CLCV 115 Lecture Notes - Golden Fleece, Aegeus, Pelias

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sangriabadger940

19 May 2014

School

University of Illinois

Department

Classical Civilization

Course

CLCV 115

Professor

Trail

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Document Summary

Identify the speaker: she hates her children, feels no joy in seeing them. Her mind is fierce, and she will not endure ill treatment. For mortals the middle is safest, in word and in deed. Too much is too much, and there"s always a danger a god may get angry and ruin your household. A shield three times than go through childbirth once. Medea: you with the grim face, fuming at your husband, Medea, i hereby announce that you must leave this land, an exile, taking with you your two children. Creon: the streams of the holy rivers are flowing backward. Everything runs in reverse justice is upside down. Men"s minds are deceitful, and nothing is settled, not even oaths that are sworn by the gods. Chorus: eros was the one who forced your hand: his arrows, which are inescapable, compelled you to rescue me. Jason: desire, when it comes on too forcefully, never bestows excellence, never makes anyone prestigious.

Related Questions

PLEASE ANSWER ALL THESE QUESTIONS I REALLY NEED THEM.

25. What is the most important discussion of the interdisciplinary team at regularly scheduled meetings.

A. Care access issues

B. Standard dized testing resulting

C. Risk reduction assessment

D. Complaince issues

26. What should be the nurse's primary consideration while allowing for patient autonomy and reducing risk when dealing with end of life care ?

A.stage of illness

B. Cognitive impairment

C. Weight

D. Age

27. Whicn statement from a nurse would indicate good judgment when considering common myths regarding physical restraint use ?

A. Alternatively to physical restraints are unavailable

B. Inadequate staffing causes the need for physical restraint use.

C. Failure to restrain puts individuals at risk for legal liability

D. Risk of falls exists when restraints are used.

28. A 66 year- old patient lives alone and has a BMI of 32, as well as diabetes. As the nurse begins to encourage the patient to increase current levels of physical activity, the nurse should recognize common barriers identified by the elderly. Which barrier to physical activity is least common for the elderly?

A. Finding safe area to walk

B. Swelling of ankles

C. Having pain from arthritis

D. Experience fatigue

29. An 81-year-old patient is a new resident in Hill Side Nursing Home. Upon admission the patient had a Braden score of 17. Which statement would indicate that the RN on duty lacks understanding that the patient is at risk for pressure ulcers?

A. The primary risk factor is immobility.

B. The primary risk factor is a BMI < 24

C. The primary risk factor is polypharmacy

D. The primary risk factor is malnutrition

30. Harriett is a 92-year-old who lives in assisted living; she recently fell and broke her hip. Harriet and her family would like to keep Harriet safe and at the highest level of independence on her return to her accommodations from the hospital. Which action should the nurse take to help Harriet and her family ?

A. Counsel about home safely assessments

B. Tell Harriet to become active in the local Tai Chi program

C. Discuss the rate of unintentional injuries for older aldults

D. Have Harriet and her family request a daily room check by staff

31. Sharron is a 90- year-old female who lived in Asia for most of her life and is a nonnative English speaker. She recently had emergency gallbladder surgery. Which nursing action would be best to do before discharging Sharron back to her accommodations?

A. Explore her use of alternative medicines

B. Explore English as a second language lessons

C. Explore aromatherapy for relaxation purposes

D. Explore counciling for depression options.

32. Agnes is a 77 year old who lost her husband last year and has congestive heart failure. She has a move in with her son Alex. She has been brought to the ER by Alex who says she is short of breath. He doesn't know how long she has been in the state, nor does he know the medication she should be on. What is the nursing priority?

A. Admit and stabilize the patient

B. Call Agne's daughter

C. Contact social services

D. Ask the son if he is overwhelmed

33. Duke is a 90 year old male with Alzheimer's Dementia living in a nursing home. Recently he has been experiencing sun downing. Which solutions should the nurse consider?

