Shorney, 2013). Interpreters can help an
    organization navigate through these cultural differences.

    Recommendations for Trainers in Multicultural Context

    For global trainers, it can be very challenging to train across cultural differences where the learners have a
    different culture than that of the trainers. What is even more challenging is managing learners from different
    cultures in the same training event. Hence, it is important that trainers be skilled in approaching the group in a
    manner that will be appealing to all groups and offend none. Some of the difficulties that may arise when
    training across cultures, such as:

    • In some cultures, managers may not want to display difficulty in comprehending the content if their
    subordinates are in the same training session.

    • In a training program with mixed cultures, one culture may dominate and diminish the experience for
    learners from another culture.

    HRM 6303, Training and Development 5

    UNIT x STUDY GUIDE

    Title

    • A trainer may behave in a way that is too informal or may make self-deprecating remarks, which may
    damage the credibility of the trainer in the eyes of some cultures.

    • Language can become an issue if the trainer uses unfamiliar colloquialisms or speaks too quickly.

    These challenges are common among global organizations and have caused many training programs to
    falter. According to Shorney (2013), some of the recommendations to combat these difficulties are:

    It is important for the trainer to have a good grasp of the local customs when designing and delivering training.
    Some organizations will work with local representatives to obtain consultation on how to best introduce
    content to a particular culture. As mentioned prior, there are some translation and interpretation services that
    will add this as a part of the services provided in addition to translating or interpreting material.

    Conclusion

    This unit has highlighted the importance of understanding cultural influences on learning and development in
    global and local organizations, along with what critical factors are effective for global employee learning and
    development. It is also important to note the concept of cultural dimensions. In this unit, we learned that in
    high-power distance cultures, training that is highly structured, hands-on, in-house, and conducted by
    managers and supervisors may be preferred. However, low-power distance cultures may prefer a
    collaborative style of learning in which the learners get to interact with their instructors, and learners are
    expected to actively participate in the training. Therefore, cultural competence is ultimately the key when
    developing and facilitating a learning and development strategy on both a global and local level.

    References

    Shorney, N. (2013, Summer). Cultural differences in training. Training Industry Quarterly. http://www.cedma-

    europe.org/newsletter%20articles/TrainingOutsourcing/Cultural%20Differences%20in%20Training%2
    0(Jun%2013).pdf

    Tarique, I., Briscoe, D., & Schuler, R. (2015). International human resources management: Policies and

    practices for multinational enterprises (5th ed.). Rutledge.

    • Research the customs of all the different groups that will participate in a training program.

    • Treat each training participant with equal seriousness and courtesy.

    • Keep a professional manner until a level of informality seems to be acceptable to a training group.

    • Stay aware of culturally defined needs and feelings such as saving face to avoid the perceived
    humiliation of not knowing the content presented.

    • Diligently work on engaging all learners, and make sure everyone participates.

    **## TrainingandDevelopmentHRM6303UnitVDB.docx**

    2

    Training and Development HRM 6303 Unit V DB

    Initial post to be a minimum of 500 words in length and at least one supporting reference.

    How has culture influenced your experience in a learning environment? Can you share any examples?

    **## UnitVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Evaluate delivery methods for global training needs.

    5. Synthesize cultural influences on learning and development in an organization.

    5.1 Summarize personal professional training and development experiences.
    5.2 Apply personal career experiences to a leadership scenario.
    5.3 Discuss professional training and development strategies for a global business.

    8. Analyze the role of training and development in organizations.

    8.1 Discuss the relationship between learner and trainer.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Armstrong, S. J., & Yan, L. (2017, March). A study of Anglo expatriate managers’ learning, knowledge

    acquisition, and adjustment in multinational companies in China. Academy of Management Learning
    & Education, 16(1), 1–22.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=122238318&site=ehost-live&scope=site

    Hutchings, K., Zhu, C., Cooper, B., Zhang, Y., & Shao, S. (July 2009). Perceptions of the effectiveness of

    training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource
    Development International, 12(3), 279–296.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=43387988&site=eds-live&scope=site

