Dr. Paddock is a counseling psychologist who is interested in decreasing adjustment issues in first-year college students. She is curious if having students create collages of their first few weeks of school and then mailing them home will help students feel they have integrated their new life with their old and, as a result, will help them feel less homesick. She samples a group of 100 incoming college freshmen at her university and measures how homesick they are during the first week of school. During Week 4 of school, she has them make the collage and send it home. During Week 7 of school, she measures their homesickness again. She notices a significant reduction in the amount of homesickness from the pretest to the posttest and concludes that her treatment is effective.

Name two threats to internal validity that are likely to be present in Dr. Paddock’s study, given her particular design. What other explanation do these threats provide for the results found by Dr. Paddock?

i do need a proof read and organization please

MODIFIED TRUE OR FALSE

1.If there are not enough corporate officers, the position of President can be merged with that of the operations officer.

2.A person may be both Secretary and Treasurer of a corporation at the same time.

3.In all corporations, a compliance officer and/or an independent director is required.

4.Mr. Graest, a director candidate was alledged to have committed sexual assault and as such is disqualified to be elected as director.

5.Mr. Xylon, a director candidate was accused of insider trading and as such is disqualified to be elected as a director.

Tesco Exits South Korea

Tesco was founded in 1919 by Jack Cohen (Cohen), who invested his serviceman’s gratuity of £30 in a grocery stall. The first private label product introduced by Cohen was Tesco Tea. The name Tesco was a combination of the initials of the tea supplier TE Stockwell, and the first two letters of Cohen’s name. Tesco opened its first store in 1929 in Edgware, London. In 1947, Tesco Stores (Holdings) Limited was floated on the Stock Exchange with a share price of 25 pence and the first supermarket was opened in 1956 in Maldon, Essex, England. The first superstore was opened in 1968 in Crawley, West Sussex. In the 1960s, Tesco went on an expansion spree and acquired several store chains. The Retail Price Maintenance (RPM) Act in Britain prohibited large retailers from pricing goods below a price agreed upon by the suppliers. To overcome this obstacle to price reduction, Tesco introduced trading stamps. These were given to customers when they purchased products and could be traded for cash or other gifts. RPM was abolished in 1964, and from then on, Tesco was able to offer competitively priced products to its customers in a more direct manner. The first Tesco superstore, with an area of 90,000 square feet, was opened in 1967.

TESCO’S GLOBAL EXPANSION
Tesco’s global expansion began in 1979, when it entered Ireland by acquiring a 51% equity stake in ‘3 Guys stores’. In 1986, Tesco divested itself of the stores after it found that it could not sustain its operations in the country as customers were rejecting the British products that it sold. During the late 1980s and the early 1990s, Tesco examined the options available in the US and European countries after the British government introduced new regulations on ‘out-of-town’ stores. In December 1992, Tesco entered France by acquiring an 85% equity holding in Catteau supermarkets, which operated under the Cedico brand with 72 superstores, 7 hypermarkets, and 24 small stores. However, Tesco failed to sustain itself in the market due to competition from French retailers like Carrefour and Promodès. In 1995, a law was passed in France which prohibited the opening of new large retail stores. Moreover, the company failed to adapt its products to suit local tastes and lost market share. In 1996, in spite of investing an additional £ 300 million in France, sales in the country grew by a mere 1%. In the year 1997, Tesco sold its operations in France to Prom odes.

TESCO IN SOUTH KOREA
In the early 1990s, there was a growing demand from consumers in South Korea for a modern shopping experience owing to rapid economic growth and increasing disposable incomes. The government had adopted protectionist policies and the retail sector was not open for foreign direct investment (FDI). Tesco

entered South Korea in 1999 through a joint venture with Homeplus, a unit of the country’s biggest business group Samsung Corporation (Samsung) . In the next few years, Tesco became the most successful international retailer in the country. Its success was attributed to its ability to localize its products and stores to appeal to the South Korean consumers; its operating through local management; and its strong presence through different store formats. South Korea went on to become Tesco’s most successful international business in terms of revenue. As of 2014, it operated d 140 hypermarkets, 609 supermarkets, and 326 convenience stores.

