In: Statistics and Probability
Please Provide the solution in java, already have a question which is answer in C++.
Language: java.
Please don't provide your email for private answer.
Q1. Implement a program which allows the user to find the shortest path between two nodes in a graph possibly passing through a third node. I.e. the user should be able to ask questions like: Which is the shortest path from A to B passing through C? The program should output an ordered list of the nodes to traverse from A to B if such a path exists. If no such path exists then the program should output that no such path exists.
Use sample text provided below as input when not executing tests (in the case that the tests should be executed you may use another input). This is the undirected road network of New York City. It is connected, contains parallel edges, but no self-loops. The edge weights are travel times and are strictly positive. You should also calculate/show the time complexity of your algorithm.
Sample Text file:
264346 733846 1 2 2008 2 1 2008 3 4 395 4 3 395 5 6 1935 6 5 1935 7 8 3828 8 7 3828 9 10 4182 10 9 4182 9 11 3500 11 9 3500 1 12 2105 12 1 2105 2 13 1478 13 2 1478 14 15 3427 15 14 3427 16 17 4148 17 16 4148 18 19 2529 19 18 2529 20 21 3065 21 20 3065 20 22 3163 22 20 3163 23 24 6768 24 23 6768 25 26 1300 26 25 1300 27 28 1957 28 27 1957 29 30 1295 30 29 1295 31 32 8530 32 31 8530 33 34 4986 34 33 4986 33 35 843 35 33 843 36 37 908 37 36 908 38 39 2545 39 38 2545 40 41 980 41 40 980 29 42 2686 42 29 2686 43 44 1425 44 43 1425 44 45 4410 45 44 4410 46 47 2759 47 46 2759 2 48 1541 48 2 1541 49 50 3787 50 49 3787 49 51 2964 51 49 2964 52 53 5170 53 52 5170 54 55 1300 55 54 1300 56 57 1834 57 56 1834 58 59 1762 59 58 1762 60 61 1253 61 60 1253 62 63 6045 63 62 6045 64 65 2578 65 64 2578 66 58 1527 58 66 1527 67 68 8081 68 67 8081 68 60 793 60 68 793 60 69 4270 69 60 4270 70 71 883 71 70 883 69 70 1136 70 69 1136 72 73 12904 73 72 12904 74 75 1995 75 74 1995 74 76 3516 76 74 3516 77 78 1220 78 77 1220 77 79 2327 79 77 2327 78 80 11763 80 78 11763 78 81 3209 81 78 3209 82 83 922 83 82 922 82 84 4359 84 82 4359 85 86 19802
In: Computer Science
June
| Date | |
| June-01 | Collected $ 1500 cash from customer accounts receivable |
| June-02 | Purchased supplies on account that cost $ 300 |
| June-07 | Recorded services of catering to customers and cash receipts were $ 500 and invoices for services on account were $ 1500. |
| June-08 |
Received $ 450 cash as an advance payment on May 10 from a client to be served in June and completed the job on June 8. |
| June-10 | Paid the utility company for the monthly utility bills that had been received in the previous month, $ 360 |
| June-15 | Paid $ 1800 cash for employee salaries |
| June-15 | Purchased a one-year insurance policy for $ 1000 on the microwave |
| June-16 | Paid $ 150 on the account payable that was established when supplies were purchased on June 2. |
| June-20 | Paid a $ 300 cash dividend to the stockholders |
| June-27 | Received monthly utility bills amounting to $ 350. The bills would be paid in the month of July |
| June-31 | Recorded revenues to customers. Cash receipts were $ 800, and invoices for sales on account were $ 1350 |
| June-31 | Paid $ 1800 cash for employee salaries |
Required:
1. Describe and journalise the transactions for the month of June in the general journal.
2. Record and post appropriate adjusting entries for June.
3. Prepare an adjusted trial balance for the month of June.
4. Prepare an income statement and statement of retained earnings for the month of June.
5. Record and post the closing entries for the month of June.
6. Prepare a closing trial balance for June.
In: Accounting
Frederick Cooper Lamp Company was founded in Chicago in 1923 by Frederick Cooper, an artist specializing in sculpture and watercolor art. The firm was launched in response to requests from clients that Cooper incorporate his works of art into lamps.