    Khan, S. R., & Khan, I. A. (2015). Understanding ethnicity and national culture: A theoretical perspective on

    knowledge management in the organization. Knowledge and Process Management, 22(1), 51–61.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=100988860&site=ehost-live&scope=site

    Siddique, C. M. (2017). National culture and the learning organization. Management Research Review, 40(2),

    142–164.
    https://libraryresources.columbiasouthern.edu/login?url=https://www.proquest.com/scholarly-
    journals/national-culture-learning-organization/docview/1865678673/se-2?accountid=33337

    Unit Lesson

    Introduction

    Many global organizations strive to cultivate both local and global channels for finding key talent and for
    developing their workforce. Cultural differences can have a substantial influence on the way learning and
    development are implemented. In this unit, we will examine what the cultural influences are on learning and
    development, and we will highlight how cultural competence and cross-cultural awareness are critical factors

    UNIT V STUDY GUIDE

    Cultural Influences on Learning
    and Development

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE

    Title

    that must be included for any successful global and local learning development strategy. This unit will take an
    in-depth look at learning and development on various levels.

    Learning and Development in Global Organizations

    In most cases, high-potential employees are often selected for international assignments to broaden
    management and leadership capabilities. Coaching and mentoring become very important practices within a
    global organization and are especially helpful for cross-cultural situations and international assignments. Key
    topics found in global employee learning development include (1) management of virtual teams and global
    team building, (2) cross-cultural awareness, (3) issues related to laws, ethics, and organizational values, and
    (4) international assignment preparation.

    Given the influence of culture in global enterprises, Tarique et al. (2015) suggests seven imperatives to
    effective global employee learning and development, which are.

    1. Think and act globally: Global organizations must consider all of the critical localities and markets of
    the world—not only those at home—during strategic, business, and organizational development
    planning.

    2. Become a central global learning organization: Global learning organizations must have the capacity
    and the desire to gather knowledge and learn from all cultures, at all times, and in all possible ways.

    3. Focus on the global system: There should be an encouragement of cross-cultural, cross-border,
    cross-functional, and interdisciplinary information sharing. Efforts in organizational development
    should focus on breaking down barriers and silos among different cultural groups within the
    organization with a focus on the global system and not just its parts.

    4. Develop global leadership skills: There should be an awareness that global leadership requires the
    use of a specific set of skills and competencies that are different than those within a domestic
    marketplace.

    5. Empower teams to create a global future: Organizations should encourage teams to work on cross-
    cultural collaborations in problem-solving and the management of critical organizational problems.

    6. Make learning a core competency for the global organization: There should be a development of a
    core global competency where there are elements of global mindset, cultural intelligence, and skill in
    dilemma reconciliation.

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE

    Title

    7. Make development a cornerstone strategy, and regularly reinvent the organization: There is a
    continual development of organizational learning, which is a cornerstone for all strategic and planning
    activities.

    Within global organizations, those responsible for the design, development, and delivery of cross-cultural and
    cross-border training and development programs must operate in the context of two critical influences:
    strategic orientation (i.e., how the organization navigates the path between global integration and local
    variation) and buy-in and support from stakeholders. These two factors will have a strong impact for all
    aspects of the training and development process of a global enterprise.

    Cultural Influences on Training Development

    The way that local cultures will respond and perceive various learning activities is an important factor for
    training professionals to consider. The concepts of cultural dimensions, such as high- or low-power distance,
    have a profound effect on the selection of learning activities. For example, in high-power distance cultures,
    training that is highly structured, hands-on, in-house, and conducted by managers and supervisors may be
    preferred. However, low-power distance cultures may prefer a collaborative style of learning where the
    learners get to interact with their instructors, and learners are expected to actively participate in the training.

    National, organizational, and professional culture will undoubtedly have an influence on the training program
    during development. Global human resources and training professionals must take into consideration a few
    factors when incorporating learning methodologies as they manage the training development process. One
    factor is that we must take into consideration how the local culture will view the training and educational
    process. For example, in a number of Asian cultures education and training are determined within a high-
    power distance context where training happens from the top down, meaning leadership or those highly
    qualified to train will deliver the training. Training takes an authoritative context in this case. A second factor to
    take into consideration is how the members of the local culture will perceive the leader/instructor and his or
    her expectations. In many cultures, the instructor is expected to act and is perceived as an expert. The third
    factor is that global training professionals must consider how members of the local culture will perceive the
    role of the learner. Program participation, individual learning activities, and the overall success of a training
    program can be heavily influenced by the cultural expectations regarding the status and behavior of the
    learner.

