1. The owner and manager of a duplicating service near a major university, is contemplating keeping his shop open in the evening until midnight. In order to do so, he would have to hire additional workers. He estimates that the additional workers would generate the following total output (where each unit of output refers to 100 pages duplicated). If the price of each worker hired must be paid $150 and the price of each unit of output duplicated is $10, how many workers should he hire?

Workers Hired   0 1           2              3              4              5              6

Total Product     0 22           46           70           92           103         108                                                                        

To work this problem you will need to calculate the MRP values and then compare them to the MRC.

Which of the following best illustrates the idea of government failure and why? For each of the others, indicate why it does not illustrate the idea of government failure, or if you’d need more information to determine if it does and what information you would want to have. Think about this in terms of government action that works against the attainment of efficient policy.

        a.     A new environmental law raises the cost of coal powered energy production.

        b.    Agricultural farm support payments increase acreage planted thus increase fertilizer use and runoff and decrease water quality.

        c.     A local government builds a new park at a cost of $1.7 million.

7.     (4 points) Are the impacts of a program to control automobile pollution progressively or regressively distributed by income levels? Explain in a way that makes it clear what a progressive or regressive distribution of impacts is. Compare to a program to ensure the quality of public water supply systems for household water supply.

One of the major problems with front office accounting at the Royal Crest Hotel is monitoring guest and non-guest accounts using their manual system. Management has always extended local businesses and government officials charge privileges, the idea being that, with the convenience of deferred payments, local patrons would be more likely to dine and/or host clients at the hotel. This program has proved to be highly successful. The volume of purchases charged to such non-guest accounts now approximates the level of sales incurred by registered guests. Unsure if this is a good or bad situation, Mr. Osei, the front office manager, requests the front office accounting staff to study the problem and to report its findings at next week's front office meeting. At the weekly front office meeting, the hotel's accountant, Ms. Pokua, reports that there are at least three problems related to the hotel's non- guest charge purchasing policies: its impact on the daily hotel audit, the billing procedures to collect payment, and the number of applications for additional non-guest accounts. When asked to be more specific, she begins with a review of the daily hotel audit. She states that since the front office receives charge vouchers from the hotel's revenue centers, it is the front desk agent's responsibility to separate guest from non-guest accounts. Since registered guest charges are posted by room number, one would think it easy to sort those charges from the others. Unfortunately, both the hotel's guest account numbers and the non-guest account numbers are three digits, thereby making the sorting more time-consuming. Mr. Osei asks if it is really necessary to separate the charges. Ms. Pokua explains that it is, since the hotel must maintain accurate guest folio Page 2 of 1 G. N. Baah balances. She further states that the non-guest vouchers are accumulated and posted on Saturday afternoons, when the hotel's business is less hectic. The billing procedures to collect non-guest account balances are tricky, Ms. Pokua said. Since the hotel bills non-guest accounts on the last day of each month, some charges occurring in a particular month may not be posted in time to appear on that month's bill. In addition, non-guest accounts usually are not paid in time. In fact, 47 percent of last month's non-guest account balances remain unpaid and tomorrow is the date of the next billing cycle. Mr. Osei explains that the local customers are important to the hotel and suggests that maybe Ms. Pokua is over-sensitive to the billing problems. Lastly, Ms. Pokua relates the fact that there are at least ten new applications for non-guest accounts. She has instructed her staff not to authorize any new non-guest accounts without her written approval. She further states that she is reluctant to authorize any additional non-guest accounts, and looks to Mr. Osei for advice. Convinced of the positive aspects of such business, Mr. Osei directs her to approve the requests and to assign account numbers effective the first day of next month. Ms. Pokua so instructs her staff. a. What ideas (any two) would you suggest to facilitate a more effective processing of guest and non- guest charge vouchers? b. How might the daily audit be aided by such changes? c. Is the accumulated-postings routine for non-guest accounts an effective plan? Explain your response. d. What could be done to improve the hotel's billing of non-guest accounts? e. What could be done to improve collection of outstanding balances? State any four (4). f. What are the two (2) advantages and two (2) disadvantages to having a high volume of non- guest accounts? NOTE; PLEASE I NEED DIFFERENT ANSWERS.

Moving at its maximum safe speed, an amusement park carousel takes 12 s to complete a revolution. At the end of the ride, it slows down smoothly, taking 3.5 rev to come to a stop. What is the magnitude of the rotational acceleration of the carousel while it is slowing down?

Dr. Pepper, a manufacturer of beverages, is planning to purchase Canada’s Wonderland theme park. Should Dr. Pepper use its own WACC as the discount rate to evaluate the business of Canada’s Wonderland or should it use Canada’s Wonderland’s WACC? Explain your answer

Imagine that patient satisfaction surveys at your hospital criticize overall appearances and attitudes of employees. What lessons in hospitality might you learn from the hotel industry that would be applicable to your organization, and how would you go about learning these lessons?