Relying on hand labour alone to make its lamps, chandeliers, and sconces, Cooper’s company quickly became recognized as a manufacturer of high-quality, distinctive products. Throughout its history, one of Cooper Lamp’s signature treatments was “the use of silk and other fine and exotic materials to produce unique hand sewn lampshades, many of which are adorned with distinctive bead and fringe treatments.” The firm used the focused differentiation business-level strategy, which essentially means that Cooper Lamp made expensive products that provided unique value to a small group of customers who were willing to pay a premium to purchase uniqueness (we fully describe the focused differentiation strategy later in the chapter).The words of a company official reflect Cooper Lamp’s strategy: “We offer a very high quality product. Our shades are hand-sewn, using unique fabrics. We use unique materials. We put things together in a unique fashion and as a result we have a very good name among the designers and decorators, and the stores. We sell to very high-end stores, [including] Bloomingdale’s, Neiman Marcus, [and] Horchow.” Thus, Cooper made “really expensive lamps for a niche market.” Cooper’s cheapest lamps sold for $200, while its crystal chandeliers cost upwards of thousands of dollars.
The reason we use the past tense to describe Cooper’s strategy is that the firm as it was known changed in August 2005. At that time, Cooper left its historic Chicago manufacturing facility, as required by the terms of its sale to developers who intend to convert its historic 240,000- square foot building into residential condos. The four-story building was sold and workers were laid off because the firm had to reduce the costs it incurred to manufacture its high-quality products. Some of the dismissed workers had been with the company for over 40 years. Other changes were in play as well, as indicated by the following comments from an employee: “We’ve sold the name but we can’t say who bought it. That was part of the deal. But we can say Frederick Cooper will not be who it was before. But we’re not going out of business. The new name will be Frederick Cooper Chicago.”
What caused the demise of Frederick Cooper Lamp Company? The answer is perhaps familiar: declining demand for high-quality handmade products; inefficient, high-cost manufacturing facilities; and cheap imports from other nations that offer customers a reasonable degree of quality at a substantially lower price. From a strategic perspective, the firm’s demise resulted from its below-average returns, which was a direct result of its not successfully implementing its business-level strategy.
Sources: R. Berg, 2005, Frederick Cooper workers to strike, Chicago Indymedia, www.chicago.indymedia.org,
Question: Using the case example of the Frederick Cooper Lamp, Identify evidence of the different types of generic strategies being pursued by the company. Then, explain what factors are influencing the choice of strategies that you identify and why? Provide current examples to support your answers by exemplifying each generic strategy alone.
In: Operations Management
Question 25 (1 point)
The Competitive firm's demand curve for labor is equal to:
Question 25 options:
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a. The marginal product for labor curve. |
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b. The firm's 'value of marginal product' (VMP) curve. |
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c. The marginal cost of hiring labor curve. |
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d. The marginal revenue curve. |
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Question 26 (1 point)
The best example of a monopsonist is:
Question 26 options:
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a. AT&T |
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b. Ford Motor Company |
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c. the Teamsters' Union |
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d. a large army post located in a small community/town. |
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Question 27 (1 point)
Suppose a powerful labor union negotiates a wage for its members above the equilibrium wage rate in a previously nonunionized competitive labor market. A likely result of this is that:
Question 27 options:
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a. the union will face difficulties in recruiting new members. |
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b. union members will be able to work more overtime than before. |
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c. each firm will make up for higher wage rate by expanding output. |
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d. the level of employment will be lower at the new wage rate. Question 29 (1 point) The levels of employment tend to be lower in unionized industries. Question 29 options:
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In: Economics
Fill out Financial Statement Effects Template based on the following information:
In early July 2003, a consulting engineer delivered the prototypes of the Chemalite that he had been developing, and he was paid a total of $23,750.
During the six months from July to December 2003, Chemalite sold $754,500 of its product. The largest single purchaser, the auto parts distributor with whom Peterson had negotiated, still owed Chemalite, Inc., $69,500. All other customers’ accounts were paid in full by year- end.
