Using the information presented in the Financial Statements of United Health Care, a major HMO, compute financial ratios for 1994 and 1995 and discuss some of the primary observations that you would conclude regarding the financial performance of the firm. Provide an overall evaluation of the financial position of this company.
United Healthcare Financial Ratios
Health Plan Median 2017 2016 2015
Liquidity
Current 1.32 1.18 2.87 .93
Days in Receivables 22.5 ? ? 19.8
Days Cash on Hand 89.9 ? ? 53.6
Capital Structure
Equity Financing % 48.9 ? ? 60.7%
Long Term Debt to Equity % 13.0 ? ? 3.67%
Cash Flow to Total Debt % 15.0 ? ? 37.7%
Times Interest Earned 13.1 ? ? 109.5
Activity
Total Asset Turnover 1.55 ? ? 1.74
Fixed Asset Turnover 16.8 ? ? 24.6
Current Asset Turnover 2.88 ? ? 5.07
Profitability
Total Margin % 3.6 ? ? 6.81
Return on Equity % 11.6 ? ? 19.6
Income Statement (000$)
Fiscal Year Ending 12/31/17 12/31/16 12/31/15
Net sales 5,670,878 3,768,882 3,115,202
Cost of goods 3,930,933 2,643,107 2,236,588
Gross profit 1,739,945 1,125,775 878,614
Selling, general and administration 1,030,906 555,649 491,635
Income before depreciation and 709,039 570,126 386,979
amortization
Depreciation and amortization 94,458 64,079 50,628
Nonoperating income -153,796 -35,940 122
Interest expense 771 2,163 3,046
Income before taxes 460,014 467,944 333,427
Provision for income tax 170,205 177,822 119,379
Minority interest 3,845 1,983 1,970
Net income before extraordinaries 285,964 288,139 212,078
Extraordinary items and discounted
Operations NA 1,377,075 NA
Net income 285,964 1,665,214 212,078
United Healthcare Corporation Balance Sheet (Data in Thousands)
Fiscal Year Ending 12/31/17 12/31/16 12/31/15
Assets
Cash 940,110 1,519,049 228,260
Marketable securities 863,815 135,287 172,610
Receivables 550,313 167,369 169,075
Other current assets 512,883 86,510 44,023
Total current assets 2,867,121 1,908,215 613,968
Prop. Plant, Equipment 417,166 273,431 215,628
Less Accumulated Depreciation 149,514 110,834 88,886
Net Prop and Equipment 267,652 162,597 126,742
Investment in Subsidiaries 1,274,470 1,115,054 768,563
Intangibles 1,751,743 303,613 278,081
Total assets 6,160,986 3,489,479 1,787,354
Liabilities
Accounts payable 1,236,217 470,591 535,863
Accrued expenses 566,770 122,993 52,027
Other current liabilities 631,009 70,718 70,844
Total current liabilities 2,433,996 664,302 658,734
Noncurrent capital leases 38,970 29,721 39,099
Total Liabilities 2,472,966 694,023 697,833
Preferred stock 500,000 NA NA
Common stock net 1,752 1,728 1,691
Capital surplus 822,429 752,472 659,359
Retained earnings 2,358,640 2,085,056 424,468
Other equities 5,199 -43,800 -108
Shareholders equity 3,688,020 2,795,456 1,085,410
Total liability and net worth 6,160,986 3,489,479 1,783,243
In: Finance
Using the information presented in the Financial Statements of United Health Care, a major HMO, compute financial ratios for 1994 and 1995 and discuss some of the primary observations that you would conclude regarding the financial performance of the firm. Provide an overall evaluation of the financial position of this company.