    If adequate considerations for cultural consequences are not included when creating training from one culture
    and delivering it to another culture, the training may not yield success, and learning will likely be limited.

    Translation and Interpretation

    Key considerations should be made regarding the translation and interpretation of training material. Although
    some circles may use the terms translation and interpretation interchangeably, the terms actually differ from
    one another. Translation is the conversion of the written word from one language to another. The key factor is
    the customization to the local culture. Interpretation is where the spoken word is translated into another
    language.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE

    Title

    The legislation of some countries often mandates that all employee-related material be translated into the
    local language. Many organizations already utilize translation services for their intranet, website, and
    employee communications. These same services can also be used in the translation of training programs and
    materials. The benefits of translating training programs to ensure better participant understanding and
    retention far outweigh the costs associated with translation.

    Current advances in technology have aided in translation by making the process more efficient. Training
    professionals should understand that different translation contractors and vendors have varying areas of
    strengths and weaknesses. One vendor may have robust technical capabilities but may have very little
    experience in the actual translation implementation. In contrast, they may have much experience in
    translating some languages but very limited experience with others. It is then important for the training
    professional to identify the language standards used when evaluating translation vendors or contractors. A
    good practice could be having a local representative review a sample translation before making a final
    selection on vendor choice.

    On the other hand, in terms of interpretation services, interpreters must be highly skilled. Not only must these
    interpreters be able to deliver actual presentations and speeches, but they must also be skilled enough to
    respond to real-time questions that cannot be anticipated but must be interpreted immediately.

    Interpretation services can also be very helpful when it comes to interpreting training content for virtual
    training sessions. Some cultures are very different in their level of interaction as it relates to virtual training.
    For example, while there may be a great deal of engagement and interaction among Western participants in a
    virtual training session, many Eastern countries may take a more teacher-learner approach and will wait until
    the training has been completed to ask questions and participate (Shorney, 2013). Interpreters can help an
    organization navigate through these cultural differences.

    Recommendations for Trainers in Multicultural Context

    For global trainers, it can be very challenging to train across cultural differences where the learners have a
    different culture than that of the trainers. What is even more challenging is managing learners from different
    cultures in the same training event. Hence, it is important that trainers be skilled in approaching the group in a
    manner that will be appealing to all groups and offend none. Some of the difficulties that may arise when
    training across cultures, such as:

    • In some cultures, managers may not want to display difficulty in comprehending the content if their
    subordinates are in the same training session.

    • In a training program with mixed cultures, one culture may dominate and diminish the experience for
    learners from another culture.

    HRM 6303, Training and Development 5

    UNIT x STUDY GUIDE

    Title

    • A trainer may behave in a way that is too informal or may make self-deprecating remarks, which may
    damage the credibility of the trainer in the eyes of some cultures.

    • Language can become an issue if the trainer uses unfamiliar colloquialisms or speaks too quickly.

    These challenges are common among global organizations and have caused many training programs to
    falter. According to Shorney (2013), some of the recommendations to combat these difficulties are:

    It is important for the trainer to have a good grasp of the local customs when designing and delivering training.
    Some organizations will work with local representatives to obtain consultation on how to best introduce
    content to a particular culture. As mentioned prior, there are some translation and interpretation services that
    will add this as a part of the services provided in addition to translating or interpreting material.

    Conclusion

    This unit has highlighted the importance of understanding cultural influences on learning and development in
    global and local organizations, along with what critical factors are effective for global employee learning and
    development. It is also important to note the concept of cultural dimensions. In this unit, we learned that in
    high-power distance cultures, training that is highly structured, hands-on, in-house, and conducted by
    managers and supervisors may be preferred. However, low-power distance cultures may prefer a
    collaborative style of learning in which the learners get to interact with their instructors, and learners are
    expected to actively participate in the training. Therefore, cultural competence is ultimately the key when
    developing and facilitating a learning and development strategy on both a global and local level.