A. Restraining the patient in a chair in lobby area where he can see people.

B. Putting the patient in a room by himself with low light and a closed door

C. Giving the patient nonpharmacologic treatments such as putting the patient in a well lit room

D. Giving the patient Alprazolam to calm him down.

34. Ruth is a 75 year old residing in an assisted living facility and is at risk for fluid volume deficit. Which nursing action would ensure the most accurate monitoring of Ruth's fluid status in a co-created plan of care? Choose 2 answer

A. Measure and record fluid intake and output.

B. Check for crackles in the lungs every shift

C. Ask Ruth to weight each day at the same time

D. Take the vital signs assessed every 4 hours.

35. Which activity would be helpful for older adult to engage in to prevent or interrupt the course of frailty?

A. maintaining social relationships

B. Taking a medication for each chronic disease/ disorder

C. Avoiding travel D. Sleeping greater than 10 hours daily.

Q36 What

should the nurse first instruct the older adult to do when the older adult is beginning an exercise program

A Purchase new gym shoes

B work out until you sweat

C Purchase membership at nearby gym D proceed with low intensity and moderat

You are doing a walk-through of the credit and collections function to get an idea of what internal controls exist and where there might be weaknesses. Then, after you finish, you or another member of the audit team will be testing the system to determine whether the internal controls actually exist and actually work as you have been told. In the meantime, keep your eyes, ears, and mind open for any weaknesses in internal control.

The department head of the credit and collections department is telling you how things work in the department. "Jenny, here, receives the mail and distributes it to the various collectors. They each open their own mail. There is a lot of correspondence going back and forth to and from customers, so it is easier if each collector just handles her own mail." It is easy for Jenny to distribute the mail because most of the letters are addressed to a specific individual.

You watch as one of the individuals opens the mail and handles the items inside. Many of the items are disputes-the customer says the items billed were not ordered, or, if ordered, were not received. Every such letter results in the disputed bill being written off. As the department head explains, the vice president of sales told him, a few years ago, that too many customers were complaining that the credit department was too tough on them, so he had decided that rather than have any more complaints, every such bill would be written off. The procedure is that the collector initiates a form, called a write-off form, to write off a particular amount from a customer's balance. In the explanation block, the collector simply writes "customer dispute." This form is signed by the collector, sent to accounting, and accounting processes the forms each Wednesday. There are so many letters with so many disputes that the department has a monthly competition for the most unusual letters, which are tacked up on a bulletin board. All the rest of the dispute letters are thrown away as soon as the collector has filled out the write-off form.

Collectors also receive checks in the mail. These are payments from customers whose accounts are wholly or partly overdue. As one of the collectors explains, they each receive a print-out once a month, so if the customer sends in a payment, there is no way for the collector to find out about it before the next month's print-out arrives unless the collector receives the payment. Most of the collectors process dozens of payments each month. They make whatever notations they need on the monthly print-out, prepare a deposit ticket, send the department's runner to the bank each Friday (collections are accumulated until Friday, with the customers' payments being held in an otherwise empty desk drawer until then), and send the receipted deposit ticket on to the department which records collections of cash. The credit and collections department also sends a listing of which customers to credit for having paid all or part of their balances.

Near the end of each fiscal quarter, the corporate controller gets a preliminary set of financial statements, and then he tells the department head by telephone how much the department is allowed to write off in bad debts. Thus, the company writes off bad debts only in the third month of each fiscal quarter. "Why does he tell you by telephone?" you ask of the credit and collections manager. "He doesn't want any written record of it," is the reply.

You are interested in how the department decides which customer balances to write off as uncollectible and which to leave on the books. "We write off the oldest ones, up to the amount of what we have been told we can write off," says the credit and collections manager. "That way, our percentage of bad debts always comes out pretty much in line with what we have done before, and the auditors have always been satisfied with it. They had read some academic articles from some people who recommended using time-series analysis to see if the numbers were correct, so they test the accounts receivable account and satisfy themselves that the sales and receivables are real, but they always test the write-offs and bad debts expense simply by using the time-series analysis recommended by the accountants with those fancy doctorates. Go ask the guy who ran the audit last year."

You inspect the process by which customer payments are received the regular way, which is done in a different department. The company has a special Post Office box set up. Twice a day, some one person from maintenance goes to the Post Office to pick up the mail, including the customer payments received at this special Post Office box. It is not always the same person from maintenance who goes to the Post Office; whoever is available when the department head looks around is typically the one who is sent.