United Healthcare Financial Ratios
Health Plan Median 2017 2016 2015
Liquidity
Current 1.32 ? ? .93
Days in Receivables 22.5 ? ? 19.8
Days Cash on Hand 89.9 ? ? 53.6
Capital Structure
Equity Financing % 48.9 ? ? 60.7%
Long Term Debt to Equity % 13.0 ? ? 3.67%
Cash Flow to Total Debt % 15.0 ? ? 37.7%
Times Interest Earned 13.1 ? ? 109.5
Activity
Total Asset Turnover 1.55 ? ? 1.74
Fixed Asset Turnover 16.8 ? ? 24.6
Current Asset Turnover 2.88 ? ? 5.07
Profitability
Total Margin % 3.6 ? ? 6.81
Return on Equity % 11.6 ? ? 19.6
Income Statement (000$)
Fiscal Year Ending 12/31/17 12/31/16 12/31/15
Net sales 5,670,878 3,768,882 3,115,202
Cost of goods 3,930,933 2,643,107 2,236,588
Gross profit 1,739,945 1,125,775 878,614
Selling, general and administration 1,030,906 555,649 491,635
Income before depreciation and 709,039 570,126 386,979
amortization
Depreciation and amortization 94,458 64,079 50,628
Nonoperating income -153,796 -35,940 122
Interest expense 771 2,163 3,046
Income before taxes 460,014 467,944 333,427
Provision for income tax 170,205 177,822 119,379
Minority interest 3,845 1,983 1,970
Net income before extraordinaries 285,964 288,139 212,078
Extraordinary items and discounted
Operations NA 1,377,075 NA
Net income 285,964 1,665,214 212,078
United Healthcare Corporation Balance Sheet (Data in Thousands)
Fiscal Year Ending 12/31/17 12/31/16 12/31/15
Assets
Cash 940,110 1,519,049 228,260
Marketable securities 863,815 135,287 172,610
Receivables 550,313 167,369 169,075
Other current assets 512,883 86,510 44,023
Total current assets 2,867,121 1,908,215 613,968
Prop. Plant, Equipment 417,166 273,431 215,628
Less Accumulated Depreciation 149,514 110,834 88,886
Net Prop and Equipment 267,652 162,597 126,742
Investment in Subsidiaries 1,274,470 1,115,054 768,563
Intangibles 1,751,743 303,613 278,081
Total assets 6,160,986 3,489,479 1,787,354
Liabilities
Accounts payable 1,236,217 470,591 535,863
Accrued expenses 566,770 122,993 52,027
Other current liabilities 631,009 70,718 70,844
Total current liabilities 2,433,996 664,302 658,734
Noncurrent capital leases 38,970 29,721 39,099
Total Liabilities 2,472,966 694,023 697,833
Preferred stock 500,000 NA NA
Common stock net 1,752 1,728 1,691
Capital surplus 822,429 752,472 659,359
Retained earnings 2,358,640 2,085,056 424,468
Other equities 5,199 -43,800 -108
Shareholders equity 3,688,020 2,795,456 1,085,410
Total liability and net worth 6,160,986 3,489,479 1,783,243
In: Finance
Gillette Targets Emerging Markets'
As it entered the twenty-first century, Gillette faced a difficult choice. Should it continue targeting emerging markets or not? Its strategy to move aggressively into markets in the developing world and the former Soviet bloc had been hailed as a success only a few years before. Recent poor earnings, however, had management considering whether this choice had been a wise one.
The Boston-based firm was founded in 1895 and is still best known for its original products, razors and razor blades. By the end of the twentieth century, Gillette had grown into a global corporation that marketed. Its products in 200 countries and employed 44,000 people worldwide.
In the mid-1990s, Gillette targeted several key emerging markets for growth through product diversification. Among them were Russia. China, India and Poland. Russia was already a success story. Gillette had formed a Russian joint venture in St.Petersburg and within 3 years Russia had become Gillette's third-largest blade market.
Gillette's move into the Czech Republic had prospered as well and in 1995 Gillette bought Astra as a private Razor Blade Company. Astra gave Gillette expanded brand presence in the Czech market. Astra's relatively strong position in export markets in East Europe, Africa and Southeast Asia proved a boon to Gillette in those markets as well. Just as in other markets in the developing world, 70 percent of East European blade consumers used the older, lowertech double-edge blade. In more developed markets, consumers appreciated product innovation and the shaving market had moved to more high-tech systems such as Gillettes Sensor.