TESCO’S STRATEGIES IN SOUTH KOREA
Immediately after entering into the joint venture, Tesco went about upgrading the store layouts. The stores were modified to resemble department stores, which were spacious and clean. Tesco’s stores in Korea did not resemble its stores in the UK or in other European locations like Hungary, Poland, the Czech Republic, and Ireland.

CHANGES IN THE OPERATING ENVIRONMENT
In October 2012, when Tesco posted its first fall in profits in 20 years, the company also announced that its profits in South Korea would take a £ 100 million hit due to the "retail market development bill” that had been passed by the government in November 2010. However, changes in the operating environment in South Korea due to new laws that were enforced beginning 2010 to protect small retailers and merchants started to impact Tesco and other large retailers. These laws placed restrictions on the locations where supermarkets could be opened. The Distribution Industry Development Act passed in 2012 imposed restrictions on the time for which the stores could remain open and also specified that on two weekends every month the large retail stores should be closed. As most Koreans shopped during the weekends, these restrictions started to impact Tesco, which made losses in 2015. Under the impact of the global recession, the private spending in South Korea fell. Another factor that impacted Tesco in South Korea was its UK business, which was not doing well.

TESCO’S EXIT FROM SOUTH KOREA
On September 07, 2015, Tesco PLC (Tesco), a British multinational grocery and general merchandise retailer, announced that it had sold its South Korean business, operated under the name Homeplus, for £4.2 billion to a consortium of companies led by MBK Partners, a South Korean buyout firm. The consortium included Canada Pension Plan Investment Board, Public Sector Pension Investment Board, and Temasek Holdings (Private) Limited

Question - Case study

Use the case study above to answer the question

What do you think did not work well for Tesco?

Using the Tesco Case discuss the need for companies to consider push and pull factors for international expansion.

Tesco Exits South Korea

Tesco was founded in 1919 by Jack Cohen (Cohen), who invested his serviceman’s gratuity of £30 in a grocery stall. The first private label product introduced by Cohen was Tesco Tea. The name Tesco was a combination of the initials of the tea supplier TE Stockwell, and the first two letters of Cohen’s name. Tesco opened its first store in 1929 in Edgware, London. In 1947, Tesco Stores (Holdings) Limited was floated on the Stock Exchange with a share price of 25 pence and the first supermarket was opened in 1956 in Maldon, Essex, England. The first superstore was opened in 1968 in Crawley, West Sussex. In the 1960s, Tesco went on an expansion spree and acquired several store chains. The Retail Price Maintenance (RPM) Act in Britain prohibited large retailers from pricing goods below a price agreed upon by the suppliers. To overcome this obstacle to price reduction, Tesco introduced trading stamps. These were given to customers when they purchased products and could be traded for cash or other gifts. RPM was abolished in 1964, and from then on, Tesco was able to offer competitively priced products to its customers in a more direct manner. The first Tesco superstore, with an area of 90,000 square feet, was opened in 1967.

TESCO’S GLOBAL EXPANSION
Tesco’s global expansion began in 1979, when it entered Ireland by acquiring a 51% equity stake in ‘3 Guys stores’. In 1986, Tesco divested itself of the stores after it found that it could not sustain its operations in the country as customers were rejecting the British products that it sold. During the late 1980s and the early 1990s, Tesco examined the options available in the US and European countries after the British government introduced new regulations on ‘out-of-town’ stores. In December 1992, Tesco entered France by acquiring an 85% equity holding in Catteau supermarkets, which operated under the Cedico brand with 72 superstores, 7 hypermarkets, and 24 small stores. However, Tesco failed to sustain itself in the market due to competition from French retailers like Carrefour and Promodès. In 1995, a law was passed in France which prohibited the opening of new large retail stores. Moreover, the company failed to adapt its products to suit local tastes and lost market share. In 1996, in spite of investing an additional £ 300 million in France, sales in the country grew by a mere 1%. In the year 1997, Tesco sold its operations in France to Prom odes.

