Write a program to compute answers to some basic geometry formulas. The program prompts the user to input a length (in centimeters) specified as a floating point value. The program then echoes the input and computes areas of squares and circles and the volume of a cube. For the squares, you will assume that the input length value is the length of a side. For the circles, this same value becomes the diameter. Use the meter value input to calculate the results in square (or cubic) meters and then print the answers in square (or cubic) meters. Area of a square (length times width) Area of a circle (pi times radius squared) How much bigger the area of the square is than the circle (see previous calculations) Round the length down to the next whole number of meters, compute the volume of a cube with this value as the length of its side Round the length up to the next whole number of meters, compute the volume of a cube with this value as the length of its side. You are to run the program three times using the following input values: 1000 1999.9 299.4 Please turn in the program and the outputs of running the program three times as directed. Be sure to use good style, appropriate comments and make use of constants in this program. Important Notes For the constant PI, please use 3.14159 Use the floor() and ceil() functions to round down and up respectively. For example, ceil(3.02) is 4. Be sure to #include to get access to these two functions Sample Output Your output format should look similar in style to the one below. Geometry formulas by (Your name) Enter one floating point number for length, 123.4 The number you entered is 123.4 cm or 12.34xx m. Area of square xx.xxxxxxx sq. m. Area of a circle xx.xxxxxxx sq. m. Difference is xx.xxxxxxxx sq. m. Cube volume rounded down is xx.xxxxxxxx cu. m. Cube volume rounded up is xx.xxxxxxxx cu. m. Press any key to continue

A former UCLA Health System employee became the first person in the nation to be sentenced to federal prison for violating HIPAA. Huping Zhou, 47, of Los Angeles, was sentenced to four months in prison on April 27 after pleading guilty in January to four misdemeanor counts of accessing and reading the confidential medical records of his supervisors and high-profile celebrities, according to the US Attorney’s Office (Links to an external site.) for the Central District of California. Zhou was also fined $2,000. In 2003, Zhou, who was a licensed cardiothoracic surgeon in China before immigrating to the United States, was employed as a researcher with the UCLA School of Medicine.

On October 29, 2003, Zhou received notice that UCLA intended to dismiss him for job performance reasons unrelated to the illegal access of medical records. That night, Zhou accessed and read his immediate supervisor’s medical records as well as those of other coworkers. Over the next three weeks, Zhou abused his access to the organization’s electronic health record system to view the medical records of celebrities and high-profile patients, including Drew Barrymore, Arnold Schwarzenegger, Tom Hanks, and Leonardo DiCaprio.

According to court documents, Zhou accessed the UCLA record system 323 times during the three-week period. In the plea agreement, Zhou admitted he obtained and read patient health information on four specific occasions—with no legitimate reason, medical or otherwise—after he was terminated from his job. Zhou did not improperly use or attempt to sell any of the information he illegally accessed, according to the press release. In January, Zhou’s attorney, Edward Robinson, was quoted in the UCLA student newspaper saying Zhou did not know that accessing the records was a federal crime.

1. As a member of the UCLA workforce, would Zhou have a legitimate right to view patient records in his normal course of employment?
2. In managing access and disclosure of PHI, determine how UCLA could have discovered Zhou’s infractions?

Thomas Abramson is a quality control manager for Capitol-IZE Pharmaceutical Company, Inc. The company is headquartered and has its principal production facility in Indianapolis, Indiana. For several years, Capitol-IZE Pharmaceutical has been engaged in the research and development of a new cancer drug, Izerion. As part of the federal regulatory procedure for mass-marketing a new drug, Capitol-IZE Pharmaceutical applied to the Food and Drug Administration (FDA) for final approval of Izerion.

Yesterday, Abramson's supervisor informed him in somber fashion that the FDA had rejected the company's application for final approval of Izerion. Apparently, the FDA was concerned about serious side effects that manifested during the drug's clinical trials. Abramson's supervisor further advised him that next Monday Capitol-IZE Pharmaceutical is scheduled to go public with a press release concerning the FDA's rejection of Izerion.

Abramson is frantic. He owns approximately 6,000 shares of Capitol-IZE Pharmaceutical stock, and he knows that news of the FDA's rejection of Izerion will be disastrous to the company, its employees, and its shareholders. Capitol-IZE Pharmaceutical stock is currently valued at $47.50 per share, and news of the FDA's disapproval of Izerion will likely drive the stock down to one-half of its current value.

Abramson quickly runs the numbers on his calculator. A reduction of 50 percent of the stock's value would represent a personal loss of $142,500. Abramson's Capitol-IZE Pharmaceutical stock is his only retirement plan, aside from a modest pension he will receive from the company (assuming the company survives the announcement).

Abramson has a plan. Today, he will instruct his financial planner to immediately sell all 6,000 shares of his Capitol-IZE Pharmaceutical Company, Inc., stock. Abramson rationalizes his decision by assuring himself that anyone else in his position would do the same thing.

Is Thomas Abramson plan legal? Is it ethical?

Confidential Role Information for GTechnica (Seller)

You are the Vice President of Sales for GTechnica, a Massachusetts‐based developer and
manufacturer of precision electronic components for use by computer and computer accessory
manufacturers in their products. Your research and development team recently completed work
on a new processor chip – the GT7 ‐‐ for consumer‐oriented graphics accelerator cards, and your
firm has now readied a production line at your Wisconsin manufacturing plant capable of mass
producing the chip.

Graphics accelerators are video adapter cards that one can plug into a PC (in an available
expansion slot on a PC’s motherboard) designed to boost a computer’s performance on multimedia
tasks such as games or scientific applications that are graphic intensive. These accelerator cards
typically include their own memory and their own specialized processor to handle the intensive
mathematical operations involved in graphics applications. An accelerator card enhances PC
performance by freeing up a computer’s main processor and memory for other operations, while
the graphics card handles the computational load associated with graphics. The demand for
graphics accelerator cards by the general consumer market has grown significantly in the last few
years as home and small business PC users have increasingly sought more and better processing
power to handle the snazzy graphics that software developers have been adding to productivity
applications as well as games.

Six months ago, when the GT7 was first announced in the trade press, GTechnica was
approached by a European firm called SysD, which is one of the leading makers of add‐in circuit
boards for PCs, including graphics accelerator cards. SysD was interested in using the GT7 for its
latest model accelerator card, and you were able to reach a deal to sell 15,000 units (GT7
processors) to SysD at a price of $37 per unit. At the time that deal was made, this was a good price
for GTechnica, for two reasons. First, you weren’t sure when the chip was announced that this new
and relatively untested processor could fetch much more than $30 until it had more of an installed
base in the marketplace. Second, your main competitor in this market is thought to be supplying
similar (but slightly less advanced) processors for an average unit price of about $28. But as it
turned out, SysD was unhappy with their existing primary supplier of processors, and anxious to
bring out a new accelerator card with enhanced capabilities, and they agreed to pay $37 per unit.
Unfortunately, three months after closing the deal, as you were completing development on
your production facility for the GT7 (before any units had yet been made or shipped), SysD
exercised an option in the contact to delay their purchase of the processors by one year. Now you
have about nine months of underused (unused, really) production capacity for making GT7s. If you
could find another accelerator card manufacturer interested in the GT7 and close a deal quickly,
there is time to produce and ship 15,000 units before you have to turn your production capacity
back over to making GT7s for the delayed SysD contract.

As luck would have it, while at a trade show a couple of weeks ago, you ran into an executive
with a graphics hardware firm in California called AccelMedia. AccelMedia, a relative newcomer to
the market, has been growing rapidly because of the sudden popularity of its graphics accelerator
products. The executive you spoke with at the trade show told you that AccelMedia has an urgent
need for approximately 15,000‐20,000 processors for their newest accelerator card (a model called
the AMPro 50). Figuring that this could be an excellent way to make use of the temporarily idle GT7
production capacity, you then contacted AccelMedia’s Director of Component Sourcing, who
confirmed that they are seeking a supply of processors, and that GTechnica’s GT7 would meet their
specifications. The two of you agreed to schedule a meeting to negotiate the possible sale of GT7
processors to AccelMedia.

Your goal in the upcoming negotiation is to get the highest possible price per unit for the
processors that you sell to AccelMedia. Your net unit cost for the GT7 is $16; anything above that
will represent a profit for GTechnica, and given the fact that the production line will sit idle if no
deal is made (there are no other potential customers on the horizon at this point), you should
probably be willing to accept any deal that exceeds unit cost. But your boss, the Executive Vice
President for Sales and Marketing, has made it clear that you will be judged by how much better
than this you can do.

Another issue is the volume of a contract: You have the capacity to make and ship as many
as 15,000 units, and you would like a deal that comes as close to that as possible. However, you
cannot make a deal for more than 15,000 units because the production line will have to be turned
over to the delayed SysD contract at that point, and there is no other possible production capacity
that can be shifted to making GT7s in the near future. Thus, the negotiation you are about to
conduct is really a one‐shot opportunity to do business with AccelMedia.