When the person returns from the Post Office, he brings a bunch of mail to the cash receipts department, where the mail is opened and customers' checks are paperclipped to the envelopes they came in. One of the goals of the cash receipts department is to get the customer payments deposited promptly, so after all the checks are paper-clipped, someone from the department goes to the bank, fills out a whole bunch of deposit slips, deposits those checks, and comes back to the department with those receipted deposit slips. Then the department members try to figure out which customer paid which amounts. They are helped by the routing number on the checks, but those routing numbers represent banks, not customers, and multiple customers use the same banks. Consequently, they refer to a listing of routing numbers to identify the banks, then to a listing of banks to see which customers use those banks, and then to another copy of the same monthly print-out used in credit and collections to figure out which of the customers who use that bank must have paid that particular amount. If they cannot make a good guess, they call some of the customers to ask if they are the ones who paid the amount. Once they think they know who paid the amount, they generate a journal entry to debit cash and credit the customer's account; the credit to the customer's account is automatically also a credit to accounts receivable. Since they have a copy of the monthly printout of accounts receivable, when a customer's payment is not for the full amount of an invoice, they just go ahead and adjust that customer's account so the full amount of the invoice is taken off the customer's account. They say they are creating a lot of goodwill with customers that way.

a. What internal control weaknesses do you see in this system?

b. What are the potential effects of these weaknesses?

c. What do you recommend instead (that is, if you have such a recommendation)?

skycricket458

Short Story
Too many managements â and the number seems to grow every year â are looking for any means to report, and indeed feature, âadjusted earningsâ that are higher than their companyâs GAAP earnings. There are many ways for practitioners to perform this legerdemain. Two of their favorites are the omission of ârestructuring costsâ and âstock-based compensationâ as expenses.

Charlie and I want managements, in their commentary, to describe unusual items â good or bad â that affect the GAAP numbers. After all, the reason we look at these numbers of the past is to make estimates of the future. But a management that regularly attempts to wave away very real costs by highlighting âadjusted per-share earningsâ makes us nervous. Thatâs because bad behavior is contagious: CEOs who overtly look for ways to report high numbers tend to foster a culture in which subordinates strive to be âhelpfulâ as well. Goals like that can lead, for example, to insurers underestimating their loss reserves, a practice that has destroyed many industry participants.

Charlie and I cringe when we hear analysts talk admiringly about managements who always âmake the numbers.â In truth, business is too unpredictable for the numbers always to be met. Inevitably, surprises occur. When they do, a CEO whose focus is centered on Wall Street will be tempted to make up the numbers.

Letâs get back to the two favorites of âdonât-count-thisâ managers, starting with ârestructuring.â Berkshire, I would say, has been restructuring from the first day we took over in 1965. Owning only a northern textile business then gave us no other choice. And today a fair amount of restructuring occurs every year at Berkshire. Thatâs because there are always things that need to change in our hundreds of businesses. Last year, as I mentioned earlier, we spent significant sums getting Duracell in shape for the decades ahead.

We have never, however, singled out restructuring charges and told you to ignore them in estimating our normal earning power. If there were to be some truly major expenses in a single year, I would, of course, mention it in my commentary. Indeed, when there is a total rebasing of a business, such as occurred when Kraft and Heinz merged, it is imperative that for several years the huge one-time costs of rationalizing the combined operations be explained clearly to owners. Thatâs precisely what the CEO of Kraft Heinz has done, in a manner approved by the companyâs directors (who include me). But, to tell owners year after year, âDonât count this,â when management is simply making business adjustments that are necessary, is misleading. And too many analysts and journalists fall for this baloney.

To say âstock-based compensationâ is not an expense is even more cavalier. CEOs who go down that road are, in effect, saying to shareholders, âIf you pay me a bundle in options or restricted stock, donât worry about its effect on earnings. Iâll âadjustâ it away.â

To explore this maneuver further, join me for a moment in a visit to a make-believe accounting laboratory whose sole mission is to juice Berkshireâs reported earnings. Imaginative technicians await us, eager to show their stuff

Question:

Discuss Buffettâs specific views on âadjusted earningsâ

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CLCV 115 Lecture Notes - Golden Fleece, Aegeus, Pelias

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