The attached WorldSeriesWinners.txt ( since I cannot share it directly I will send the information for the text file ) file contains the name of the winner of the World Series (duh) and the year in which they won. 1904 and 1994 did not have World Series played, so "No Winner" is displayed for those years. Your job is to write a program that lets the user enter the name of a team (or "No Winner") and then display the number of times the team won and a list of the years in which they won. Some hints/tips:
Boston Americans 1903 No Winner 1904 New York Giants 1905 Chicago White Sox 1906 Chicago Cubs 1907 Chicago Cubs 1908 Pittsburgh Pirates 1909 Philadelphia Athletics 1910 Philadelphia Athletics 1911 Boston Red Sox 1912 Philadelphia Athletics 1913 Boston Braves 1914 Boston Red Sox 1915 Boston Red Sox 1916 Chicago White Sox 1917 Boston Red Sox 1918 Cincinnati Reds 1919 Cleveland Indians 1920 New York Giants 1921 New York Giants 1922 New York Yankees 1923 Washington Senators 1924 Pittsburgh Pirates 1925 St. Louis Cardinals 1926 New York Yankees 1927 New York Yankees 1928 Philadelphia Athletics 1929 Philadelphia Athletics 1930 St. Louis Cardinals 1931 New York Yankees 1932 New York Giants 1933 St. Louis Cardinals 1934 Detroit Tigers 1935 New York Yankees 1936 New York Yankees 1937 New York Yankees 1938 New York Yankees 1939 Cincinnati Reds 1940 New York Yankees 1941 St. Louis Cardinals 1942 New York Yankees 1943 St. Louis Cardinals 1944 Detroit Tigers 1945 St. Louis Cardinals 1946 New York Yankees 1947 Cleveland Indians 1948 New York Yankees 1949 New York Yankees 1950 New York Yankees 1951 New York Yankees 1952 New York Yankees 1953 New York Giants 1954 Brooklyn Dodgers 1955 New York Yankees 1956 Milwaukee Braves 1957 New York Yankees 1958 Los Angeles Dodgers 1959 Pittsburgh Pirates 1960 New York Yankees 1961 New York Yankees 1962 Los Angeles Dodgers 1963 St. Louis Cardinals 1964 Los Angeles Dodgers 1965 Baltimore Orioles 1966 St. Louis Cardinals 1967 Detroit Tigers 1968 New York Mets 1969 Baltimore Orioles 1970 Pittsburgh Pirates 1971 Oakland Athletics 1972 Oakland Athletics 1973 Oakland Athletics 1974 Cincinnati Reds 1975 Cincinnati Reds 1976 New York Yankees 1977 New York Yankees 1978 Pittsburgh Pirates 1979 Philadelphia Phillies 1980 Los Angeles Dodgers 1981 St. Louis Cardinals 1982 Baltimore Orioles 1983 Detroit Tigers 1984 Kansas City Royals 1985 New York Mets 1986 Minnesota Twins 1987 Los Angeles Dodgers 1988 Oakland Athletics 1989 Cincinnati Reds 1990 Minnesota Twins 1991 Toronto Blue Jays 1992 Toronto Blue Jays 1993 No Winner 1994 Atlanta Braves 1995 New York Yankees 1996 Florida Marlins 1997 New York Yankees 1998 New York Yankees 1999 New York Yankees 2000 Arizona Diamondbacks 2001 Anaheim Angels 2002 Florida Marlins 2003 Boston Red Sox 2004 Chicago White Sox 2005 St. Louis Cardinals 2006 Boston Red Sox 2007 Philadelphia Phillies 2008 New York Yankees 2009 San Francisco Giants 2010 St. Louis Cardinals 2011 San Francisco Giants 2012 Boston Red Sox 2013 San Francisco Giants 2014 Kansas City Royals 2015 Chicago Cubs 2016
In: Computer Science
Case Study:
Grand Hospital is located in a somewhat rural area of a Midwestern state. It is a 209-bed, community, not-for-profit entity offering a broad range of inpatient and outpatient services. Employing approximately 1,600 individuals (1,250 full-time equivalent personnel), and having medical staff of more than 225 practitioners, Grand has an annual operating budget that exceeds $130 million, possesses net assets of more than $150 million, and is one of only a small number of organizations in this market with an A credit rating from Moody’s, Standard & Poor’s and Fitch Ratings. Operating in a remarkably competitive market (there are roughly 100 hospitals within seventy-five minutes’ driving time of Grand), the organization is one of the few in the region-proprietary or not-for-profit-that have consistently realized positive operating margins. Grand attends on an annual basis to the health care needs of more than 11,000 inpatients and 160,000 outpatients, addressing more than 36 percent of its primary service area’s consumption of hospital services. In expansion mode and currently in the midst of $57 million in construction and renovation projects, the hospital is struggling to recruit physicians, both to meet the health care needs of the expanding population of the service area and to succeed retiring physicians.
Grand has been an early adopter of health care information systems and currently employs a proprietary health care information system that provides (among other components)
- Patient registration and revenue management
- Electronic health records with computerized physician order entry
- Imaging via a PACS
- Laboratory management
- Pharmacy management
Information Systems Challenge
Since 1995, Grand Hospital has transitioned from being an institution that consistently received many more inquiries than could be accommodated concerning physician practice opportunities, to a hospital at which the average age of the medical staff has increased by eight years. There is a widespread perception among physicians that because of such factors as high malpractice insurance costs, an absence of substantive tort reform, and the comparatively unfavorable rates of reimbursement being paid physician specialists by the region’s major health insurer, this region constitutes a “physician unfriendly” venue in which to establish a practice. Consequently, a need exists for Grand to investigate and evaluate creative approaches to enhancing its physician coverage for certain specialty services. These potential approaches include the effective implementation of information technology solutions.
The findings and conclusions of a medical staff development plan, which has been endorsed and accepted by Grand’s medical executive committee and board of trustees, have indicated that because of needs and circumstances specific to the institution, the first areas of medical practice on which Grand should focus in approaching this challenge are radiology, behavioral health crisis intervention services, and intensivist physician services. In the area of radiology, Grand needs qualified and appropriately credentialed radiologists available to interpret studies 24 hours per day, 7 days per week. Similarly, it needs qualified and appropriately credentialed psychiatrists available on a 24/7 basis to assess whether behavioral health patients who present in the hospital’s emergency room are a danger to themselves or to others, as defined by state statute, and whether these patients should be released or committed against their will for further assessment on an inpatient basis. Finally, in as much as Grand is a community hospital that relies on its voluntary medical staff to attend to the needs of patients admitted by staff members such as some ED personnel, it also needs to have intensivist physicians available around the clock to assist in assessing and treating patients during times when members of the voluntary attending staff are not present within or immediately available to the intensive care unit.
The leadership at Grand Hospital is investigating the potential application of telemedicine technologies to address the organization’s need for enhanced physician coverage in radiology, behavioral health, and critical care medicine.
For this case study report, focus on the below areas as you apply relevant concepts to this particular case.
- What are the ways in which Grand's early adoption of other health care information system technologies might affect its adoption of telemedicine solutions?
- How might an early adoption make the transition to telemedicine easier?
- What do you see as the most likely barriers to the success of telemedicine in the areas of radiology, behavioral health, and intensive care?
- Which barriers will be the most difficult to overcome? Why?
- Which of these areas would be the hardest to transition into telemedicine? Why?
- Which of these areas do you think would be the easiest to transition into telemedicine? Why?
In: Nursing
|
Case Study |
VERs: An Example |
|
Voluntary export restraints provide for rich interplay between economics and politics. Let's look at two examples. In the first, the United States forced one key exporter, Japan, to limit its exports of automobiles. In the second, a small VER, again between the United States and Japan, grew to become a wide-ranging set of export limits that covered many textile and clothing products, involved many countries, and lasted for decades.
TEXTILES AND CLOTHING: A MONSTER
In 1955, a monster was born. In the face of rising imports from Japan, the U.S. government convinced the Japanese government to “voluntarily” limit Japan's exports of cotton fabric and clothing to the United States. In the late 1950s, Britain followed by compelling India and Pakistan to impose VERs on their clothing and textile exports to Britain. The VERs were initially justified as “temporary” restraints in response to protectionist pleas from import-competing firms that they needed time to adjust to rising foreign competition. But the monster kept growing.
Page 177
The 1961 Short-Term Arrangement led to the 1962 Long-Term Arrangement. In 1974, the Multifibre Arrangement extended the scheme to include most types of textiles and clothing. The trade policy monster became huge. A large and rising number of VERs, negotiated country by country and product by product, limited exports by developing countries to industrialized countries (and to a number of other developing countries).
The monster even had its own growth dynamic. A VER is, in effect, a cartel among the exporting firms. As they raise their prices, the profit opportunity attracts other, initially unconstrained suppliers. Production of textiles and clothing for export spread to countries such as Bangladesh, Cambodia, Fiji, and Turkmenistan. As these countries became successful exporters, the importing countries pressured them to enact VERs to limit their disruption to the managed trade.
The developing countries that were constrained by these VERs pushed hard during the Uruguay Round of trade negotiations to bring this trade back within the normal WTO rules (no quantitative limits, and any tariffs to apply equally to all countries—most favored nation treatment, rather than bilateral restrictions). The Agreement on Textiles and Clothing came into force in 1995 and provided for a 10-year period during which all quotas in this sector would be ended. On January 1, 2005, after almost a half century of life, the monster mostly died.
We say “mostly” because for a few more years a small piece of the monster lived on. As part of its accession agreement to the World Trade Organization, China accepted that other countries could impose China-specific “safeguards” if its rising exports of textiles or clothing harmed import-competing producers. As the United States phased out VERs, the U.S. government imposed such safeguards on some imports from China. By late 2005 a comprehensive agreement limited imports of 22 types of products from China. Similarly, the European Union imposed safeguard limits on imports from China on 10 types of products. Then, the monster finally took its last breaths. The EU limits expired at the end of 2007 and the U.S. limits expired at the end of 2008. (Still, we do not have free trade in textiles and clothing because many countries continue to have relatively high import tariffs in this sector. But the web of VERs has ended.)