TESCO IN SOUTH KOREA
In the early 1990s, there was a growing demand from consumers in South Korea for a modern shopping experience owing to rapid economic growth and increasing disposable incomes. The government had adopted protectionist policies and the retail sector was not open for foreign direct investment (FDI). Tesco

entered South Korea in 1999 through a joint venture with Homeplus, a unit of the country’s biggest business group Samsung Corporation (Samsung). In the next few years, Tesco became the most successful international retailer in the country. Its success was attributed to its ability to localize its products and stores to appeal to the South Korean consumers; its operating through local management; and its strong presence through different store formats. South Korea went on to become Tesco’s most successful international business in terms of revenue. As of 2014, it operated d 140 hypermarkets, 609 supermarkets, and 326 convenience stores.

TESCO’S STRATEGIES IN SOUTH KOREA
Immediately after entering into the joint venture, Tesco went about upgrading the store layouts. The stores were modified to resemble department stores, which were spacious and clean. Tesco’s stores in Korea did not resemble its stores in the UK or in other European locations like Hungary, Poland, the Czech Republic, and Ireland.

CHANGES IN THE OPERATING ENVIRONMENT
In October 2012, when Tesco posted its first fall in profits in 20 years, the company also announced that its profits in South Korea would take a £ 100 million hit due to the "retail market development bill” that had been passed by the government in November 2010. However, changes in the operating environment in South Korea due to new laws that were enforced beginning 2010 to protect small retailers and merchants started to impact Tesco and other large retailers. These laws placed restrictions on the locations where supermarkets could be opened. The Distribution Industry Development Act passed in 2012 imposed restrictions on the time for which the stores could remain open and also specified that on two weekends every month the large retail stores should be closed. As most Koreans shopped during the weekends, these restrictions started to impact Tesco, which made losses in 2015. Under the impact of the global recession, the private spending in South Korea fell. Another factor that impacted Tesco in South Korea was its UK business, which was not doing well.

TESCO’S EXIT FROM SOUTH KOREA
After several months of speculation, Tesco sold its South Korean stores to Asian private equity firm MBK Partners for £4.2 billion on September 07, 2015. On September 07, 2015, Tesco PLC (Tesco), a British multinational grocery and general merchandise retailer, announced that it had sold its South Korean business, operated under the name Homeplus, for £4.2 billion to a consortium of companies led by MBK Partners, a South Korean buyout firm. The consortium included Canada Pension Plan Investment Board, Public Sector Pension Investment Board, and Temasek Holdings (Private) Limited.

Case study question
The extract above mentions changes in operating environment in which Tesco functions.

Discuss in this context, the nuances of a Task environment.

4. Write out the pseudocode for when Merge-Sort is stable based on the information given below:

Comparision Based Stable Sorts such as Merge Sort maintain stability by ensuring that Element A[ j ] comes before A[ i ] if and only if A[ j ] < A[ i ], here i, j are indices and i < j. The relative order is preserved if A[ i ] comes before A[ j ].

Mergesort is stable, provided its implementation employs the comparison ≤ in merging. Indeed, assume that we have two elements of the same value in positions i and j, i < j, in a subarray before its two (sorted) halves are merged. If these two elements are in the same half of the subarray, their relative ordering will stay the same after the merging because the elements of the same half are processed by the merging operation in the FIFO fashion. Consider now the case when A[ i ] is in the first half while A[ j ] is in the second half. A[ j ] is placed into the new array either after the first half becomes empty (and, hence, A[ i ] has been already copied into the new array) or after being compared with some key k > A[ j ] of the first half. In the latter case, since the first half is sorted before the merging begins, A[ i ] = A[ j ] < k cannot be among the unprocessed elements of the first half. Hence, by the time of this comparison, A[ i ] has been already copied into the new array and therefore will precede A[ j ] after the merging operation is completed.