Then disaster struck. A financial crisis that began in Thailand quickly spread across Asia. Many wary investors responded by pulling money out of other emerging markets as well depressing economies across the globe. Bad economies meant slower sales for Gillette, especially in Asia, Russia and Latin America. In Russia, consequently, these products disappeared from retail stores and Gillette's Russian sales plummeted 80 percent in a single month. Gillette found it could not meet its projected annual profit growth of 15-20 percent. The price of Gillette shares tumbled 36 percent in 6 months. To save money, Gillette planned to close 14 factories and layoff 10 percent of its workforce.
.
Despite its recent bad experience in developing countries and in the former Soviet bloc, Gillette was still moving ahead with plant expansion plans in Russia and Argentina that would total $64 million. Some even suggested that this was a good time to expand in the emerging markets by buying up smaller competitors that had been hurt even worse by the crises. Meanwhile, back in the developed world, another large global consumer products firm, Unilever, announced that it would be entering the razor market.
Questions
In: Operations Management
E was playing bridge with their friends, when they experienced SOB and tightness in their back. The friends called EMT and E was admitted to the hospital. A CABG was conducted soon after arrival. At discharge, E would like to return to their prior activities and apartment in the independent senior living community.
Prior level of function ( PLOF):
El is a 82 year old person that lives in a senior community which provides multiple levels of care. The patient lives by themself in a one-bedroom apartment. The apartment has a bathroom with tub seat and grab bars. These are the only modifications in the apartment. The community provides breakfast and dinner daily in a community dining room, as well as assists with cleaning tasks. The patient must be able to get themself to and from the dining room upon return to apartments. The dining room is 1000 feet away from the patient’s apartment. E was independent with all B ADL and I ADL tasks. E did not use AD for functional mobility prior. They worked part-time as a piano teacher and volunteered as a ‘Reading Grandparent at a local Head Start Preschool.
Utilize universal precautions at all times
Precautions: Sternal, O2 at 3 L at all times
PMH: HTN, elective hysterectomy 2010, smoked 1 pack/day until cessation in 1995, COPD
Current Level of Function (CLOF):
ADL & Functional mobility
Feeding - independent (GG 6)
Grooming - independent (GG 6)
UE Dressing - Mod A (GG 3)
LE dressing - Mod A (GG 3)
Bathing - S (GG 4)
Transfers - S (GG 4)
PT has provided a rollator for mobility
Activity tolerance:
Poor with 3 L of O2
Balance:
Sitting balance - 3+ on KU
Standing balance - 3+ on KU
Cognition:
OT has assessed the patient using the Allen lacing test - score of 4.8
Assessments week 1 = ADL (LB dressing with pants) & transfer (wc to bed with rollator)
Assessments week 2 = BORG during ADL task (get clothing out of closet and put on sweatshirt) & Pain scale
Assessments week 3 = tub transfer (wc to tub with rollator)
Assessment & Intervention
Which areas of occupation could be impacted?
List reasons why (ie what assessments led you to these reasons?)
Which areas would you/should the OT practitioner address in the setting from the case study (focus of intervention varies by setting & diagnosis)
Intervention & Implementation (Activity Analysis/Grading Activity)
Which client factors could impact participation in occupation? How or why?
Which performance factors could impact participation in occupation? How or why?
Which performance patterns could impact participation in occupation? How or why?
Which context or environments could impact participation in occupation? How or why?
3. Review the educational material or manual for the assessments that you will give week one. Then, answer the following questions:
What areas do these assessments assess?
Who is qualified to administer these assessments
What is the age range that these assessments can be utilized with?
How long does it take to administer?
What kind of scores does it provide?
In: Nursing
The data for the per capita demand for chicken ( pounds per household) in the United States from 1990 to 2013 is given in the table below.
|
Daily information |
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
475 = unique initial income number.