Consumers are the big winners from the liberalization. Prices generally fell by 10 to 40 percent when the VERs ended. Another set of winners is countries, including China, India, and Bangladesh, that have strong comparative advantage in textiles and clothing but whose production and exports had been severely constrained by the VERs. On the other side, with rising imports, textile and clothing firms and workers in the United States and other industrialized countries have been harmed. Another set of losers is those developing countries, apparently including Korea and Taiwan, that do not have comparative advantage in textile and clothing production but that had become producers and exporters of textiles and clothing because the VERs had severely restricted the truly competitive countries. (This shows another type of global production inefficiency that resulted from the VERs.) These uncompetitive countries lost the VER rents that they had been receiving, and their industries shrank as those in countries such as China expanded.
Create a convincing case to justify DC's such as the United States and Britain imposing VERS on imported textiles and apparel. On the other hand beyond merely repeating the points already made in the text, make the case as an international economist, that VERS in textiles and apparel have been bad for global welfare.
In: Economics
#########################PANDAS LANGUAGE##################
#########################MATPLOT LIB#########################
# read movie.csv into a DataFrame called 'movie' # describe the dataframe #rename the column Runtime (Minutes) with Runtime_Minutes, and Revenue (Millions) with Revenue_Millions
# show if any column has null value
# count total number of null vlaues in the dataframe
# print those rows which has null values
# fill null values,
#if column is numerical than fill with means (if there is no numerical missing value in
#data frame then don't code in this)
#if column is categorical than fill with most frequent value (if there is no categorical missing value in
#data frame then don't code in this)
# plot histogram of the column name year in movie dataframe, which shows how many movies release in a year.
# print the movie detail with title 'Grumpier Old Men'.
# show those movies which are released after 1995-01-01
# sort the movie DataFrame in decending order based on release_date
# for each year, display the total number of movie with specific gerne for example Action=1000,adventure=400
# plot histogram the upper calculated total count
# filter the movies with specific gerne # like show only those movies which are selected Action gerne
# filter the movies with specific gerne
# like show only those movies which are selected Action gerne
# for each Director, display all the movies with detail.
# count the movies and plot barchart top 10 director's movies.
# for each Actor, display all the movies with detail.
# count the movies and visualize the top 10 actor's movies in plot
In [27]:
data file
| Rank | Title | Genre | Description | Director | Actors | Year | Runtime (Minutes) | Rating | Votes | Revenue (Millions) | Metascore | |
| 1 | Guardians of the Galaxy | Action,Adventure,Sci-Fi | A group of intergalactic criminals are forced to work together to stop a fanatical warrior from taking control of the universe. | James Gunn | Chris Pratt, Vin Diesel, Bradley Cooper, Zoe Saldana | 2014 | 121 | 8.1 | 757074 | 333.13 | 76 | |
| 2 | Prometheus | Adventure,Mystery,Sci-Fi | Following clues to the origin of mankind, a team finds a structure on a distant moon, but they soon realize they are not alone. | Ridley Scott | Noomi Rapace, Logan Marshall-Green, Michael Fassbender, Charlize Theron | 2012 | 124 | 7 | 485820 | 126.46 | 65 | |
| 3 | Split | Horror,Thriller | Three girls are kidnapped by a man with a diagnosed 23 distinct personalities. They must try to escape before the apparent emergence of a frightful new 24th. | M. Night Shyamalan | James McAvoy, Anya Taylor-Joy, Haley Lu Richardson, Jessica Sula | 2016 | 117 | 7.3 | 157606 | 138.12 | 62 | |
| 4 | Sing | Animation,Comedy,Family | In a city of humanoid animals, a hustling theater impresario's attempt to save his theater with a singing competition becomes grander than he anticipates even as its finalists' find that their lives will never be the same. | Christophe Lourdelet | Matthew McConaughey,Reese Witherspoon, Seth MacFarlane, Scarlett Johansson | 2016 | 108 | 4.2 | 60545 | 270.32 | 59 | |
| 5 | Suicide Squad | Action,Adventure,Fantasy | A secret government agency recruits some of the most dangerous incarcerated super-villains to form a defensive task force. Their first mission: save the world from the apocalypse. | David Ayer | Will Smith, Jared Leto, Margot Robbie, Viola Davis | 2015 | 123 | 3.2 | 393727 | 325.02 | 40 | |
| 6 | The Great Wall | Action,Adventure,Fantasy | European mercenaries searching for black powder become embroiled in the defense of the Great Wall of China against a horde of monstrous creatures. | Yimou Zhang | Matt Damon, Tian Jing, Willem Dafoe, Andy Lau | 2014 | 103 | 6.1 | 56036 | 45.13 | 42 | |
| 7 | La La Land | Comedy,Drama,Music | A jazz pianist falls for an aspiring actress in Los Angeles. | Damien Chazelle | Ryan Gosling, Emma Stone, Rosemarie DeWitt, J.K. Simmons | 2013 | 128 | 5.3 | 258682 | 151.06 | 93 | |
| 8 | Mindhorn | Comedy | A has-been actor best known for playing the title character in the 1980s detective series "Mindhorn" must work with the police when a serial killer says that he will only speak with Detective Mindhorn, whom he believes to be a real person. | Sean Foley | Essie Davis, Andrea Riseborough, Julian Barratt,Kenneth Branagh | 2010 | 89 | 6.4 | 2490 | 71 | ||
In: Computer Science
Highlight Year, GDP and Consumption expenditure data including labels. Select Insert, and from Charts option, select line chart. On horizonatal axis, you should see, Years, plus GDP and Consumption expenditure trend lines AS you can see, GDP and Consumption lines lie practically on top of each other from 1929 through early 1960s before diverging. Write a short paragraph explaining why GDP (a measure of output) exceeded Consumption starting 1960s. What happened to the economy in early 60's that brought about divergence of output and consumption?
