--What is the Terminal Year Non–Operating Cash Flow at the end of Year 3?

--What is the project’s NPV?

1. A vibrating string is cut in half. The fundamental frequency of the string will be...

a. doubled

b. unchanged

c. reduced by half

2.On a pipe organ, for a closed pipe, if you double the length of the pipe, what happens to the fundamental frequency?

a. It does not change.

b. It doubles.

c. It is reduced by half.

d. It is reduced by 1/4.

e. It is increased 4x.

3. When you blow gently across the top of a particular soda bottle, it emits a tone. The column of air in the bottle is vibrating up and down in its fundamental mode. If you replace the air in the bottle with something heavier than air (like carbon dioxide) and then blow gently across the top of the bottle, it will emit

a) a higher pitched tone. b) a tone at the same pitch as before.

c) no sound at all. d) a lower pitched tone.

9. If you blow across the top of a half full bottle of soda you can produce a clear tone. If you take a drink of soda to reduce the amount of liquid in the bottle and try this again the pitch (frequency) of the sound produced will

a) increase. b) stay the same.

c) exactly double. d) decrease.

1) Given the list of integers 1, -2, 3, -6, 7, -8, 9, 10, -11, indexed from 1 to 9, the left-to-right linear scan algorithm (O(n) algorithm) will set as candidate start positions for a maximum contiguous sequence the elements at the index positions:

(a) 1,3,4,6

(b) 1,3,4,6,9

(c) 1,3,5,7

(d) none of the above

2)The Fibonacci sequence 1,1,2,3, ... can be generated iteratively by starting with the first two (0th and 1st) and generating every subsequent one by adding the previous two. In fact, the nth Fibonacci number can be generated by n − 1 additions for n ≥ 2. Thus we need 5 additions to generate the 6th Fibonacci number. However, a recursive program to generate the 6th Fibonacci number needs:

(a) 12 additions (b) 11 additions (c) 10 additions (d) None of the above

3)we can use a stack to check if a string made up of open, “(”, and closed, “)”, parentheses is balanced. Simulate this algorithm on the input string “((()))(())()” to determine if it is balanced or not. (this means you must explicitly write down the sequence of pushes and pops that the algorithm would generate

Human Resources Development.

Question 1

Read the article below and answer the questions that follow.
Interview article: “Millennials” The Architects of Employee Experience
Mike DiClaudio, Principal Advisory at KPMG, explains to readers why millennials, the original “digital natives” are pioneering the Employee Experience in organisations and how artificial intelligence (AI) is becoming an inevitable part of modern HRTech toolkit. Mike is an expert across the full HR value chain, including strategy development, organisational design, technology selection and implementation, and, overall HR transformation.

HR Technology has historically been organisation-centric. With “consumerization” of the workplace, how do you see technology addressing unique employee needs?
Our relationship with technology doesn’t end when we walk into work, so as digitization happens in the marketplace, employees will expect that technology at work will be simple and intuitive, no matter where they are. Technology specific to Human Resources will help business and HR leaders improve current and prospective employees’ experiences in a variety of ways, including speeding up the recruiting process, improving training and development opportunities, and fostering greater collaboration and productivity. Most important, it will help employees complete their jobs more efficiently, especially as AI, intelligent automation and connected devices become more integrated into the workforce.
Where do most organisations sit on the employee experience maturity curve? Why is that?
Many organisations are starting to see the importance of the employee experience, but there is still work to be done. Improving their overall brand is no longer enough to attract talent. A shift has been occurring in the workplace since millennials entered the workforce, and it’s continuing as millennials comprise more managerial positions while Gen Z takes entry-level positions. Understanding the shifting expectations requires businesses to not only evaluate this from an organisational perspective, but, keep the approach human-centric. They must listen to their employees so they can implement the programs, training and experiences that will not only attract talent, but retain them over time.
Employee experience is set to be the new competitive advantage. How can employers leverage AI to fuel differentiated employee experiences?
Employers can leverage AI to create differentiated employee experiences in a variety of ways and we expect to see more possibilities as the technology evolves. Three immediate ways we see AI impacting the experience are to develop personalised compensation packages based on an employee’s role, preferences, and productivity; uncover insights on workplace trends and challenges, which can then be used to create stronger rewards programs.
Organisations need to start by defining the moments that matter to the employee most and enhancing these experiences at the critical touchpoints that influence what employees think and do. Alternatively, when companies uncover friction points across the employee lifecycle, these often are opportunities to think about their technology strategy and where they may be able to leverage capabilities to improve the experience – whether this is digital, social or environmental. Embedding AI into a company’s unique Employee Value Proposition is no longer an option, but required, to not only deliver on the talent brand, but drive engagement.
How is the enterprise work culture changing in response to the needs and demands of generational groups like Millennials and Gen Z and what role do you see technology playing to engage them more meaningfully?
Millennials and Generation Z (Gen Z) are digital natives, accustomed to convenience and desire by meaningful experiences. They bring these same expectations to the workplace. Just as they will abandon their shopping cart if the checkout process is too complicated, millennials and Gen Z will look for up-to-date and intuitive technology within the workplace. New technology can help with something as simple as offering online training and development, and as complex as eliminating “busy work” through automation. By using technology to eliminate menial tasks, employees will be elevated to more strategic responsibilities and thus, more engaged.