As you wait for the meeting with AccelMedia’s representative, you are thinking through the
approach you will take.

• What is the unit price you would like to receive for the GT7s? ____$37______
• What is the unit price you will initially present to AccelMedia? ___$30_______
• What is the lowest unit price you will accept for the GT7s? ____$22______

Question 5. Define your best Objective Criteria.

MARKET VALUE - What would others be willing to pay for the same thing?

PRECEDENT - What was the basis of previous agreements?

TRADITION - How have you done it in the past?

EXPERT/SCIENTIFIC JUDGMENT - Is there a well-developed body of knowledge?

EFFICIENCY - Is this the best way to do it?

COSTS AND PROFITS - Are there margins which must be met?

POLICY - Is there an internal or external set of rules that serve as a guide?

RECIPROCITY - Would the other party feel compelled to return the favor?

STATUS - Will you defer to someone's title or position?

PROFESSIONAL/INDUSTRY STANDARDS - Is there a 3rd party standard we can refer to?

1. In a perfectly competitive firm and a perfectly price discriminating monopolistic face the same demand and cost curves, then a.the competitive firm will attain resource-allocative efficiency but the monopolist will not b.the competitive firm will attain resource allocative efficiency but the monopolist may or may not depending upon the demand for its product c.the competitive firm will not attain resource allocative efficiency but the monopolist will d.noth the competitive firm and the monopolist will attain resource allocative efficiency e.neither the competitive firm, not the monopolist will attain resource allocative efficiency

2. In general electric, gas, and water companies are examples of ____ monopolies a.unregulated b.patent c.natural d.government

3. At the quantity where a single price monopolist maximizes profit, price will be a.equal to marginal-cost b.equal to marginal revenue c.greater than marginal cost d.less than marginal cost e.less than marginal revenue

4. Which of the following is true of price and marginal revenue for the first unit of output sold by a monopolist? A.price is greater than marginal revenue b.price is less than marginal revenue c.price is equal to marginal revenue d.a or b depending on whether it is a single price or a price discriminating monopolist

5. A single price monopolist a.must lower price on all previous units to sell an additional unit of output b.is a price taker c.finds that its marginal revenue and price are the same for the first unit of the good it sells d.necessarilt faces a perfectly inelastic demand curve e.a and c

6. One thing a monopoly firm has to do that a perfectly competitive firm does not have to do is a.search for its profit-maximizing price b.advertise c.minimize its losses d.produce the quantity of output at which P=MC e. Produce a high-quality product

7. Which of the following statements is true a.the motivation for the rent-seeking is not the same as the motivation for profit-seeking b.economic rent is a payment in excess of opportunity cost c.the deadweight loss triangle is not considered the graphic representation of one of the costs of monopoly, instead, it is one of the costs of not having a monopoly d.rent seeking is almost always an irrational activity as far as the rent-seekers are concerned e.a and d

8. The ______ Acts, passed by the British Parliament in the 1760s imposed taxes on a variety of products imported into the American colonies. a.smooth Hawley tariff b.tea c.townsend d.british east India

9. In a monopolistic competitive market which of the following factors probably does not give rise to product differentiation? A.packing of the product b.brand names c.loyalty of customers to a particular producer d.quality difference e.the small number of sellers

10. Which of the following industries is the best real-world example of monopolistic competition? A.soft drinks b.electricity generation c.automobiles d.computer software

11. The monopolistic competitive firm faces a ____ demand curve. A.horizontal b.vertical c.downward sloping d.upward sloping

1. The perfectly competitive firm's demand curve is horizontal at the market price.

2. In perfect competition, the market price is established at the intersection of the market demand and market supply curves in the industry and the individual firms are "price takers" of that market price.

3. The perfectly competitive firm will continue to produce in the "short-run" if the price in the market is below their average total cost but above their average variable cost.

4. The theory of the perfect competitive firm provides a complete and accurate description of most real world firms existing today.

5. If a firm is earning ECONOMIC PROFIT, they must be producing at an output level where the price is above their average total cost.

6. We can be sure that the perfectly competitive firm, producing an output level where "price = marginal cost" is earning a normal profit, even in the short-run.

7. Public franchises, patents, and copyright laws are examples of legal barriers to entry in monopoly models and are the source of monopoly power.

8. In general, monopoly may exist because one firm has the exclusive ownership of a scarce resource such as bauxite, an essential element in the production of aluminum.