Additional chemicals and plastics were purchased for a total of $175,000. All of these purchases were paid for in cash.
Chemalite, Inc., spent $22,500 on television and trade journal advertising to introduce the product.
During the six months ended December 31, 2003, the company expended $350,000 on direct manufacturing labor and on manufacturing-related overhead (rent, utilities, supervisory labor). An additional $80,000 was spent on corporate salaries and other corporate expenses.
In early July, a further $150,000 was spent on machinery to be used in the production of Chemalites.
During the period, the company had borrowed $50,000 for a short time and repaid the loan by year-end. The interest paid on the loan amounted to $750.
In preparing his state-of-the-corporation report, Alexander noted with some anxiety that the company’s bank balance had fallen a further $117,000 from the $230,000 reported in June to only $113,000. It bothered him because he believed that the company was really doing quite well, and he failed to understand why the bank account did not appear to reflect this condition. In surveying the cash outflows incurred by Chemalite, Inc., over the entire year, he noted the following:
The machinery used in the production of the Chemalites was general purpose machinery, not restricted to Chemalite production, that might reasonably be expected to last for 10 years—six months of which had already passed.
There was still a stock at December 31 of $55,000 worth of plastics and chemicals in the warehouse; however, there were no finished or partially finished Chemalites at yearend.
Although the patent that the company had acquired from Alexander had a legal life of 20 years, he expected competitors to develop equivalent products that did not use the patented technique in about five years.
Alexander was quite confused by the worth of the prototypes. They had directly resulted in the development of the product the company was presently selling, so perhaps their value had actually increased over the last six months of 2003.
The committee organizing The Olympic Games, Athens 2004, had placed a firm order with the company for 60,000 Chemalites at a price of $1.50 each. It was their intention to give a Chemalite to each person at the opening ceremony of the 2004 Olympic Games and to have athletes and fans light their Chemalites, symbolic of the Olympic flame.
In: Accounting
Complete the following information about the organization and products and/or services you will focus on as you develop a complete marketing plan throughout the course. You may need to do research to get answers to the questions below. Be sure the organization and offer you select will 1) remain interesting to you for the duration of the course, and 2) have sufficient information available for you to conduct research and make informed recommendations in your marketing plan.
Company Profile
Market Segmentation and Targeting
Situation and Company Analysis
Economic Environment
Discuss factors that affect your consumers’ purchasing power and spending patterns. What is the economic environment that you are operating in? Is it growth, recovery or recession? Will it be easy to find staff? What is the current interest rate i.e. is it increasing or decreasing? What is consumer confidence like?
Technical Environment
The technological environment changes rapidly. You need to make sure that you are aware of trends in your industry and other industries could affect your business. New technologies create new markets and can influence you, consumers and competitors. Industry environment What are the trends in your industry? Are there new entrants in the market? Has a substitute product been introduced? Are there changes in industry practices or new benchmarks to use?
Competitive Environment
How many competitors do you have? Who are the key competitors? What are the key selling points or competitive advantages of each one? What is your advantage over competitors? Is the market large enough to support you and competitors?
Political Environment
Consider the political environment for the areas that your business will trade and operate in. Is there a stable political system? Are there any licenses and regulations that you should be aware of? Do you need to win support to be able to operate?
SWOT Analysis
Instruction: Complete the table below with descriptive responses and explanation as you answer the questions below.
| Strengths | Weaknesses |
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| Opportunities | Threats |
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Mission, Objectives, and Goals
State the mission or business purpose: what the organization wants to achieve, in market-oriented terms. (Example: Disney’s mission could be, “We create happiness by providing the finest in entertainment for people of all ages.)
List 1–3 objectives that move the organization a step closer to achieving the mission. (Example: A Disney objective could be, “To be the most popular theme park for international visitors.”)
Convert objectives into specific marketing goals that are easy to measure and evaluate. (Example: Our goal is to increase the market share of international theme park visitors by 10% in the next two years.”)