How does business culture, including HR, need to evolve to accept the full promise of predictive workforce?
Employees at every level of an organisation will need to embrace the idea that advanced technology will change the way they work, but, will not replace them. In fact, KPMG’s 2018 Global CEO Outlook survey reveals that 62 percent of respondents said AI and robotics technologies will create more jobs than eliminate them. Additionally, employees will need to understand how technology will enable them to focus on outcomes rather than tasks. For example, automating the candidate sourcing could cut the process down from three days to 10 minutes, giving HR leaders time to focus on other things that could add value to their organisation like developing a new performance management technique or onboarding process. These opportunities will allow employees to reinvent and diversify their career paths, and ultimately position them for more dynamic work experiences..

How can smaller companies leverage technologies like AI and ML to punch above their weight when it comes to their employees?
Technologies like AI and machine learning help businesses work smarter. Smaller companies that may have fewer resources can benefit from these in offering more personalised compensation packages and strengthening their rewards programs. Furthermore, AI can help these companies find candidates who are a better fit for open positions, saving them time and resources in interviewing prospective employees.

What are some of the biggest pitfalls you see organisations making when executing their employee experience strategy?
One of the major hurdles is understanding just how crucial the employee experience has become in attracting and retaining talent, and that it is an evolving journey. Trends and technology will change, and with the employee experience should evolve with that.
HR leaders need to look beyond an employee’s function in the organisation to the totality of their experience. From hiring and onboarding, to manager and team dynamics, to how they perceive company culture, and more, every touchpoint plays a critical role in shaping an employee’s experience. Big data and AI will help paint this picture for executives so they can better attract, understand and retain employees.

What are the essential skills for HR leaders in the digital age?
HR leaders in the digital age will have a more holistic understanding of technology’s impact on the employee experience. This ranges from using technology to help recruit candidates, to suggesting tools to make an employee’s job more efficient. As these skills evolve, there will be new specialist positions; for example, what I call the “Workforce Shaper.” The person in this role will be responsible for understanding the talent a business needs to succeed and the best way to fill this role with human talent, both permanent and flexible, and with technology solutions. Equally important, the “Employee Experience Architect” will work hand-in-hand with the Workforce Shaper to build an experience that meets the real-time demand of the organisation’s workforce.
Source: https://www.hrtechnologist.com/interviews/culture/millennials-the-architects-of-employee-experience/

1.A. Strategic HRD plans must be flexible enough to accommodate changes in the environment. Keeping this in mind, discuss the implementation of strategic human resource development for your organisation (or an organisation of your choice), factoring in the increasing presence of millennials, as inferred in the article.

1.B. As these skills evolve, there will be new specialist positions; for example, what I call the “Workforce Shaper.” The person in this role will be responsible for understanding the talent a business needs to succeed and the best way to fill this role with human talent, both permanent and flexible, and with technology solutions. With reference to advancing challenges described in the article, discuss the relevance of talent management and its processes for your organisation (or an organisation of your choice).

python.Write a python program that prompts the user to enter the year and first day of the year, and displays the first day of each month in the year. For example, if the user entered the year 2020 and 3 for Wednesday, January 1, 2020, your program should display the following output:

January 1, 2020 is Wednesday

February 1, 2020 is Saturday ……

December 1, 2020 is Tuesday

The following information is available for Sheffield Corporation for 2020.

a.  Compute taxable income for 2020.

b.  Compute pretax financial income for 2020.

c.  Prepare the journal entries to record income tax expense, deferred income taxes, and income taxes payable for 2020 and 2021. Assume taxable income was $480,000 in 2021.

d.  Prepare the income tax expense section of the income statement for 2020, beginning with “Income before income taxes.”

Recording Treasury Stock Transactions

On January 2, 2020, Liberty Corporation was authorized to issue 300,000 shares of $5 par value common stock. Liberty issued 60,000 shares of common stock on January 15, 2020, at $15 per share.

Required

a. Record the entry on June 30, 2020, for purchase of 6,600 common shares for the treasury at $18 per share.

b. Record the entry on September 20, 2020, for sale of 2,400 treasury shares at $21 per share.

c. Record the entry on November 3, 2020, for sale of 1,500 treasury shares at $17 per share.

d. Record the entry on December 15, 2020, for sale of 1,200 treasury shares at $13 per share.

Note: List multiple debits (when applicable) in alphabetical order and list multiple credits (when applicable) in alphabetical order.

e. Determine the number of shares issued and the number of shares outstanding on the following dates (after transactions have been recorded): June 30, 2020; September 20, 2020; November 3, 2020; and December 15, 2020.

The Schumpterian hypothesis suggests there may be a direct relationship between firm size or seller concentration and the output of process and product innovation. With regard to this, if comparatively high levels of seller concentration are associated with greater technical or dynamic efficiency, what are some factors which might account for it?

Does the hypothesis imply that there may be a policy conflict between the pursuit of dynamic efficiency and the pursuit of other objectives like pareto/allocative efficiency?

A balanced scorecard addresses four perspectives. Identify the question most likely related to each perspective.