β-Galactosidase (β-gal) is a hydrolase enzyme that catalyzes the hydrolysis of β-galactosides into monosaccharides. A 0.312 gram sample of β-galactosidase is dissolved in water to make 0.108 L of solution, and the osmotic pressure of the solution at 25 °C is found to be 0.615 mbar. Calculate the molecular mass of β-galactosidase.

11-Which of the following does NOT regulate biochemical reactions?

A. Regulation of enzyme amounts.

B. Regulation of access of substrates to certain compartments.

C. Alteration of Go' by raising or lowering reactant concentrations

. D. Regulation of the catalytic activities of enzymes.

E. Alteration of the amounts of allosteric modifiers (regulator molecules).

Tyrosine hydroxylase (TH) is an enzyme that converts tyrosine to L-Dopa. In your lab, you genetically engineer a mouse that can't make TH. What neurotransmitter system(s) would be affected?

a. serotonin b. dopamine c. norepinephrine d. all of the above e. (b) and (c) only

An article contained the following observations on degree of polymerization for paper specimens for which viscosity times concentration fell in a certain middle range:

(a) Construct a boxplot of the data.

Comment on any interesting features. (Select all that apply.)

The data appears to be centered near 428.There are no outliers.The data appears to be centered near 438.There is one outlier.There is little or no skew.The data is strongly skewed.

(b) Is it plausible that the given sample observations were selected from a normal distribution?

YesNo    

(c) Calculate a two-sided 95% confidence interval for true average degree of polymerization. (Round your answers to two decimal places.)

  ,

Does the interval suggest that 443 is a plausible value for true average degree of polymerization?

YesNo    

Does the interval suggest that 450 is a plausible value?

YesNo    

Required:

Record the following transactions of J. Min Designs in a general journal:

What are types of authentication of human users?

and

What are types of identification of human users?

You have been employed by the local circus to plan their human cannonball performance. For this act, a spring-loaded cannon will shoot a human projectile, the Great Flyinski, across the big top to a net below. The net is located 4 m lower than the muzzle of the cannon from which the Great Flyinski is launched. The cannon will shoot the Great Flyinski at an angle of 45 degrees above the horizontal and at a speed of 15 m/s. The ringmaster has asked you to determine a few things in order to make sure the show is both safe and entertaining.

a) The x-component of the human cannonball’s initial velocity and final are  _____ m/s.

b) The y-component of the human cannonball’s initial velocity and final are _____ m/s.

c) Now, report the final speed of the human cannonball when he hits the net. The ringmaster will use this information to make sure she uses a strong enough net, as her circus has had problems with previous human cannonballs breaking through the bottom of the nets, and it has not been well-received.

d) How long is the human cannonball in the air? The ringmaster wants to make sure the human cannonball is in the air long enough to impress the audience.

