One of Mabel Smith’s investments is going to mature, and he wants to determine how to invest the proceeds of $30,000. Mabel is considering two new investments: a stock mutual fund and a one-year certificate of deposit (CD). The CD is guaranteed to pay an 8% return. Mabel estimates the return on the stock mutual fund as 16%, 9%, or 22%, depending on whether market conditions are good, average, or poor, respectively. Mabel estimates the probability of a good, average, and poor market to be 0.1, 0.85, and 0.05, respectively.

a. What decision should be made according to the EMV decision rule?

b. What decision should be made according to the EOL decision rule?

c. How much should Mabel be willing to pay to obtain a market forecast that is 100% accurate?

In this lesson we discussed the importance of gathering information for your résumé and job application. Please explain why it is important for the information to be accurate – and the consequences of providing inaccurate or misleading information on a résumé or job application.

In this lesson we discussed how to incorporate awards and recognition into your résumé. Please explain why highlighting these accomplishments can differentiate one person’s résumé from another. In doing so, briefly provide examples of how you can use your awards and recognition to differentiate your résumé from the résumés of other candidates.

Explain the difference between a firm's corporate strategy and business strategy? Why do firms need to look at both aspects.

If you were starting a new job, would you want to be paid at the top of your pay range or in the middle? What are the advantages and disadvantages to both? Provide an explanation for your response. Support your response with an APA cited reference(s).

Please answer either one (option 1 or 2) thank you

Option 1: A Communication Skill Needed to Play a Role

Define a role that you want to do better. Perhaps it is getting a better position at work, becoming a supervisor at . . .? Perhaps it’s to be a better student (one who gets better grades). For the role, be sure to define it (just a sentence or two). For example, you could describe the key duties and responsibilities of being a supervisor.

Then define one communication skill you need to develop to play the role better. For example, as a supervisor (or parent), it wouldn’t hurt to tweek your empathic listening abilities.

Then describe critically important concepts, principles and theories (include a link) for that skills. Your theory can come from the book, but be sure to cite your page(s).

You can choose either a verbal, written or electronic messages. You can choose the verbal skills mentioned in the announcement, something written such as generating an aesthetically pleasing poster or flyer, or an email that gets and holds your attention are just a few examples.

Choose something that will accelerate your career.

OR

Option 2: Overcoming a Communication Barrier

Pick one of the communication barriers listed in this article. There are 17 of them. Some more subtle than others. Some more easy to fix than others.

        https://www.legacee.com/communication-skills/barriers/

Be sure to choose one that is giving you problems. So perform a self-assessment using the 17 barriers as a guide and generate a list of your top five barriers. One being most important ranked in order of declining importance.

List one of your top five communication barriers and discuss how it can be overcome. Be sure to include a link or reference the page of the book where you are getting your inspiration for doing better.

Word count between 300 and 400 words

Cargo Loading

You are in charge of loading cargo ships for International Cargo Company (ICC) at a major East Coast port. You have been asked to prepare a loading plan for an ICC freight ship bound for Africa. An agricultural commodities dealer would like to transport the following products aboard this ship:

You can elect to load any and/or all of the available commodities. However, the ship has three cargo holds with the following capacity restrictions.

More than one type of commodity can be placed in the same cargo hold. However, because of balance considerations, the weight in the forward cargo hold must be within 10 percent of the weight in the rear cargo hold, and the center cargo hold must be between 40 percent and 60 percent of the total weight on board.

(a) Determine a profit-maximizing loading plan for the commodities. What is the maximum profit and the loading plan that achieves it?

(b) Suppose each one of the cargo holds could be expanded. Which holds and which forms of expansion (weight or volume) would allow ICC to increase its profits on this trip, and what is the marginal value of each form of expansion?

(Please use EXCEL Solver and kindly provide the screenshot and equations for constraints, objective and variables! BIG Thanks)

Show your work with Excel and Solver:

Do you agree that the current situation is as uncertain as it is portrayed in this statement? Why or why not?

This is the reading:

The toll the new coronavirus has taken on an economy that was healthy at the start of March came into clear relief when the government said Thursday that 6.6 million Americans had applied for unemployment benefits the week before.

No one weeps for the corporate bosses behind the decisions to lay off many of those people, but these bosses are struggling as they make the toughest calls of their careers. Marriott International Inc.'s CEO told analysts this surpasses the magnitude of 9/11 and the 2008 financial crisis combined. In a letter to employees , General Electric Co.'s CEO said this is an era where the unknowns outweigh the knowns.

Business leaders live by the calendar, attaching forecasts, projects and goals to a specific date or period of time. No one knows when state-issued mandates to stay at home will lift, and that renders a calendar about as useful in 2020 as an eight-track player. It is like stumbling around in the dark.

As quarterly earnings conference calls take place in the coming weeks, expect to hear a lot of "we don't know," "it's hard to say," and "I wish I had a crystal ball." These terms aren't typical for the managing class.

"CEOs are wired to take action," Jerry Colonna , a former venture capitalist who now counsels top executives, told me this week. "It's really hard when they don't really know what action to take. It's like taking a bucket to extinguish a fire and not knowing if the bucket is full of water or confetti."

Bahram Akradi, the Iranian-born founder of the Life Time Inc. health-club chain , is one of those CEOs looking for water in the bucket. I've talked with Mr. Akradi often in recent weeks about how his company is navigating the crisis.

The answer: It isn't pretty. Revenue has all but dried up, nearly $1 billion in new developments are on ice. "These are the facts," he told me during a Wednesday FaceTime session from his Chanhassen, Minn., office. "Empty parking lots are a fact."

