Ms. George is a 32-year-old computer programmer. Over the last several months, she has had increased episodes of a burning sensation in the mid epigastrium and back. The pain subsides after eating. Based on her history, the physician orders an endoscopy that reveals several peptic ulcers. Treatment of the ulcers includes antibiotics, proton pump inhibitors, and bismuth salts. (Learning Objectives 1 and 3)

Questions:

a. Correlate Ms. George’s clinical presentation to the pathophysiology of peptic ulcers.

b. Ms. George asks why eating decreases her pain; how does the nurse respond?

c. Explain the rationale for the prescribed pharmacologic therapy.

Each entry-level software programmer in Palo Alto, California, has either high or low ability. All potential employers value a high-ability worker at $12,000 per month and a low-ability worker at $6,000. The supply of high ability workers is Qh = 0.1(W - 7,000) and the supply of low-ability workers is Ql= 0.1(W - 2,000), where W is the monthly wage.

a) If workers’ abilities are observable to employers, how many workers of each type will employers hire?

b) If workers’ abilities are not observed by employers, how many workers of each type will employers hire?

c) Identify the deadweight loss due to asymmetric information?

Disgruntled employees can be a significant source of problems for any company as we indicate in this problem. Andi Boyd is a very accomplished computer programmer, but she had a grudge against the company because she did not get a promotion that she thought she deserved. She decided to take out her anger on the company by coding a special routine in the mortgage loan program that erased a small, random number of accounts on the disk file every time the program was run. The company did not detect this malicious code until nearly half of all of the mortgage records were erased. In your opinion, what controls should the company have implemented to mitigate such a problem.

Q4. Out of three levels of security I.e. Infrastructure security, Application security and Operational security, we can only deal with application security. Although it is the area we work on, but overall security of even our application depends upon the organizational security policies. Do you agree? Comment using an example.

Q5. There are 4 types of security threats namely, Interception, interruption, modification and fabrication. As a software programmer, what threat is the one you may work to avoid and how?

Q6. There are 10 Design guidelines for security engineering given in the book. Which you think is the most important and should be used in your everyday software development practices.

Consider the following information.     

                2010 (base year)                            2011

              Price     Quantity                    Price     Quantity

Car           $100       400                      $120       420

Rice          $25       2,000                       $36     2,005

                      2012

                 Price     Quantity

Car              $130      450

Rice              $38    2,100

1. Compute nominal GDP, real GDP, and the GDP deflator for each year, using 2010 as the base year.
2. Compute the percentage change in nominal GDP, real GDP, and the GDP deflator in 2011 and 2012 from the preceding year.
3. Did economic well-being rise more in 2011 or 2012? Explain.   

Q1.     

The following balances have been extracted from the books of Caswell Ltd as at 31 December 2009.                                                                                                                                    

     You have been given the following additional information:

1. Stock at 31 December 2009 has been valued at £466,380
2. General expenses includes £12,000 paid in respect of the insurance for the year to 30^th June 2010.
3. An invoice of £1,150 for electricity for the quarter period to 31^st December needs to be included in general expenses.
4. Depreciation to be provided as follows:
               10% on cost on buildings

               20% on written down value of fixtures and fittings

5.    The directors wish to write off a further debt of £8,550 and retain a 10% general provision on the remaining debtors
6. The preference shares were issued on 1 October 2009.
7.    The corporation tax for the year has been estimated at £150,000, which is payable on 1^st October 2010
8.    The share premium account arose on the issue of ordinary shares
9.    The directors propose to pay the preference dividend and a 6% ordinary dividend

REQUIRED:

       a)    Prepare a Profit & Loss Account for the year ended 31 December 2009 and a Balance Sheet as at that date.                              

       b)    Explain briefly the objective of depreciation and how the two methods of depreciation used by Caswell Ltd. differ.

The following is an excerpt from a telephone conversation between Ben Simpson, president of Main Street Co., and Tami Lundgren, owner of Reliable Employment Co.:

Ben: Tami, you're going to have to do a better job of finding me a new computer programmer. That last guy was great at programming, but he didn't have any common sense.

Tami: What do you mean? The guy had a master's degree with straight A's.

Ben: Yes, well, last month he developed a new financial reporting system. He said we could do away with manually preparing an end-of-period spreadsheet and financial statements. The computer would automatically generate our financial statements with “a push of a button.”

Tami: So what's the big deal? Sounds to me like it would save you time and effort.

Ben: Right! The balance sheet showed a minus for supplies!

Tami: Minus supplies? How can that be?

Ben: That's what I asked.

Tami: So, what did he say?

Ben: Well, after he checked the program, he said that it must be right. The minuses were greater than the pluses.…

Tami: Didn't he know that Supplies can't have a credit balance—it must have a debit balance?

Ben: He asked me what a debit and credit were.

Tami: I see your point.

1. Comment on (a) the desirability of computerizing Main Street Co.'s financial reporting system, (b) the elimination of the end-of-period spreadsheet in a computerized accounting system, and (c) the computer programmer's lack of accounting knowledge.

2. Explain to the programmer why Supplies could not have a credit balance.

HR Policies that must be included in every organization’s Human Resources policy handbook:

1- EEO Policies/ Sexual Harassment and ADA: This policy is absolutely crucial and must be included in every handbook.

2- Employee Conduct Policies: Some topics that are must haves, include: A. Rules of Conduct B. Drug/Alcohol C. Confidentiality D. Disciplinary Policy E. Dress Codes F. Workplace Violence.

3- Payroll Oriented Policies: A. Timekeeping /Reporting B. Overtime C. Pay Periods D. Bonuses/Commissions E. Deductions – mandatory and voluntary F. Attendance and Punctuality G. Vacation H. Personal Days I. Sick Days J. Accommodations (Disability/Religious).

4-Payroll Oriented Policy: Hours of Work: A. Business Hours; • Regular hours • Special days/late nights • Inclement weather. B. Making Schedules/Changing Schedules; • How are schedules established? • Can they be altered by employee agreement (switching) or is manager approval needed? • Posted, circulated electronically.

5-Employee Benefits: A. Another disclaimer! B. Eligibility C. Right to make modifications D. General overview – STD & LTD E. Life Insurance F. 401k / Pension.

Termination of Employee-Employer Relationship: A. Final paychecks B. Exit interviews C. COBRA D. Employee references.

6-Protecting Trade Secrets: With employees having access to computers and company information, it is crucial that your business has a policy that all employees sign off on acknowledging that they must maintain the confidentiality of trade secrets. Preferably, you will also have a separate piece of paper that all employees sign annually or at time of hire acknowledging these obligations.

7-Workplace Technology Policies: A. No expectation of privacy B. E-mail C. Internet D. Social Media E. Blogging F. Mobile devices (cell phone, laptop, VPN).

Sugar Rush Company Human Resources policy:

Employment and Working Conditions; We are committed to providing our employees with good working conditions, a safe and healthy work environment, and flexible employment possibilities that support a better balance of private and professional life consistent with our ambition as a leading Company. As such, we provide flexible working conditions whenever possible and encourage our employees to have outside interests especially community involvement. Those with line management responsibilities are required to take personal ownership of safety and health within their area of responsibility and are encouraged to develop their capability in this area. Our commitment however goes beyond its own employees. We believe that it is essential to build a relationship based on trust and respect of employees at all levels. We do not tolerate any form of harassment or discrimination. Therefore, managers are committed to build and sustain, with their teams, an environment of mutual trust. HR ensures that a respectful dialogue is present and the voice of the employees is heard.

Employee Relations; Since its founding, Sugar Rush Inc. has built a culture based on values of trust, mutual respect and dialogue. Sugar Rush Inc. management and employees work daily to create and maintain positive individual and collective relationships, and are expected to do so as a core part of their job. Sugar Rush Inc. not only upholdsthe freedom of association of its employees and the effective recognition of the right to collective bargaining, but also ensures that direct and frequent communication is established in the workplace. While dialogue with trade unions is essential, it does not replace the close relationship that our management maintains with all employees. In the spirit of continuous improvement, we encourage two‐way dialogue with our employees that go beyond the traditional aspects of collective bargaining in order to share knowledge and to jointly find opportunities.

Talent, Development and Performance Management; At Sugar Rush Inc., a high performance culture supported by differentiated rewards and development is key to the delivery of individual and business objectives. This is driven by the alignment of clear and challenging responsibilities and ensuring that employees are aware of how their work impacts Sugar Rush Inc. The line manager and employee work together to ensure that challenging objectives are set and effectively evaluated throughout the year. This further enables managers to acknowledge high performance and reward employees accordingly, while ensuring low performance is properly managed with integrity. Employees receive regular feedback on their performance and career aspirations through a variety of tools and processes such as the Performance Evaluation process (PE), the Progress and Development Guide (PDG) and 360° assessments. We aim to retain and motivate employees by offering attractive but realistic career moves allowing them to develop their skills in the long‐term. The Company undertakes an active and rigorous succession planning process at all levels of the organization to ensure that there is a strong pipeline of successors ready to meet future needs. We are committed to ensuring sustainable conditions for a gender balanced and diverse company. As such, Sugar Rush Inc. has focused on removing barriers to career progression for women and men by developing a more flexible work environment, initiating mentoring schemes, having flexible career paths and providing dual career support.  

A Flexible and Dynamic Organization; Sugar Rush Inc. is committed to continue the journey to establishing flat and flexible structures with minimal levels of management and broad spans of control, which enable people development, increase efficiency, and ease implementation of our “Sugar Rush Inc. Management and Leadership Principles”. Less hierarchical layers call for increased cooperation between colleagues. This is what will make the organization more flexible and more accountable. Indeed, it supports today’s and tomorrow’s business requirements for an agile and innovative company working with ever competitive intensity. These simple beliefs have inspired us to create an environment that puts the emphasis not just on individual responsibility and autonomy, but also on a strong willingness to support others, to work in multi‐skilled teams, and to cooperate rather than to compete internally. A dynamic organization creates a climate of innovation and allows people to think from different perspectives. We combine the scope and brand strength of a company with the creativity and knowledge of a local business.

Question; Review the Sugar Rush Policy and provide at least two (2) policies that are missing which would make a difference given the problems they are currently facing?

HR Policies that must be included in every organization’s Human Resources policy handbook:

1- EEO Policies/ Sexual Harassment and ADA: This policy is absolutely crucial and must be included in every handbook.

2- Employee Conduct Policies: Some topics that are must haves, include: A. Rules of Conduct B. Drug/Alcohol C. Confidentiality D. Disciplinary Policy E. Dress Codes F. Workplace Violence.

3- Payroll Oriented Policies: A. Timekeeping /Reporting B. Overtime C. Pay Periods D. Bonuses/Commissions E. Deductions – mandatory and voluntary F. Attendance and Punctuality G. Vacation H. Personal Days I. Sick Days J. Accommodations (Disability/Religious).

4-Payroll Oriented Policy: Hours of Work: A. Business Hours; • Regular hours • Special days/late nights • Inclement weather. B. Making Schedules/Changing Schedules; • How are schedules established? • Can they be altered by employee agreement (switching) or is manager approval needed? • Posted, circulated electronically.

5-Employee Benefits: A. Another disclaimer! B. Eligibility C. Right to make modifications D. General overview – STD & LTD E. Life Insurance F. 401k / Pension.

Termination of Employee-Employer Relationship: A. Final paychecks B. Exit interviews C. COBRA D. Employee references.

6-Protecting Trade Secrets: With employees having access to computers and company information, it is crucial that your business has a policy that all employees sign off on acknowledging that they must maintain the confidentiality of trade secrets. Preferably, you will also have a separate piece of paper that all employees sign annually or at time of hire acknowledging these obligations.

7-Workplace Technology Policies: A. No expectation of privacy B. E-mail C. Internet D. Social Media E. Blogging F. Mobile devices (cell phone, laptop, VPN).

Sugar Rush Company Human Resources policy:

Employment and Working Conditions; We are committed to providing our employees with good working conditions, a safe and healthy work environment, and flexible employment possibilities that support a better balance of private and professional life consistent with our ambition as a leading Company. As such, we provide flexible working conditions whenever possible and encourage our employees to have outside interests especially community involvement. Those with line management responsibilities are required to take personal ownership of safety and health within their area of responsibility and are encouraged to develop their capability in this area. Our commitment however goes beyond its own employees. We believe that it is essential to build a relationship based on trust and respect of employees at all levels. We do not tolerate any form of harassment or discrimination. Therefore, managers are committed to build and sustain, with their teams, an environment of mutual trust. HR ensures that a respectful dialogue is present and the voice of the employees is heard.

Employee Relations; Since its founding, Sugar Rush Inc. has built a culture based on values of trust, mutual respect and dialogue. Sugar Rush Inc. management and employees work daily to create and maintain positive individual and collective relationships, and are expected to do so as a core part of their job. Sugar Rush Inc. not only upholdsthe freedom of association of its employees and the effective recognition of the right to collective bargaining, but also ensures that direct and frequent communication is established in the workplace. While dialogue with trade unions is essential, it does not replace the close relationship that our management maintains with all employees. In the spirit of continuous improvement, we encourage two‐way dialogue with our employees that go beyond the traditional aspects of collective bargaining in order to share knowledge and to jointly find opportunities.

Talent, Development and Performance Management; At Sugar Rush Inc., a high performance culture supported by differentiated rewards and development is key to the delivery of individual and business objectives. This is driven by the alignment of clear and challenging responsibilities and ensuring that employees are aware of how their work impacts Sugar Rush Inc. The line manager and employee work together to ensure that challenging objectives are set and effectively evaluated throughout the year. This further enables managers to acknowledge high performance and reward employees accordingly, while ensuring low performance is properly managed with integrity. Employees receive regular feedback on their performance and career aspirations through a variety of tools and processes such as the Performance Evaluation process (PE), the Progress and Development Guide (PDG) and 360° assessments. We aim to retain and motivate employees by offering attractive but realistic career moves allowing them to develop their skills in the long‐term. The Company undertakes an active and rigorous succession planning process at all levels of the organization to ensure that there is a strong pipeline of successors ready to meet future needs. We are committed to ensuring sustainable conditions for a gender balanced and diverse company. As such, Sugar Rush Inc. has focused on removing barriers to career progression for women and men by developing a more flexible work environment, initiating mentoring schemes, having flexible career paths and providing dual career support.  

A Flexible and Dynamic Organization; Sugar Rush Inc. is committed to continue the journey to establishing flat and flexible structures with minimal levels of management and broad spans of control, which enable people development, increase efficiency, and ease implementation of our “Sugar Rush Inc. Management and Leadership Principles”. Less hierarchical layers call for increased cooperation between colleagues. This is what will make the organization more flexible and more accountable. Indeed, it supports today’s and tomorrow’s business requirements for an agile and innovative company working with ever competitive intensity. These simple beliefs have inspired us to create an environment that puts the emphasis not just on individual responsibility and autonomy, but also on a strong willingness to support others, to work in multi‐skilled teams, and to cooperate rather than to compete internally. A dynamic organization creates a climate of innovation and allows people to think from different perspectives. We combine the scope and brand strength of a company with the creativity and knowledge of a local business.

Question; Review the Sugar Rush Policy and provide at least two (2) policies that are missing which would make a difference given the problems they are currently facing?

broadway hotel inc a clendar year corporation purchased land on which to build a small resort in los gatos. the land was purchased on 12-1-10 for 255000. (which included the price of a small shed of the property, 33500, which was torn down in December at a cost of 5000. the company began to build the resort on 12-1-10 paying 852000 to a contractor. further payments to the contractor were on 7-1-11 for 650000 and on 9-1-11 for 710000. on 12-1-11 the resort was ready to be rented out, but the company merely began to advertise the resort and found only a few paying customers to rent it to in 2011. during 2010, the Company had borrowed 3800000 at 8% on 1-1-10 (maturing 2022) specifically for this building project. the company also had a long term bond for 2000000 (liability) on its books from 2006, and due in 2017, which it was paying 9% interest but no other long term liabilities. what is the book value of the land? what is the book value of the building on 12-1-11?