|
Nominal Gross Domestic Product and Personal Consumption Expenditure in $billions 1929-2016 |
||
|
Source: Federal Reserve Bank of St. Louis |
||
|
Year |
Personal Consumption Expenditure |
Nominal GDP |
|
1929-01-01 |
77.4 |
104.6 |
|
1930-01-01 |
70.1 |
92.2 |
|
1931-01-01 |
60.7 |
77.4 |
|
1932-01-01 |
48.7 |
59.5 |
|
1933-01-01 |
45.9 |
57.2 |
|
1934-01-01 |
51.5 |
66.8 |
|
1935-01-01 |
55.9 |
74.3 |
|
1936-01-01 |
62.2 |
84.9 |
|
1937-01-01 |
66.8 |
93.0 |
|
1938-01-01 |
64.3 |
87.4 |
|
1939-01-01 |
67.2 |
93.5 |
|
1940-01-01 |
71.3 |
102.9 |
|
1941-01-01 |
81.1 |
129.4 |
|
1942-01-01 |
89.0 |
166.0 |
|
1943-01-01 |
99.9 |
203.1 |
|
1944-01-01 |
108.6 |
224.6 |
|
1945-01-01 |
120.0 |
228.2 |
|
1946-01-01 |
144.3 |
227.8 |
|
1947-01-01 |
162.0 |
249.9 |
|
1948-01-01 |
175.0 |
274.8 |
|
1949-01-01 |
178.5 |
272.8 |
|
1950-01-01 |
192.2 |
300.2 |
|
1951-01-01 |
208.5 |
347.3 |
|
1952-01-01 |
219.5 |
367.7 |
|
1953-01-01 |
233.0 |
389.7 |
|
1954-01-01 |
239.9 |
391.1 |
|
1955-01-01 |
258.7 |
426.2 |
|
1956-01-01 |
271.6 |
450.1 |
|
1957-01-01 |
286.7 |
474.9 |
|
1958-01-01 |
296.0 |
482.0 |
|
1959-01-01 |
317.5 |
522.5 |
|
1960-01-01 |
331.6 |
543.3 |
|
1961-01-01 |
342.0 |
563.3 |
|
1962-01-01 |
363.1 |
605.1 |
|
1963-01-01 |
382.5 |
638.6 |
|
1964-01-01 |
411.2 |
685.8 |
|
1965-01-01 |
443.6 |
743.7 |
|
1966-01-01 |
480.6 |
815.0 |
|
1967-01-01 |
507.4 |
861.7 |
|
1968-01-01 |
557.4 |
942.5 |
|
1969-01-01 |
604.5 |
1019.9 |
|
1970-01-01 |
647.7 |
1075.9 |
|
1971-01-01 |
701.0 |
1167.8 |
|
1972-01-01 |
769.4 |
1282.4 |
|
1973-01-01 |
851.1 |
1428.5 |
|
1974-01-01 |
932.0 |
1548.8 |
|
1975-01-01 |
1032.8 |
1688.9 |
|
1976-01-01 |
1150.2 |
1877.6 |
|
1977-01-01 |
1276.7 |
2086.0 |
|
1978-01-01 |
1426.2 |
2356.6 |
|
1979-01-01 |
1589.5 |
2632.1 |
|
1980-01-01 |
1754.6 |
2862.5 |
|
1981-01-01 |
1937.5 |
3211.0 |
|
1982-01-01 |
2073.9 |
3345.0 |
|
1983-01-01 |
2286.5 |
3638.1 |
|
1984-01-01 |
2498.2 |
4040.7 |
|
1985-01-01 |
2722.7 |
4346.7 |
|
1986-01-01 |
2898.4 |
4590.2 |
|
1987-01-01 |
3092.1 |
4870.2 |
|
1988-01-01 |
3346.9 |
5252.6 |
|
1989-01-01 |
3592.8 |
5657.7 |
|
1990-01-01 |
3825.6 |
5979.6 |
|
1991-01-01 |
3960.2 |
6174.0 |
|
1992-01-01 |
4215.7 |
6539.3 |
|
1993-01-01 |
4471.0 |
6878.7 |
|
1994-01-01 |
4741.0 |
7308.8 |
|
1995-01-01 |
4984.2 |
7664.1 |
|
1996-01-01 |
5268.1 |
8100.2 |
|
1997-01-01 |
5560.7 |
8608.5 |
|
1998-01-01 |
5903.0 |
9089.2 |
|
1999-01-01 |
6307.0 |
9660.6 |
|
2000-01-01 |
6792.4 |
10284.8 |
|
2001-01-01 |
7103.1 |
10621.8 |
|
2002-01-01 |
7384.1 |
10977.5 |
|
2003-01-01 |
7765.5 |
11510.7 |
|
2004-01-01 |
8260.0 |
12274.9 |
|
2005-01-01 |
8794.1 |
13093.7 |
|
2006-01-01 |
9304.0 |
13855.9 |
|
2007-01-01 |
9750.5 |
14477.6 |
|
2008-01-01 |
10013.6 |
14718.6 |
|
2009-01-01 |
9847.0 |
14418.7 |
|
2010-01-01 |
10202.2 |
14964.4 |
|
2011-01-01 |
10689.3 |
15517.9 |
|
2012-01-01 |
11050.6 |
16155.3 |
|
2013-01-01 |
11361.2 |
16691.5 |
|
2014-01-01 |
11863.4 |
17393.1 |
|
2015-01-01 |
12283.7 |
18036.6 |
|
2016-01-01 |
12757.9 |
18569.1 |
In: Economics
|
Nominal Gross Domestic Product and Personal Consumption Expenditure in $billions 1929-2016 |
||
|
Source: Federal Reserve Bank of St. Louis |
||
|
Year |
Personal Consumption Expenditure |
Nominal GDP |
|
1929-01-01 |
77.4 |
104.6 |
|
1930-01-01 |