9. The monopolist is a "price maker" and must lower price to sell an additional unit of its product.

10. In monopoly theory, a price maker is a person who actively seeks out the best price for a product that he or she wisher to buy.

11. As a price maker, a rational monopolist can charge whatever price it wants to charge and sell the same amount by virtue of it's monopoly power and position.

12. A monopolist is always assured of positive economic profits given its control over price.

13. For the monopolist, the marginal revenue curve lies above their demand curve in graphic illustration of their cost and revenue structure.

14. The monopolist faces a "horizontal" demand curve.

15. The monopolist can sell all it can produce at the market established price.

16. The marginal revenue curve of the monopolist lies below its demand curve.

17. The monopolist, by definition, is a "price taker."

18. In theory of monopoly, the monopoly firm is the industry.

19. To maximize profits, a single-price monopolist will produce where Marginal costs = Marginal revenue: establishing a price that is greater than their marginal cost.

20. As a consequence of the perfectly competitive firm producing the quantity of output at which: price equals marginal revenue and marginal cost, it will  achieve "allocative efficiency" in the deployment of societies scarce resources.

Sitcom Technology Case

Case Study: Cost Concept and Cost Sheet

Sitcom Technology was founded by two IIT graduates Rehan and Nixit in the year 2016 with the objective of providing IT solutions to various companies. They launched their FinTech start-up after getting funded Rs 25,00,000 by Business Ventures, one of the FinTech Angel investors. This was in the form of a loan at a 12% rate of interest.

Rehan utilized his unused two bedrooms flat in Bannerghatta, Karnataka worth Rs 60,00,000 for the office. Although he could get Rs 20,000 per month as rent for the same in the market, he rented it out to his start-up at Rs 15,000 per month and also decided to waive off the security deposit of Rs 100,0000 (going rate).

The other assets bought for their enterprise were four computers and a server (Rs. 200,000), two printers come scanner (Rs 18,000), two cordless phones & four mobiles (Rs 62,000), modem for wifi and other internet accessories (Rs 6000)and office furniture (Rs 1,70,000). After purchasing the furniture, they realized that Rs 20,000 invested in panel doors couldn’t be used. There was no return or refund for that. With no other option in hand, they sold these doors as scrap for Rs 8,000. Besides these purchases, they also invested Rs 40,000 in annual licenses for a lot of software.

Nixit picked up two of his juniors as Programmer and Visualizer come graphic designer after negotiating heavily on their hourly remuneration of 1,000 per hour on a freelancing basis. Depending on the number of hours invested in the development of a particular software/ERP/IT Solution, they were paid. In the month of April 2019, Sitcom Technology paid them Rs 84,000 for 42 hours of work put in by each one of them.

In addition to these two, a telephone operator and a data entry staff were also hired at Rs 13,000 and Rs 17,000 per month respectively. The monthly expenses of Sitcom Technology in April 2019 were:

In April 2019, Sitcom Technology received two big project orders from a leading private bank and one small programming work outsourced by a major IT company in Electronic City. The work was completed in the same month with all four of them putting in a lot of hours. The revenue generated from these three projects was Rs 4,10,000.

Question: Prepare the cost sheet for April 2019 and calculate the profit generated assuming the depreciation on fixed assets to be 10%.

NOTE- could you please provide me the solution ASAP.

Company XYZ owns a social network web site dedicated for wind surfers. They plan to launch a new online ad delivery and management service web site that will be coupled with their existing social network platform. The online ad management service will enable them to accept online orders for online ads from advertisers. The system will also deliver the ads to the main social network site. The ads will be displayed on the social network site but the content of the ads (the images and/or text objects containing the ad message) will be served by the new web site server. The company forecasts that the web site will receive an average of 10,000 visits from potential or current advertisers and 600 online ad purchase orders per week. They expect to have 30,000 registered online advertisers during the first month of the launch of the web site. Company XYZ dedicate a separate server and database for the new online service. The users of the ad management site and the users of the social network will be managed separately. The data of the two groups will be stored on separate databases. Similarly, web ad management site content and the social network site content will be hosted on separate servers. Company XYZ prefers to manage those two sites separately. The social network site will pull online ads from the database of the online ad management system. The users will experience a seamless presentation of ads within the social network pages without noticing the ads are fed from a different server.

Company XYZ awarded a contract to your company (Company ABC) to develop the web site, web service, and the database that will provide the capability of the online ad delivery and management service. You are the project manager of this project. Your task is to manage a team of three (one graphic designer, one database developer, and one software developer). As the project manager you are required to answer the following questions that provide insight about the project plan. Please respond to each question. There may be missing information. This is intentional. If you feel that there is missing information in any question, you are expected to make assumptions. Please state your assumptions clearly. You can use library and/or online information resources to address the questions. List all the information sources you use (use APA format for listing the references).