AVG = AVERAGE
The data suggests that the per capita demand for chicken (Qd) depends on the following factors:
Pc = Price of chicken ( $ per capita)
I = real disposable income per capita ($)
Ad = Advertising dollars per capita
Pj = price of juice – ( a related product) per capita ($)
Using regression analysis, the attached data and a linear functional form, estimate the demand for CHICKEN.
Include the computation and explanation of the following in your report:
In: Economics
J&L Packaging, Inc.: Cash-to-Cash Conversion Cycle Case Study
Jake and Lilly Gifford founded J&L Packaging, Inc. (J&LP) in 1995 after graduating from the University of Cincinnati. Jake earned a degree in robotics and mechanical engineering, while Lilly graduated with a degree in computer science. They met at the university while working on an information systems course project and married immediately after graduation. Their privately held firm manufactured cardboard packaging and boxes for computer devices such as personal computers, keyboards, replacement hard drives, servers, and so on. Many of their packages were high-end boxes with glossy finishes and the company’s logo on the box. Last year, J&L Packaging, Inc. sales were $106 million.
J&LP Packaging provided many services with their products, such as box and packaging design engineering and consulting, embossing and foil guidance, barcode advice, cartons that fold and collapse for easy storage, and a variety of colors and box strengths. In 2010, J&LP began to research the sustainability issues regarding boxes in the reverse logistics supply chain.Their research lead to a change in production technologies to accommodate up to 100 percent recycled fiber content and solar panels on the roofs of their two U.S. factories. They also hired an engineer to lead the company’s efforts to become a “Green Cycle”-certified manufacturer.
J&LP recently purchased and installed an ISOWA FALCON state-of-the-art, four-color, high-speed flexo box machine with an extensive zero defects quality control system. This box cutting and fabrication machine is manufactured in Kasugai, Japan, by the ISOWA Corporation (www.isowa.com). There are several videos of this automated machine in operation on YouTube,” for example https://www.youtube.com/watch?v5XofTns666Aw.
J&LP’s financial information for last year follows. It is assumed the business operates 300 days per year. One note in J&LP financial statement states that the $4,906,000 of inventory does not include $886,000 in inventory allowances for excess, cancelled orders, and obsolete inventories. The note goes on to say, “Inventory management remains an area of focus as we balance the need to maintain strategic inventory levels to ensure competitive lead times versus the risk of inventory obsolescence because of changing technology and customer requirements. The box and packaging business is a dynamic industry that must quickly accommodate customer requirements, changes in forecasts, and new findings from research and development on product features and options.” The following data (in thousands of dollars $) is provided.
|
Sales |
|
|
• Manufactured Goods |
$87,475 |
|
• Services |
$18,619 |
|
• Total |
$106,094 |
|
Cost of Sales |
|
|
• Manufactured Goods |
$25,818 |
|
• Services |
$ 5,907 |
|
• Total |
$31,725 |
|
Operating Expenses |
|
|
• Research and Development |
$17,619 |
|
• Sales and Marketing |
$23,132 |
|
• Other |
$ 6,182 |
|
• Total |
$46,933 |
|
Obsolete Inventories |
$ 886 |
|
Inventories |
$ 4,906 |
|
Accounts Receivable |
$ 7,593 |
|
Accounts Payable |
$ 9,338 |
1. Should we consider services in the cash-to-cash conversion
cycle computations?
2. How will you handle the $886,000 in obsolete inventory?
3. What is the total cash-to-cash conversion cycle for J&L
Packaging, Inc. for last year?
4. What are your conclusions and final recommendations?
In: Accounting
The Russell 1000 is a stock market index consisting of the largest U.S. companies. The Dow Jones industrial Average is based on 30 large companies. The data giving the annual percentage returns for each of these stock indexes for 25 years are contained in the Excel Online file below. Construct a spreadsheet to answer the following questions.