Like many honchos I talk to, Mr. Akradi would like political leaders to set a firm date to reopen businesses and end rigid sheltering rules—even if that date is several weeks in the future. He also wants everyone's bills across the country to be postponed in April. For instance, mortgages or car payments due this month should be deferred to May.

Topping the list of concerns Mr. Akradi can control: the 38,000 people on his payroll. He likens Life Time to a boat in troubled waters. "We are in a big, massive storm," he told employees March 25. "We have no idea how long the storm is, or how bad it's going to get. What I'm trying to do is make sure I keep everybody on this ship staying intact and alive. That's all."

Eight days before, when he closed more than 150 clubs in 30 states, he recorded a video message telling employees Life Time could weather a two-week shutdown without breaking much of a sweat. After that, he'd have to get creative.

Last week came another video in which he had to explain why roughly 36,000, or about 90%, of employees were going on furlough as of Wednesday. The move included a commitment to pay 100% of affected workers' insurance premiums and an extra $10 million for a fund to help employees with essentials that unemployment checks won't cover.

This isn't how he wants it. "They've been with me 28 years, busting their rear ends." Now he's encouraging them to buy only the basics and try, if necessary, to negotiate favorable terms with potential creditors.

Mr. Akradi, 58, cut jobs before , during the financial crisis when a slowdown in discretionary income slammed several industries, including fitness. Even cutting under 200 jobs "felt like death, the ugliest thing I've had to do in my life." How much worse is it this time? "It is not even in the same orbit."

The day after my last chat with Mr. Akradi, I talked by phone with ZipRecruiter Inc. founder and CEO Ian Siegel as he kept an eye on two children at his home in Southern California. Mr. Siegel's had just finished a roller-coaster of a month that included laying off or indefinitely furloughing 500 people, roughly a third of the staff.

"All the way up to March 9 we were in a boom economy, and then literally overnight we were in a recession economy." Job seekers use ZipRecruiter to search and apply for jobs posted by companies on its website. Not all hiring has stopped, but listings rapidly declined starting March 10.

He had to decide whether the abrupt decline was a "shock to the system or the new normal." Without an accurate compass, he decided to plan for the worst-case scenario. "We knew we were going to have to make hard choices fast or harder choices later." He intentionally cut to the bone.

Mr. Siegel, 46, and his management team took about a week to figure out what to do. Keeping 700 employees would be manageable considering the company's liquidity and revenue levels. It likely gives ZipRecruiter enough head count to pivot back to growth if there is a sharp boost in hiring at the end of this crisis.

The process was gut wrenching; "definitely the hardest decision I've had to make." Mr. Siegel informed each displaced employee individually via videoconference, making it clear that each one was considered valuable. He hopes to rehire many of them.

Here's an important thing Mr. Siegel takes away from this process: A red hot startup like the decade-old ZipRecruiter can be sobered at a moment's notice.

"I really thought we were hardened, that we were operationally invulnerable," he said. The steps he took last month were "humbling."

These CEOs believe they will emerge and their businesses will eventually resemble what they looked like a month ago. Mr. Siegel said making necessary cuts now means the enterprise can continue to live another day and Mr. Akradi says CEOs like him are as crafty as they are tenacious.

"I'm never going to be faster than the bear," Mr. Akradi told me. "I just have to be faster than a lot of other folks."

Good advice, but outrunning the other guy just got a lot harder to do.

What would be the point of adding the word “covert” to this concept of sustainable competitive advantage? Identify a company which utilizes a comparative advantage centered on one particular marketing concept within the 4P’s framework. How does that company turn this comparative advantage into competitive advantage in the marketplace? How does this competitive advantage result in extraordinary profit for the organization when compared with its competition?

Angels Inc. is considering bringing the garage fabrication process (which is currently outsourced) in-house. If garage fabrication were brought in-house, the factory would be structured as follows. Roofs are punched in a roof punching press (10 minutes per roof) and then formed in a roof forming press (5 minutes per roof). Bases are punched in a base punching press (10 minutes per base) and then formed in a base forming press (15 minutes per base), and the formed base is welded in a base welding machine (5 minutes per base).

The base sub-assembly and the roof then go to final assembly where they are welded together (10 minutes per garage) on an assembly welding machine to complete the garage. Assume one operator at each station.

(a)What is the minimum time required to produce a garage (from starting an order to finishing it)?

(b)What is the capacity of the factory in terms of garages per hour?

(c)If you want to increase the capacity, what is the stage that you would put some additional resources?

How you can improve your productivity if Your business is produce, sell sweets ,Desert, bakery.

Employment Law-In your own words, Marion Pham is a nurse of Vietnamese ancestry. The staff of the ward in which she has worked for many years at the Astral Hospital Center is very culturally diverse. Although no one has ever demonstrated overt hostility toward her because of her race or color, she has noticed that over the years, it is usually the Asian employees who are made the brunt of practical jokes or ridiculed. At one time or another, she has observed just about every employee on the ward, including other Asian staff members, as well as the head nurse, engage in such behavior. Each time this happens, Marion experiences a strong sense of hurt and ostracism. Otherwise, everyone on the ward is helpful and courteous to her and she is frequently asked to participate in off-work social activities with coworkers. Is this situation at Astral legally actionable, on the basis of racial harassment? 200 words or more, please

Your team is building a website. Explain roadblocks, inefficiencies, problems in sprint/iterations and strategies to take in addressing these challenges.