    References

    Shorney, N. (2013, Summer). Cultural differences in training. Training Industry Quarterly. http://www.cedma-

    europe.org/newsletter%20articles/TrainingOutsourcing/Cultural%20Differences%20in%20Training%2
    0(Jun%2013).pdf

    Tarique, I., Briscoe, D., & Schuler, R. (2015). International human resources management: Policies and

    practices for multinational enterprises (5th ed.). Rutledge.

    • Research the customs of all the different groups that will participate in a training program.

    • Treat each training participant with equal seriousness and courtesy.

    • Keep a professional manner until a level of informality seems to be acceptable to a training group.

    • Stay aware of culturally defined needs and feelings such as saving face to avoid the perceived
    humiliation of not knowing the content presented.

    • Diligently work on engaging all learners, and make sure everyone participates.

    – 1
    – 2

  • [Solved] ACC 5301 IV A

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    – ## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx – ## UnitIV_ResearchReport_Template.docx – ## UnitIVStudyGuide.pdf **## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx** 2 Management Applications of Accounting ACC 5301 Unit IV Assignment This assignment measures …

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    – ## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx

    – ## UnitIV_ResearchReport_Template.docx

    – ## UnitIVStudyGuide.pdf

    **## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx**

    2

    Management Applications of Accounting ACC 5301 Unit IV Assignment

    This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.

    **Assignment Objective**: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.

    In the assignment you will do the following:

    1. Compare and contrast basic U.S. and international financial accounting standards.

    2. Explain how key international factors affect business reporting.

    3. Identify key compliance and regulatory requirements.

    **Length**: Using the
    Unit IV Research Report Template, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).

    **References**: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.

    **Details**: First, start the report with an introduction section, per the assignment template provided.

    Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:

    1. Provide the name, location, and accounting standards used for each business.

    2. Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.

    3. Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).

    Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?

    End this report with the key observations and present any future recommendations.

    **Submission**: Save the submission as a Word document and upload the document to Blackboard.

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

    In order to access the following resources, click the links below.

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

    UNIT x STUDY GUIDE

    Title

    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

    In order to access the following resources, click the links below.

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

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    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

    UNIT x STUDY GUIDE

    Title

    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    **## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx**

    2

    Management Applications of Accounting ACC 5301 Unit IV Assignment

    This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.

    **Assignment Objective**: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.

    In the assignment you will do the following:

    1. Compare and contrast basic U.S. and international financial accounting standards.

    2. Explain how key international factors affect business reporting.

    3. Identify key compliance and regulatory requirements.

    **Length**: Using the
    Unit IV Research Report Template, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).

    **References**: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.

    **Details**: First, start the report with an introduction section, per the assignment template provided.

    Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:

    1. Provide the name, location, and accounting standards used for each business.

    2. Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.

    3. Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).

    Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?

    End this report with the key observations and present any future recommendations.

    **Submission**: Save the submission as a Word document and upload the document to Blackboard.

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

    In order to access the following resources, click the links below.

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

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    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

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    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

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    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

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    Suggested Unit Resources

    In order to access the following resources, click the links below.

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    **## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx**

    2

    Management Applications of Accounting ACC 5301 Unit IV Assignment

    This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.

    **Assignment Objective**: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.

    In the assignment you will do the following:

    1. Compare and contrast basic U.S. and international financial accounting standards.

    2. Explain how key international factors affect business reporting.

    3. Identify key compliance and regulatory requirements.

    **Length**: Using the
    Unit IV Research Report Template, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).

    **References**: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.

    **Details**: First, start the report with an introduction section, per the assignment template provided.

    Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:

    1. Provide the name, location, and accounting standards used for each business.

    2. Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.

    3. Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).

    Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?

    End this report with the key observations and present any future recommendations.

    **Submission**: Save the submission as a Word document and upload the document to Blackboard.

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

    In order to access the following resources, click the links below.

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    ACC 5301, Management Applications of Accounting 2

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    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

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    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

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    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

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    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

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    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    – 1
    – 2
    – 3