| Year | DJIA % Return | Russell 1000 % Return |
| 1988 | 8.82 | 12.33 |
| 1989 | 26.59 | 26.44 |
| 1990 | -3.68 | -4.57 |
| 1991 | 16.04 | 28.88 |
| 1992 | 5.38 | 1.66 |
| 1993 | 18.58 | 7.69 |
| 1994 | 6.29 | 1.76 |
| 1995 | 30.62 | 37.10 |
| 1996 | 21.49 | 17.49 |
| 1997 | 19.04 | 28.68 |
| 1998 | 12.83 | 29.46 |
| 1999 | 29.15 | 15.89 |
| 2000 | -3.01 | -6.42 |
| 2001 | -9.85 | -13.16 |
| 2002 | -15.56 | -25.79 |
| 2003 | 27.78 | 29.69 |
| 2004 | 7.71 | 10.82 |
| 2005 | -4.84 | 8.73 |
| 2006 | 13.34 | 13.72 |
| 2007 | 8.12 | 7.04 |
| 2008 | -31.04 | -42.92 |
| 2009 | 20.72 | 22.47 |
| 2010 | 8.76 | 9.59 |
| 2011 | 2.80 | -3.13 |
| 2012 | 8.40 | 11.02 |
a. Which of the following scatter diagrams accurately represents the data set?
| #1 |
Russell 1000 DJIA |
#2 |
Russell 1000 DJIA |
| #3 |
Russell 1000 DJIA |
#4 |
Russell 1000 DJIA |
_________Scatter diagram #1Scatter diagram #2Scatter diagram #3Scatter diagram #4
b. Compute the sample mean and standard deviation for each index (to 2 decimals).
| sample mean | standard deviation | |
| DJIA: | ||
| Russell 1000: |
c. Compute the sample correlation coefficient for these data (to 3 decimals).
d. Discuss similarities and differences in these two indexes.
_________There is a strong positive linear association between DJIA and Russell 1000There is a moderate positive linear association between DJIA and Russell 1000There is neither a positive nor a negative linear association between DJIA and Russell 1000There is a moderate negative linear association between DJIA and Russell 1000There is a strong negative linear association between DJIA and Russell 1000
The variance of the Russell 1000 is slightly _________largersmaller than that of the DJIA.
a. Which of the following scatter diagrams accurately represents the data set?
| #1 |
Russell 1000 DJIA |
#2 |
Russell 1000 DJIA |
| #3 |
Russell 1000 DJIA |
#4 |
Russell 1000 DJIA |
_________Scatter diagram #1Scatter diagram #2Scatter diagram #3Scatter diagram #4
b. Compute the sample mean and standard deviation for each index (to 2 decimals).
| sample mean | standard deviation | |
| DJIA: | ||
| Russell 1000: |
c. Compute the sample correlation coefficient for these data (to 3 decimals).
d. Discuss similarities and differences in these two indexes.
_________There is a strong positive linear association between DJIA and Russell 1000There is a moderate positive linear association between DJIA and Russell 1000There is neither a positive nor a negative linear association between DJIA and Russell 1000There is a moderate negative linear association between DJIA and Russell 1000There is a strong negative linear association between DJIA and Russell 1000
The variance of the Russell 1000 is slightly _________largersmaller than that of the DJIA.
In: Math
Agree/Disagree and Why?
Question: Describe and discuss the role of planning in the business use of information technology, using the scenario approach, and planning for competitive advantage as examples. In addition, Hash out the role of planning and business models in the development of business/IT strategies, architectures, and applications. Identify several change management solutions for end-user resistance to the implementation of new IT-based business strategies and applications.
Answer: In order to use information technology well, and implement it in a cohesive and effective way requires more than just knowing its importance of it. There needs to be a creation and implementation on an action plan. There are six components to an organization planning process. 1- Team building, modeling, and consensus 2- Evaluating what an organization has accomplished and the resources they have acquired 3- Analyzing the business, economic, political, and societal environments 4- Anticipating and evaluating the impact of future developments 5- Building a shared vision and deciding on what goals they want to achieve 6- Deciding which actions to take to achieve their goals The result of these 6 components results in the planning process, which is then followed by the implementation process. There are different types of planning processes. One of them is the Scenario approach in which is known for making planning easier, more accurate, and more relevant to the real world. This is actually an approach my company takes as we create potential scenarios and play out different ways to resolve it and find the best action course. Planning for competitive advantage is very important within business/IT planning. It involves looking at the potential risks and benefits the company might encounter when using IT strategies and technologies. The role of the business models and planning are to answer specific questions that revolve around how a business will deliver value to its target customers and at what cost. It is very important as it focuses on all the important components of a business and how they fit within the whole system. In order to actually utilize the internet in a competitive advantageous way the company needs to be able to have a strategic framework and continue to access the strategic value it has, by looking into the following different aspects, cost and efficiency improvements, Performance improvement in business efficiency, global market penetration, and Product and service transformation. Some solutions for end-user resistance that can be implemented to assist in the transition are as follows. Involve as many people as possible in e-business planning and application development, Make constant change an expected part of the culture, tell everyone as much as possible about everything as often as possible, preferably in person, make liberal use of financial incentives and recognition, work within the company culture and not around it. O’Brien, James. (2011). Management Information Systems. 10th Edition. The McGraw=Hill Companies, Inc. New York Schoemaker, P. (1995, January 15). Scenario Planning: A Tool for Strategic Thinking. Retrieved October 4, 2020, from https://sloanreview.mit.edu/article/scenario-planning-a-tool-for-strategic-thinking/ Ali, Rami. (2020.May14). Scenario Planning: Strategy, Steps and Practical Examples. Brainyard. https://www.netsuite.com/portal/business-benchmark-brainyard/industries/articles/cfo-central/scenario-planning.shtml
In: Computer Science
Please read the following study case "Hot Coffee" then answer:
In a world of get-rich-quick schemes, few are mentioned more frequently than lawsuits. One of the reasons is the infamous McDonald’s coffee case (Liebeck v. McDonald’s Restaurants). This is what happened in 1992 in Albuquerque, New Mexico. Stella Liebeck, seventy-nine, was riding in a car driven by her grandson. They stopped at a McDonald’s drive-through, where she purchased a Styrofoam cup of coffee. Wanting to add cream and sugar, she squeezed the cup between her knees and pulled off the plastic lid. The entire thing spilled back into her lap. The searing liquid left her with extensive third-degree burns. Eight days of hospitalization—which included skin grafts—were required.
Initially, she sought $20,000 from McDonald’s, which was more or less the cost of her medical bills. McDonald’s refused. They went to court. There it came to light that about seven hundred claims had been made by consumers between 1982 and 1992 for similar incidents. This seems to indicate that McDonald’s knew—or at least should have known—that the hot coffee was a problem.
Most of the rest of the case turned around temperature questions. McDonald’s admitted that they served their coffee at 185 degrees, which will burn the mouth and throat and is about 50 degrees higher than typical homemade coffee. More importantly, coffee served at temperatures up to 155 degrees won’t cause burns, but the danger rises abruptly with each degree above that limit. So why did McDonald’s serve it so hot? Most customers, the company claimed, bought on the way to work or home and would drink it on arrival. The high temperature would keep it fresh until then. Unfortunately, internal documents showed that McDonald’s knew their customers intended to drink the coffee in the car immediately after purchase. Next, McDonald’s asserted that their customers wanted their coffee hot. The restaurant conceded, however, that customers were unaware of the serious burn danger and that no adequate warning of the threat’s severity was provided.
Finally, the jury awarded Liebeck $160,000 in compensatory damages and $2.7 million in punitive damages (about two days worth of McDonalds’ coffee sales). The judge, however, reduced the $2.7 million to $480,000. McDonald’s threatened to appeal, and the two sides eventually came to a private settlement agreement.Consumer Attorneys of California, “The Actual Facts About the McDonalds’ Coffee Case,” The ‘Lectric Law Library, 1995, accessed June 2, 2011, http://www.lectlaw.com/files/cur78.htm.
Questions:
In: Psychology
using lunix or C programming to answer this lab please fill in the blanks with the answere being highlighted, so i can understand.
First, type the following command:
sort employee
What is the order that employee is sorted in? ___________________________________________
Give a brief description of how the file is sorted. _____________________________________________________________________________________________________________________________________________________________________________________________________
Now, sort on the field for last name.
sort +1 employee
Look at the sorted file. Are all the names sorted in alphabetical order? ______________________
Give a brief description of the output.______________________________________________________________________________________________________________________________________________________________________________________________________________
Sort the file again using the following command:
sort -f +1 employee
What happens when you sorted it this time? ________________________________________________________________________________________________________________________________________________________________________________________________________
Type in:
sort +3 employee > hired1
Use the cat command to list out the file hired1 to see the results. Are the hire dates sorted in order? _______________
If not, what has happened? _____________________________________________________________________________________________________________________________________________
Type in:
sort -n +3 employee > hired2
What is the result of the sort? _______________________________________________________________________________________________________________________________________________
Type in:
sort -nb +3.4 employee > hired3
What was the result? ________________________________________________________________________________________________________________________________________________
Briefly explain what happened. ____________________________________________________________________________________________________________________________________________
Type in:
sort +0 +4n employee
What was the result? ________________________________________________________________________________________________________________________________________________
Were both columns sorted? __________________________
Type in the next command.
sort +0 -1 +4n employee
What were the results of this output. Was the file sorted on both the department and also the salary field?
|
Subject |
Book Title |
Author's Last Name |
Author's First Name |
Pub. Date |
Price |
|
UNIX: |
Introduction to UNIX: |
Wrightson: |
Kate: |
2003: |
45.00: |
|
UNIX: |
Just Enough UNIX: |
Anderson: |
Paul: |
2003: |
39.00: |
|
UNIX: |
Bulletproof UNIX: |
Gottleber: |
Timothy |
2002: |
48.00: |
|
UNIX: |
Learning the Korn Shell: |
Rosenblatt: |
Bill: |
1994: |
35.95: |
|
UNIX: |
A Student's Guide to UNIX: |
Hahn: |
Harley: |
1993: |
24.50: |
|
UNIX: |
Unix Shells by Example: |
Quigley: |
Ellie: |
1997: |
49.95: |
|
UNIX: |
UNIX and Shell Programming: |
Forouzan: |
Behrouz: |
2002: |
80.00: |
|
UNIX: |
UNIX for Programmers and Users: |
Glass: |
Graham: |
1993: |
50.00: |
|
SAS: |
SAS Software Solutions: |
Miron: |
Thomas: |
1993: |
25.95: |
|
SAS: |
The Little SAS Book, A Primer: |
Delwiche: |
Lora: |
1998: |
35.00: |
|
SAS: |
Painless Windows for SAS Users: |
Gilmore: |
Jodie: |
1999: |
40.00: |
|
SAS: |
Getting Started with SAS Learning: |
Smith: |
Ashley: |
2003: |
99.00: |
|
SAS: |
The How to for SAS/GRAPH Software: |
Miron: |
Thomas: |
1995: |
45.00: |
|
SAS: |
The Output Delivery System: |
Haworth: |
Lauren: |
2001: |
48.00: |
|
SAS: |
Proc Tabulate by Example: |
Haworth: |
Lauren: |
1999: |
42.00: |
|
SAS: |
SAS Application Programming: |
Dilorio: |
Frank: |
1991: |
35.00: |
|
SAS: |
Applied Statistics & SAS Programming: |
Cody: |
Ronald: |
1991: |
29.50: |
issue the command:
sort -n -t: +4 books
What is the result? ________________________________________________________________________________________________________________________________________________
Try another sort using the books file. Sort on the price field in reverse. Type in the following:
sort -nr -t: +5 books
What was the result? _______________________________________________________________________________________________________________________________________________
Try one more sort, this time saving the sort to a file. This sort will be on two fields. Put it into a new file called newbooks. Type in:
sort -t: +0 +1 books > newbooks
Look at the file, newbooks. What does the sorted file look like now?
__________________________________________________________________________________________________________________________________________________________________
In: Computer Science