Using the drawing feature of Word or other software, create a site map of the online ad delivery service and management web site and the ad delivery web service. Show the hierarchy of pages and relationships between them. Include the database infrastructure in your depiction of your website. Explain each element. You can make any assumption about the specifics of the web site. Show the links between the social network site and the online ad management site that you will develop.

You are in networking at a large international company. Your company recently decided to implement a cross-training initiative and you have been selected to give a presentation to an audience of non-networking professionals working at various departments in your company.

Your presentation must be clear and concise enough to convey technical information to professionals who have a limited understanding of how networking actually works. However, it must also be accurate enough that your audience can understand how their company roles (such as scheduling resource-hogging reports, allowing contractors access to the system, and setting the hours international customers can place orders on your company’s system) can impact the company’s network, particularly in terms of security.

You decide to use the OSI model to explain the fundamental characteristics and components of networks because it is visual and presents the complexity of network communication in 7 layers.

Draft your speaker notes to hand off to an assistant who will turn your notes into a graphic-rich presentation. Each of your answers should be about 150-250 words long.

Note: Your assignment is to draft speaker notes. Do not create a presentation and do not write a paper.

1. Overview of Networking and Security

You decide to begin your presentation by providing your audience an overview of networking, with an emphasis on security and why it is important for all company roles to assist in securing the company’s network.

Discuss the potential security risks for each layer of the OSI model and the risks in each of the following:

• Distributed vs. centralized computer systems and why your department chose to be distributed/centralized
• Different network topologies and why your department chose the topology it did
• Why standards bodies are essential in networking and how your department complies with standards
• The importance of communication protocols and which one(s) your department chose
• The differences between LAN, WAN, and wireless technologies, and how your department incorporated each
• The responsibilities associated with providing telecommunications services such as security, privacy, reliability, and performance

2. Routing and Switching

Describe basic routing and switching in the context of the OSI model (i.e., in which layer routing, switching, and cabling occur). To underscore your department’s commitment to achieving 24/7 availability, describe 3 strategies your department uses to ensure the availability of network access in switched and routed networks.

3. Effective Security Policy

Describe at least 3 characteristics of an effective security policy, emphasizing the ways in which all departments in the company are responsible for helping secure the company network.

4. Security Strategies

Explain strategies your department used to build security directly into the design of your company network.

5. Malware

Define malware in layperson-friendly language and identify at least 2 strategies your department has put into place to protect your company’s network against malware.

6. Closing

Summarize your presentation.

The Saber City Disaster Preparedness (DP) team wanted to coordinate a mock terrorist attack to study the effectiveness of their disaster-management plan. The goal of the mock attack was to promote confidence, develop skills, coordinate activities, and coordinate participants of the disaster-management team. The DP team planned an attack commonly seen as a terrorist attack: A bus carrying important politicians would explode outside the federal courthouse in downtown Saber. All participating organizations (including the health department, hospital, police department, and fire department) were notified of the date the mock attack would be held. Volunteers were found who would play the victims found at the scene.

After months of planning, the day of the mock attack came. Members of the DP team watched how well the organizations worked together during the events of the mock attack. At noon, reports of an exploded bus in front of the courthouse came across police scanners: “Several people are dead and many more injured.” Emergency medical response teams and hazardous material response crews were called to the scene to care for the injured and attend to the potential hazardous exposure. Policemen quickly cleared the area of people and established a barrier around the scene. Firefighters put out the burning bus.

From the mock attack, the DP team learned that the city of Saber was prepared for a terrorist attack. Communication between organizations flowed smoothly, and the disaster-management team was skillful in controlling the situation. Participants in the mock attack stated that they were happy they had the practice experience and felt more confident in their skills to provide care in the event of a major disaster.

Questions

1. Identify the stage of disaster management that the city of Saber has reached. Be thorough. Provide a rationale to support the choices, not your opinion.

2. You are a nurse who is called to the scene of the mock disaster. Triage the following clients at the disaster site: provide a thorough rationale for the decisions; support with evidence from the textbook for each triage designation.

A. A 60-year-old man with a broken wrist and a history of heart disease.

B. A 30-year-old woman with “road burn” lacerations on her forearms and thighs.

C. A 12-year-old boy with third-degree burn marks over 40% of his body.

3. What are some organizations where nurses can volunteer to work in disasters? Name at least three.