2. The table below gives information on the distance from various nearby towns to the famous Cupcake Town Lake (distance is in miles). There is no admission fee. The only cost of visiting Cupcake Lake is the travel cost, which costs $1/mile. The researcher estimates the relationship between the number of visits per capita (per person), x, and the one-way travel cost from the town in which people live, p. He finds this demand function to be: x = 30 – 1.2*p .

CITY OF ORIGIN POPULATION DISTANCE

ALABASTER 2000 12

BEAUTIFUL 4000 18

CORNUCOPIA 3000 20

DELIGHT 5000 30

(a) What is the cutoff price (the price at which demand falls to zero) with this demand function?

(b) Add columns to the table above identifying the cost of a visit to Cupcake Lake from each town, the predicted number of visits per capita from that town, and the total number of visits from the town (i.e., the visits per capita multiplied by the population).

(c) Why doesn’t the researcher observe anyone coming from certain places to Cupcake Lake?

(d) The authorities decide to make improvements at Cupcake Lake (they build a boathouse), which only residents of Alabaster are allowed to use. In consequence, Alabaster resident’s 2 demand function for Cupcake lake changes to x = 50 – 1.2p. The demand functions of residents of the other towns do not change. What is the economic value of this improvement to Alabaster residents?

London Township began Year 1 with a balance of $10 million in its bridge repair fund, a capital projects fund. The fund balance is classified as restricted.

At the start of the year, the governing council appropriated $6 million for the repair of two bridges. Shortly thereafter, the town signed contracts with a construction company to perform the repairs at a cost of $3 million per bridge.

During the year, the town received and paid bills from the construction company as follows:

• $3.2 million for the repairs on Bridge 1. The company completed the repairs, but owing to design changes approved by the town, the cost was $0.2 million greater than anticipated. The town did not encumber the additional $0.2 million.
• $2.0 million for the repairs, which were not completed, on Bridge 2.

At the start of the following year, the governing council reappropriated the $1 million to complete the repairs on Bridge 2. During that year, the town received and paid bills totaling $0.7 million. The construction company completed the repairs, but the final cost was less than anticipated—a total of only $2.7 million.

1. Prepare journal entries to record the events and transactions over the two‐year period. Include entries to appropriate, reappropriate, encumber, and reencumber the required funds; to record the payment of the bills; and to close the accounts at the end of each year.
2. Determine the restricted fund balance at the end of the second year. Is it equal to the initial fund balance less the total cost of the repairs?

A 0.01 significance level is used for a hypothesis test of the claim that when parents use a particular method of gender selection, the proportion of baby girls is different from 0.5. Assume that sample data consists of 78 girls in 169 births, so the sample statistic of 6/13 results in a z score that is 1 standard deviation

Complete parts (a) through (h) below

a. identify the null hypothesis and alternative hypothesis.

b. what is the value of a?

c. what is the sampling distribution of the sample statistics?

d. is the test right tailed, two tailed or left tailed?

e. what is the value of the test statistic?

f. what is the p value?

g. what are the critical values?

h. what is the area of the critical region?

A 0.1 significance level is used for a hypothesis test of the claim that when parents use a particular method of gender​ selection, the proportion of baby girls is greater than 0.5. Assume that sample data consists of 45 girls in 81 ​births, so the sample statistic of five ninths results in a z score that is 1 standard deviation above 0. Complete parts​ (a) through​ (h) below.

A. Identify the null hypothesis and the alternate hypothesis

B. What is the value of a?

C. What is the sampling distribution of the sample statistic?

D. Is the test two tailed, left tailed, or right tailed?

E. What is the value of the test statistic?

F. What is the P-Value?

G. What are the critical values?

H. What is the area of the critical region?