70.1 |
92.2 |
|
1931-01-01 |
60.7 |
77.4 |
|
1932-01-01 |
48.7 |
59.5 |
|
1933-01-01 |
45.9 |
57.2 |
|
1934-01-01 |
51.5 |
66.8 |
|
1935-01-01 |
55.9 |
74.3 |
|
1936-01-01 |
62.2 |
84.9 |
|
1937-01-01 |
66.8 |
93.0 |
|
1938-01-01 |
64.3 |
87.4 |
|
1939-01-01 |
67.2 |
93.5 |
|
1940-01-01 |
71.3 |
102.9 |
|
1941-01-01 |
81.1 |
129.4 |
|
1942-01-01 |
89.0 |
166.0 |
|
1943-01-01 |
99.9 |
203.1 |
|
1944-01-01 |
108.6 |
224.6 |
|
1945-01-01 |
120.0 |
228.2 |
|
1946-01-01 |
144.3 |
227.8 |
|
1947-01-01 |
162.0 |
249.9 |
|
1948-01-01 |
175.0 |
274.8 |
|
1949-01-01 |
178.5 |
272.8 |
|
1950-01-01 |
192.2 |
300.2 |
|
1951-01-01 |
208.5 |
347.3 |
|
1952-01-01 |
219.5 |
367.7 |
|
1953-01-01 |
233.0 |
389.7 |
|
1954-01-01 |
239.9 |
391.1 |
|
1955-01-01 |
258.7 |
426.2 |
|
1956-01-01 |
271.6 |
450.1 |
|
1957-01-01 |
286.7 |
474.9 |
|
1958-01-01 |
296.0 |
482.0 |
|
1959-01-01 |
317.5 |
522.5 |
|
1960-01-01 |
331.6 |
543.3 |
|
1961-01-01 |
342.0 |
563.3 |
|
1962-01-01 |
363.1 |
605.1 |
|
1963-01-01 |
382.5 |
638.6 |
|
1964-01-01 |
411.2 |
685.8 |
|
1965-01-01 |
443.6 |
743.7 |
|
1966-01-01 |
480.6 |
815.0 |
|
1967-01-01 |
507.4 |
861.7 |
|
1968-01-01 |
557.4 |
942.5 |
|
1969-01-01 |
604.5 |
1019.9 |
|
1970-01-01 |
647.7 |
1075.9 |
|
1971-01-01 |
701.0 |
1167.8 |
|
1972-01-01 |
769.4 |
1282.4 |
|
1973-01-01 |
851.1 |
1428.5 |
|
1974-01-01 |
932.0 |
1548.8 |
|
1975-01-01 |
1032.8 |
1688.9 |
|
1976-01-01 |
1150.2 |
1877.6 |
|
1977-01-01 |
1276.7 |
2086.0 |
|
1978-01-01 |
1426.2 |
2356.6 |
|
1979-01-01 |
1589.5 |
2632.1 |
|
1980-01-01 |
1754.6 |
2862.5 |
|
1981-01-01 |
1937.5 |
3211.0 |
|
1982-01-01 |
2073.9 |
3345.0 |
|
1983-01-01 |
2286.5 |
3638.1 |
|
1984-01-01 |
2498.2 |
4040.7 |
|
1985-01-01 |
2722.7 |
4346.7 |
|
1986-01-01 |
2898.4 |
4590.2 |
|
1987-01-01 |
3092.1 |
4870.2 |
|
1988-01-01 |
3346.9 |
5252.6 |
|
1989-01-01 |
3592.8 |
5657.7 |
|
1990-01-01 |
3825.6 |
5979.6 |
|
1991-01-01 |
3960.2 |
6174.0 |
|
1992-01-01 |
4215.7 |
6539.3 |
|
1993-01-01 |
4471.0 |
6878.7 |
|
1994-01-01 |
4741.0 |
7308.8 |
|
1995-01-01 |
4984.2 |
7664.1 |
|
1996-01-01 |
5268.1 |
8100.2 |
|
1997-01-01 |
5560.7 |
8608.5 |
|
1998-01-01 |
5903.0 |
9089.2 |
|
1999-01-01 |
6307.0 |
9660.6 |
|
2000-01-01 |
6792.4 |
10284.8 |
|
2001-01-01 |
7103.1 |
10621.8 |
|
2002-01-01 |
7384.1 |
10977.5 |
|
2003-01-01 |
7765.5 |
11510.7 |
|
2004-01-01 |
8260.0 |
12274.9 |
|
2005-01-01 |
8794.1 |
13093.7 |
|
2006-01-01 |
9304.0 |
13855.9 |
|
2007-01-01 |
9750.5 |
14477.6 |
|
2008-01-01 |
10013.6 |
14718.6 |
|
2009-01-01 |
9847.0 |
14418.7 |
|
2010-01-01 |
10202.2 |
14964.4 |
|
2011-01-01 |
10689.3 |
15517.9 |
|
2012-01-01 |
11050.6 |
16155.3 |
|
2013-01-01 |
11361.2 |
16691.5 |
|
2014-01-01 |
11863.4 |
17393.1 |
|
2015-01-01 |
12283.7 |
18036.6 |
|
2016-01-01 |
12757.9 |
18569.1 |
Regress Consumption against the GDP from the data sheet. Include the Excel ANOVA table.Although irrelevant run a "F" test as well as individual coefficient test . Write a short paragraph discussing the results. For example, how this information can be used to forecast future consumption or any other interesting conclusions you can draw Material in your textbook as well as outside reading can be very helpful
In: Economics
Please complete the 2019 federal income tax return for Alice J. and Bruce M. Byrd.
Alice J. and Bruce M. Byrd are married taxpayers who file a joint return. Their Social Security numbers are 123-45-6784 and 111-11-1113, respectively. Alice’s birthday is September 21, 1971, and Bruce’s is June 27, 1970. They live at 473 Revere Avenue, Lowell, MA 01850. Alice is the office manager for Lowell Dental Clinic, 433 Broad Street, Lowell, MA 01850 (employer identification number 98-7654321). Bruce is the manager of a Super Burgers fast-food outlet owned and operated by Plymouth Corporation, 1247 Central Avenue, Hauppauge, NY 11788 (employer identification number 11-1111111).
The following information is shown on their Wage and Tax Statements (Form W–2) for 2019.
Line Description Alice Bruce
1 Wages, tips, other compensation $58,000 $62,100
2 Federal income tax withheld 4,500 5,300
3 Social Security wages 58,000 62,100
4 Social Security tax withheld 3,596 3,850
5 Medicare wages and tips 58,000 62,100
6 Medicare tax withheld 841 900
15 State Massachusetts Massachusetts
16 State wages, tips, etc. 58,000 62,100
17 State income tax withheld 2,950 3,100
The Byrds provide over half of the support of their two children, Cynthia (born January 25, 1995, Social Security number 123-45-6788) and John (born February 7, 1999, Social Security number 123-45-6780). Both children are full-time students and live with the Byrds except when they are away at college. Cynthia earned $6,200 from a summer internship in 2019, and John earned $3,800 from a part-time job. Both children received scholarships covering tuition and materials.
During 2019, the Byrds provided 60% of the total support of Bruce’s widower father, Sam Byrd (born March 6, 1943, Social Security number 123-45-6787). Sam lived alone and covered the rest of his support with his Social Security benefits. Sam died in November, and Bruce, the beneficiary of a policy on Sam’s life, received life insurance proceeds of $1,600,000 on December 28.
The Byrds had the following expenses relating to their personal residence during 2019:
Property taxes $5,000
Qualified interest on home mortgage (acquisition indebtedness) 8,700
Utilities 4,100
Repairs 1,000
Fire and theft insurance 1,900
The Byrds had the following medical expenses for 2019:
Medical insurance premiums $4,284
Operation for Sam 8,500
Prescription medicines for Sam 900
Hospital expenses for Sam 3,500
Reimbursement from insurance company, received in 2019 3,600
Other relevant information follows:
• When they filed their 2018 state return in 2019, the Byrds paid additional state income tax of $900.
• During 2019, Alice and Bruce attended a dinner dance sponsored by the Lowell Police Disability Association (a qualified charitable organization). The Byrds paid $300 for the tickets. The cost of comparable entertainment would normally be $50.
• The Byrds contributed $5,xxx (last 3 digits of your student ID) cash to Lowell Presbyterian Church.
• Via a crowdfunding site (gofundme.com), Alice and Bruce made a gift to a needy family who lost their home in a fire ($400). In addition, they made several cash gifts to homeless individuals downtown (estimated to be $65).
• In 2019, the Byrds received interest income of $2,750, which was reported on a Form 1099–INT from Second National Bank, 125 Oak Street, Lowell, MA 01850 (Employer Identification Number 98-7654322).
• In 2019, the Byrds aslo received interest income of $1,000 from municipal bonds.
• The home mortgage interest was reported on Form 1098 by Lowell Commercial Bank, P.O. Box 1000, Lowell, MA 01850 (Employer Identification Number 98-7654323). The mortgage (outstanding balance of $425,000 as of January 1, 2019) was taken out by the Byrds on May 1, 2015.
• The couple spent a weekend in Atlantic City in November and came home with gross gambling loss of $1,200 (no other gambling activities during the year).
• The Byrds do not keep the receipts for the sales taxes they paid and had no major purchases subject to sales tax. • All members of the Byrd family had health insurance coverage for all of 2019.
• Alice and Bruce paid no estimated Federal income tax.
PLEASE ANSWER WITH THE INTUIT PROCONNECT TAX SOFTWARE
In: Accounting
Please Use your keyboard (Don't use handwriting)
MGT 322
I need new and unique answers, please. (Use your own words, don't copy and paste)
Critical Thinking
The global marketplace has witnessed an increased pressure from customers and competitors in manufacturing as well as service sector (Basu, 2001; George, 2002). Due to the rapidly changing global marketplace only those companies will be able to survive that will deliver products of good quality at cheaper rate and to achieve their goal companies try to improve performance by focusing on cost cutting, increasing productivity levels, quality and guaranteeing deliveries in order to satisfy customers (Raouf, 1994).
Increased global competition leads the industry to increasing efficiency by means of economies of scale and internal specialization so as to meet market conditions in terms of flexibility, delivery performance and quality (Yamashina, 1995). The changes in the present competitive business environment are characterized by profound competition on the supply side and keen indecisive in customer requirements on the demand side. These changes have left their distinctive marks on the different aspect of the manufacturing organizations (Gomes et al., 2006). With this increasing global economy, cost effective manufacturing has become a requirement to remain competitive.
To meet all the challenges organizations try to introduce different manufacturing and supply techniques. Management of organizations devotes its efforts to reduce the manufacturing costs and to improve the quality of product. To achieve this goal, different manufacturing and supply techniques have been employed. The last quarter of the 20th century witnessed the adoption of world-class, lean and integrated manufacturing strategies that have drastically changed the way manufacturing firm’s leads to improvement of manufacturing performance (Fullerton and McWatters, 2002).
Consult chapter 7 of your text book or secondary available data on internet and answer the following questions.
Question:
The Answer should be within 4- 5 pages.
The Answer must follow the outline points below:
____________
please complete my answer to be looonnnnnnggggg answer pleaseee ..... I need new and unique answers, please. (Use your own words, don't copy and paste)
Lean Thinking is a methodological aspect of business which aims to provide innovative ways to organisations about how to organise human activities to serve the society and help indivuduals add perspective to their lives and reduce wasted. The companies adopt lean thinking to reduce the wastage of human resource and increase the productive capacity of the employees working.
JIT Model or Just-in-time Model is an inventory management model wherein the different aspects of production like labour, raw material, etc., are refiiled at the exact time when it is ultimately required. This model is used by almost all the organisations as through this model thr production is kept uninterupted and there is no wastage of time while any factor of production is exhausted.
The major types of waste that a company has to keep in mind includes mainly the wastage of raw materials, wastage of labour resource, power supply. etc.
Lean Thinking plays an intregal part in every organisation. Every organisation intends to reduce the wastage throughout the production process. Every organisation wants to keep their potential employees and a very important way is to keep the employee satisfied with the job , working conditions, pay scale, etc. Employees play the most important role as most of the production process depends on them therefore, lean thinking helps the suppliers to the end users.
Agile supply chain is a process of product distribution that is concerned with quick delivery of products, early responses to the market, cost saving, high productivity with flexibility. At this point of the emergency of COVID-19 agile supply chain is very useful as the World is under lockdown and the market is facing serious issues of scarcity of the necessity items that are demanded. As under lockdown major companies are completely shut which has resulted in the reduction in production in alot of the sectors and the Economy around the World is facing massive drop and in some countries the Economy is running negetive. This is the time to adopt agile supply chain Worldwide to save the market from reaching recession.
In: Operations Management
Richard Branson Shoots for the Moon
The Virgin Group is the umbrella for a variety of business ventures ranging from air travel to entertainment. With close to 200 companies in over 30 countries, it is one of the largest companies in the world. At the head of this huge organization is Richard Branson. Branson founded Virgin over
30 years ago and has built the organization from a small student magazine to the multibillion-dollar enterprise it is today.Branson is not your typical CEO. Branson’s dyslexia made school a struggle and sabotaged his performance on standard IQ tests. His teachers and tests had no way of measuring his greatest strengths—his uncanny knack for uncovering lucrative business ideas and his ability to energize
the ambitions of others so that they, like he, could rise to the level of their dreams. Richard Branson’s true talents began to show themselves in his late teens. While a student at Stowe School in England in 1968, Branson decided to start his own magazine, Student. Branson was inspired by the student activism on his campus in the 1960s and decided to try something different. Student differed from most college newspapers or magazines; it focused on the students and their interests. Branson sold advertising to major corporations to support his magazine. He included articles by ministers of Parliament, rock stars, intellectuals, and celebrities. Student grew to become a commercial success. In 1970 Branson saw an opportunity for Student to offer records cheaply by running ads for mail-order delivery. The subscribers to Student flooded the magazine with so many orders that his spin-off discount music venture proved more lucrative than the magazine subscriptions. Branson recruited the staff of Student for his discount music business. He built a small recording studio and signed his first artist. Mike Oldfield recorded “Tubular Bells” at Virgin in 1973; the album sold 5 million copies, and Virgin Records and the Virgin brand
name were born. Branson has gone on to start his own airline (VirginAtlantic Airlines was launched in 1984), build hotels (Virgin Hotels started in 1988), get into the personal finance business (Virgin Direct
Personal Finance Services was launched in 1995), and even enter the cola wars (Virgin Cola was introduced in 1994). And those are just a few highlights of the Virgin Group—all this while Branson has attempted to break world speed records for crossing the Atlantic Ocean by boat and by hot air balloon.
As you might guess, Branson’s approach is nontraditional—he has no giant corporate office or staff and few if any board meetings. Instead, he keeps each enterprise small and relies on his skills of empowering people’s ideas to fuel success. When a flight attendant from Virgin Airlines approached him with her vision of a wedding business, Richard told her to go do it. He even put on a wedding dress himself to help launch the publicity. Virgin Brides was born. Branson relies heavily on the creativity of his staff; he is more a supporter of new ideas than a creator of them. He encourages searches for new business ideas everywhere he goes and even has a spot on the Virgin Web site called “Got a Big Idea?”
In December 1999 Richard Branson was awarded a knighthood in the Queen’s Millennium New Year’s Honours List for “services to entrepreneurship. What is next on Branson’s list? He recently announced that Virgin was investing money in “trying to make sure that, in the not too distant future, people from around the world will be able to go into space.” Not everyone is convinced that space tourism can become a fully-fledged part of the travel industry, but with Branson behind the idea it just might fly.
1. Would you classify Richard Branson as a manager or a leader? What qualities distinguish him as one or the other?
2. Describe the relationship between Branson and his followers. (5MARKS)
Q2,If you were a manager in a bank and you had to choose motivating and hygiene factors to design a reward system ,keeping Herzberg’s theory in mind which two motivating and which two hygiene factors would you choose for bank employees? Justify your answer giving a detailed explanation.
Q3a).As a leader of a small team of 20 team members working in a software company , what team decision making options do you think you have and explain any two of them
Q3b) Identify whichone would you apply for decision making for your team of 20 software professionals.
In: Operations Management
The Rise and Fall of Nokia in Mobile Phones
Nokia emerged from Finland to lead the mobile phone revolution. It rapidly grew to have one of the most recognisable and valuable brands in the world. At its height Nokia commanded a global market share in mobile phones of over 40 percent. While its journey to the top was swift, its decline was equally so, culminating in the sale of its mobile phone business to Microsoft in 2013.
With a young, united and energetic leadership team at the helm, Nokia’s early success was primarily the result of visionary and courageous management choices that leveraged the firm’s innovative technologies as digitalisation and deregulation of telecom networks quickly spread across Europe. But in the mid-1990s, the near collapse of its supply chain meant Nokia was on the precipice of being a victim of its success. In response, disciplined systems and processes were put in place, which enabled Nokia to become extremely efficient and further scale up production and sales much faster than its competitors.
Between 1996 and 2000, the headcount at Nokia Mobile Phones (NMP) increased 150 percent to 27,353, while revenues over the period were up 503 percent. This rapid growth came at a cost. And that cost was that managers at Nokia’s main development centres found themselves under ever increasing short-term performance pressure and were unable to dedicate time and resources to innovation. While the core business focused on incremental improvements, Nokia’s relatively small data group took up the innovation mantle. In 1996, it launched the world’s first smartphone, the Communicator, and was also responsible for Nokia’s first camera phone in 2001 and its second-generation smartphone, the innovative 7650. Nokia’s leaders were aware of the importance of finding what they called a “third leg” – a new growth area to complement the hugely successful mobile phone and network businesses. Their efforts began in 1995 with the New Venture Board but this failed to gain traction as the core businesses ran their own venturing activities and executives were too absorbed with managing growth in existing areas to focus on finding new growth.
Corporate culture is one of the strategic and competitive advantages of Nokia. “Connecting people” is the catch phrase which means the physical facilities of the company. Nokia buildings hold the strong corporate image. Nokia has four main values and principles at his heart of its corporate philosophy: customer satisfaction, respect for individuals, achievement and continuous learning. However, there are some basic differences between organisational culture and national culture. These are: leadership style, organisational policies and procedures, organisational and operational structure, recruitment and selection procedures and measuring the performance of the employees and reward systems, global team and leadership development.
Between 2001 and 2005, a number of decisions were made to attempt to rekindle Nokia’s earlier drive and energy but, far from reinvigorating Nokia, they actually set up the beginning of the decline. Key amongst these decisions was the reallocation of important leadership roles and the poorly implemented 2004 reorganization into a matrix structure. This led to the departure of vital members of the executive team, which led to the deterioration of strategic thinking. By this stage, Nokia was trapped by a reliance on its unwieldy operating system called Symbian. While Symbian had given Nokia an early advantage, it was a device-centric system in what was becoming a platform- and application-centric world. To make matters worse, Symbian exacerbated delays in new phone launches as whole new sets of code had to be developed and tested for each phone model. By 2009, Nokia was using 57 different and incompatible versions of its operating system.
At the same time, the importance of application ecosystems was becoming apparent, but as dominant industry leader Nokia lacked the skills, and inclination to engage with this new way of working. By 2010, the limitations of Symbian had become painfully obvious and it was clear Nokia had missed the shift toward apps pioneered by Apple. Not only did Nokia’s strategic options seem limited, but none were particularly attractive. In the mobile phone market, Nokia had become a sitting drop to growing competitive forces and accelerating market changes. The game was lost, and it was left to a new CEO Stephen Elop and new Chairman Risto Siilasmaa to draw from the lessons and successfully disengage Nokia from mobile phones to refocus the company on its other core business, network infrastructure equipment.
Questions
Q1. Discuss the main competitive advantages used by Nokia?
Q2. How Nokia lost its position to another competitors?
Total: (500 words).
In: Operations Management