In: Operations Management
Complete the following information about the organization and products and/or services you will focus on as you develop a complete marketing plan throughout the course. You may need to do research to get answers to the questions below. Be sure the organization and offer you select will 1) remain interesting to you for the duration of the course, and 2) have sufficient information available for you to conduct research and make informed recommendations in your marketing plan.
Company Profile
Market Segmentation and Targeting
Situation and Company Analysis
Economic Environment
Discuss factors that affect your consumers’ purchasing power and spending patterns. What is the economic environment that you are operating in? Is it growth, recovery or recession? Will it be easy to find staff? What is the current interest rate i.e. is it increasing or decreasing? What is consumer confidence like?
Technical Environment
The technological environment changes rapidly. You need to make sure that you are aware of trends in your industry and other industries could affect your business. New technologies create new markets and can influence you, consumers and competitors. Industry environment What are the trends in your industry? Are there new entrants in the market? Has a substitute product been introduced? Are there changes in industry practices or new benchmarks to use?
Competitive Environment
How many competitors do you have? Who are the key competitors? What are the key selling points or competitive advantages of each one? What is your advantage over competitors? Is the market large enough to support you and competitors?
Political Environment
Consider the political environment for the areas that your business will trade and operate in. Is there a stable political system? Are there any licenses and regulations that you should be aware of? Do you need to win support to be able to operate?
SWOT Analysis
Instruction: Complete the table below with descriptive responses and explanation as you answer the questions below.
| Strengths | Weaknesses |
|
|
| Opportunities | Threats |
|
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Mission, Objectives, and Goals
State the mission or business purpose: what the organization wants to achieve, in market-oriented terms. (Example: Disney’s mission could be, “We create happiness by providing the finest in entertainment for people of all ages.)
List 1–3 objectives that move the organization a step closer to achieving the mission. (Example: A Disney objective could be, “To be the most popular theme park for international visitors.”)
Convert objectives into specific marketing goals that are easy to measure and evaluate. (Example: Our goal is to increase the market share of international theme park visitors by 10% in the next two years.”)
In: Operations Management
Read the extract carefully and apply the problem-solution pattern of analysis to it.
Process Reengineering at IBM Credit
IBM Credit finances the computers, software and services sold by IBM Corporation. The company is considered one of the world's most profitable publicly- traded companies. Processing a finance application usually took between six days and two weeks. The application wound its way from the credit department to the pricing department, to an administrator who wrote out a formal quote letter. When IBM Credit realized that processing an application actually took only about 90-minutes, and the rest of the normal processing time was spent with the application sitting on a pile on a specialist’s desk waiting to be looked at, they decided to reengineer the entire process. Here’s what IBM Credit did: The four specialists who previously processed the application were replaced by a generalist called the deal structurer, who processed the application from start to end using templates on a new computer system which provided all the data and tools each specialist commonly used. The results of the reengineering program were: Turnaround time was reduced from a typical 7 days to 4 hours. Without any increase in staff numbers, IBM Credit has been able to achieve a hundred-fold improvement in productivity. It can now handle 100 times the number of credit applications that were handled before reengineering was undertaken. Source: ( Adapted from Grant 2008)
Questions:
a) What is the starting situation?
b) What is the problem?
c) What is the underlying cause of the problem?
d) What solution has been proposed?
e) How successful is the solution?
In: Operations Management
From Dunkin Donuts to Just Dunkin! The famous American Donut’s brand is rebranding and closing stores across the world including Oman as its outlets have shut down for good. The demand for donuts in America is decreasing as customers preferring more healthy food with less sugar and fat.
The company’s brand CEO Mr. David Hoffmann said, “the rebranding comes as an effort to reshape the company’s strategic goals and focusing on drinks more than donuts.” While analyzing the company’s different products, the managers noticed that 60% of its revenue is coming from drinks like coffee while demand for donuts is declining.
The company redesigned its brand, and its stores making them look simpler. The company is also introducing new coffee experiences like nitro, cold brew, black...etc. The company will also introduce digital menu and drive through to fit the customers on the go lifestyle. The company will also reduce its employees as the new digital menus will eliminate the need of human employees, reducing the company’s costs.
Questions:
In: Operations Management