Using the case study “The Marketing Plan at Rivers and the Robot”. Refer to the case study in Chapter 16. You have the information you need to write a two-page executive summary to Mr. Habeeb, the executive director. Write the executive summary. As you write it, consider why value is added by including each part elaborated on in this chapter in the plan (i.e., situational analysis, market research, and market strategy that identifies target markets). Also explain why value is added by focusing on physicians, patients, and the public when developing the plan. Finally, evaluate Belinda’s and Rick’s marketing campaign. Do you think their efforts succeeded at educating the public about Rivers Medical’ acquisition of the robot? Submit your two-three page, APA format with in-text citations CASE STUDY: "The Marketing Plan at Rivers and the Robot": Marketing and public affairs director Belinda Sheldon and media specialist Rick Stallings were the entire office staff for marketing and public affairs at Rivers Medical. Rick was staying late in the office because Belinda had been called to attend an impromptu strategy meeting that afternoon by the hospital’s executive director. Rick knew that something was about to happen that would require him and Belinda to work quickly and expertly. He called his wife and told her to go ahead and have dinner without him. He’d be home later. Rivers Medical was a not-for-profit hospital with 237 licensed beds, more than 1,300 employees, and a physician medical staff of about 200. It served the local city and the rural surrounding towns in the rolling hills area of Tennessee. Its mission read: Rivers Hospital provides compassionate, quality healthcare services needed by the people of Tennessee in collaboration with other providers and community resources. Its vision read: Rivers is a comprehensive regional referral center committed to providing the finest in competent, courteous, and compassionate care. Its values read: These beliefs and values are the foundation of our mission and vision: Compassion—We care for others as if they are members of our own family. Dignity—We treat every person with respect. Excellence—We continually improve our services to ensure the highest quality of care. Education—We maintain a commitment to growth and learning. Accountability—We use resources wisely to ensure that services are consis- tently provided at appropriate cost. Collaboration—We work with others to improve the health status of the community. Belinda entered the boardroom and acknowledged each person as he or she entered. The Rivers strategic planning team was for the most part a collegial group that worked well together and liked working together. It was a good thing to work in an environment that encouraged input and lively discussion from all areas of the hospital, both clinical and administrative. Belinda and Rick attributed this positive culture to the executive directorPatrick Habeeb, who led the hospital with patients, physicians, the public, and payers in mind. He was known for asking purposeful questions—questions that made others think about the mission, vision, and values of Rivers. He was kind and polite, and even though he was busy, he made others feel as though he had all the time in the world for them. Belinda nodded to the nursing director, who was followed by the medical director and whom Belinda called the C-suite—the chief financial officer (CFO), chief information officer (CIO), chief operations officer (COO), and Mr. Habeeb. Two OB/GYN surgeons accom- panied Mr. Habeeb. Belinda expected the meeting to be short, as was customary when Mr. Habeeb was in charge. He was simple, direct, and encouraged the rest of the strategy team to offer suggestions and formulate the plan. The nearest hospital to Rivers, Memorial Hospital, was a 25-minute drive away. It had acquired the da Vinci robot three years earlier, primarily for OB/GYN surgery (see www. davincisurgery.com). At that time, Rivers had considered purchasing the robot. However, given that the Rivers physicians did not seem interested in the robot and given the popula- tion of the city and the surrounding towns, the Rivers strategy team had determined that there would not be enough surgeon/patient demand to utilize the robotic services profitably. The CFO had reported that the cost of the robot would have been $1.5 million, with another $140,000 budgeted for the annual service contract. Rivers also had anticipated spending about $1,500 per year for replacement parts. Training would have involved the surgeons, the operating room nurses and staff, robotics program managers, and hospital administrators. The CFO had determined that the robot would need to perform about eight surgeries per week to be profitable. Belinda had reported that marketing research (an out- sourced phone survey of city residents) had indicated positive interest in the da Vinci robot and its potential for less invasive surgery. Marketing efforts would have been directed at television, radio, billboards, websites, and community events. Success would have been measured by the number of calls directed to Rivers’ call center (to track interest in robotic surgery), physicians’ responses, and the actual number of surgeries performed (with a goal of more than eight per week). A marketing budget of $40,000 to promote the da Vinci robot had been proposed. The end decision was that the team could not recommend the purchase at that time, particularly in light of Memorial’s decision to purchase it. However, within the last six months, the physicians who primarily had used the da Vinci robot left Memorial to practice on the West Coast. Hence, the da Vinci robot was not being used productively because the other surgeons at Memorial were not interested in learning how to use it; they were satisfied with laparoscopic surgery because it was mini- mally invasive as well. As a result, Memorial stopped leasing the surgical robot. Mr. Habeeb stated that three OB/GYN surgeons and two urologists at Rivers had let it be known that they would like Rivers to purchase a da Vinci robot. The two surgeons in attendance at the meeting spoke of the robot’s benefits and how they now supported and encouraged Rivers to purchase it. The da Vinci robot allowed for minimally invasive surgery, causing less pain for the patient and less scarring than conventional surgery caused. Theboard of directors at Rivers had decided to take advantage of this opportunity and had approved the purchase. The CFO reported that the costs had increased slightly since their first assessment three years prior. The purchase price was $1.7 million, with a service con- tract of $150,000 per year. Rivers also could anticipate spending about $1,500 per year for replacement parts. Moreover, the CFO reported that the robot would still need to perform about eight surgeries per week to be profitable. The meeting had been called that afternoon to get everyone started; they needed to start doing what they needed to do to prepare for the robot’s arrival, which was scheduled for delivery within the next month. Mr. Habeeb adjourned the meeting, and Belinda rose to leave; she and Rick had much to do to implement their original marketing plan. But Mr. Habeeb asked her to remain behind. After the room emptied, he informed her that he knew her budget had been com- mitted to other hospital marketing efforts and Rivers just didn’t have the money to support her originally proposed $40,000 plan. “We do not want to take away from your other proj- ects. I’ll need you to work within a $2,200 budget, Belinda. I know we usually commit more resources, but we just cannot at this time.” Belinda joined Rick in the office and told him what Mr. Habeeb had said. “We have to write a whole new plan. Want to order a pizza? We have some brainstorming to do.” Rick replied, “Pizza is already on its way. I had a feeling we would have some work to do.”

In studying sub-populations of a small rodent that has a country wide distribution in the widely varying habitat of Costa Rica, Irena and Irwin (out intrepid evolutionary biologists) became interested in a gene with two alleles where one of the alleles (A1) produced an enzyme variety that protected mice from the venom of the “bushmaster” (a highly venomous snake) and the other allele (A2) produced an enzyme that protected the mice against the venom of the “fer de lance” (another highly venomous snake).

28. In habitats where both snakes are present in significant numbers, the genotype frequencies for were measured to be f(A1/A1) = 0.1; f(A1/A2) = 0.6; f(A2/A2) = 0.1. This represents a...

    1. a) population in Hardy-Weinberg equilibrium showing the evolutionary pattern of selection for the heterozygote genotype.

    2. b) population that is in Hardy-Weinberg equilibrium showing evidence of selection against the heterozygote.

    3. c) population not in Hardy-Weinberg equilibrium showing the evolutionary pattern of selection for the heterozygote genotype

    4. d) population that is not in Hardy-Weinberg equilibrium showing evidence of selection against the heterozygote.

29. If aggressive human intervention removed all of the snakes in the habitat described in the question above, which of the following would you not expect to happen to the allele and genotype frequencies in the population?

    a) They would stay at exactly the levels they were at when the snakes were removed. b) One allele or the other could become fixed depending on the size of the rodent

    population.
    c) The number of heterozygotes would decrease. d) They would fluctuate randomly due to drift.

30. In studying habitats where both snakes are present in significant numbers, Irwin and Irena found that over many generations, the allele frequencies tended to move first in one direction and then in the other but always tended to move back toward allele frequencies of f(A1) = 0.5 and f(A2) = 0.5. This could be an example of...

    a) frequency dependent selection b) selection for a dominant
    c) selection for a recessive
    d) underdominance

31. In one particular habitat with a small rodent population size but where both snakes were present in significant numbers, the genotype frequencies were measured to be relatively close to f(A1/A1) = 0.38; f(A1/A2) = 0.24; f(A2/A2) = 0.38. This could be an example of...

    1. a) overdominance

    2. b) inbreeding

    3. c) directional selection

    4. d) mutation-selection balance

a) Which of the following are considered to be Lewis Acids? Choose all that apply.

Your answer:

b) Which of the following are considered to be Lewis Bases? Choose all that apply.

Your answer: