Assignment #1: Budgeting for Movies (Worth 20 pts.)
Movies are expensive to produce and market. According to IMDb, the most expensive film on record is Pirates of the Caribbean: At World’s End, with a total budget of $336 million. This movie and its budget were widely publicized prior to the premiere of the film, and moviegoers were eager to see the results of this massive movie budget.
Like other large projects, movies have budgets. Potential financiers look at the budget, the script, and other factors to decide whether to invest in the movie. Several categories of costs will be in a movie’s budget, including:
The typical file budget you read about in the press includes only expenses. The movie budgets released to the general public do not include estimated box office receipts or other revenue streams. In addition, movie budgets do not usually include marketing costs, which can be another 50% or more of the film’s publicized budget.
Producers and directors will frequently release budget figures for upcoming movies, and these budget figures will be reported in several news outlets. However, Los Angeles Times writer Patrick Goldstein states that “everyone” lies about their movie budgets. For example it was reported initially that The Avengers, a Marvel Studios file, had an overall budget of $170 million. Another source indicated that the budget for The Avengers was $260 million. Which one of these figures was the “correct” budget figure? No one outside of the management of the movie really knows.
Questions: (Each question is worth 5 pts.)
Assignment #2: Identify Ethical Standards Violated (Worth 10 pts.)
Requirement: Each ethical situation is worth 2 pts.
For each of the situations listed, identify and state the primary (competence, confidentiality, integrity, or credibility) and secondary standard (1 – 3 or 4 from the list beneath each primary standard) from the IMA Statement of Ethical Professional Practice that is violated. Refer to Exhibit P-6 on page 10 of your text for the complete standard.
In: Accounting
In 2010, Ticketmaster found out the hard way that the
entertainment industry is not, in fact, as recession-proof as
it was once widely believed to be. Th e company, which sells
tickets for live music, sports, and cultural events, and
which
represents a signifi cant chunk of parent company’s Live
Nation Entertainment’s business, saw a drop in ticket sales
that year of a disconcerting 15 percent. Th en there was the
mounting negative press, including artist boycotts, the
vitriol
of thousands of vocal customers, and a number of major
venues refusing to do business with Ticketmaster.
Yet 2012 has been more friendly to the company—under
the leadership of former musician and Stanford MBA-
educated CEO Nathan Hubbard, who took over in 2010
when Ticketmaster merged with Live Nation, the country’s
largest concert promoter. Th ird-quarter earnings were
strong, with just under $2 billion in revenue, a 10 percent
boost from the same period last year, driven largely by Live
Nation’s ticketing and sponsorship divisions. Ticketmaster
was largely responsible as well, thanks to the sale of 36
million
tickets worth $2.1 billion, generating $82.1 million in
adjusted
operating income, which translates to an increase of
51 percent for the year.
Th at’s because Hubbard knows how to listen, and read the
writing on the wall, “If we don’t disrupt ourselves, someone
else will,” he said, “I’m not worried about other ticketing
companies. Th e Googles and Apples of the world are our
competition.”
Some of the steps he took to achieve this included to
the creation of LiveAnalytics, a team charged with mining
the information (and related opportunities) surrounding
200 million customers and the 26 million monthly site
visitors,
a gold mine that he thought was being ignored. Moreover
Hubbard redirected the company from being an infamously
opaque, rigid and infl exible transaction machine for ticket
sales to a more transparent, fan-centered e-commerce
company, one that listens to the wants and needs of customers
and responds accordingly. A few of the new innovations rolled
out in recent years to achieve this include an interactive
venue
map that allows customers to choose their seats (instead of
Ticketmaster selecting the “best available”) and the ability
to
buy tickets on iTunes.
Hubbard eliminated certain highly unpopular service
fees, like the $2.50 fee for printing one’s own tickets,
which
he announced in the inaugural Ticketmaster blog he created.
Much to the delight of event goers—and the simultaneous
chagrin of promoters and venue owners, who feared that the
move would deter sales—other eff orts toward transparency
included announcing fees on Ticketmaster’s fi rst
transaction-
dedicated page, instead of surprising customers with them at
the end, while consolidating others. “I had clients say,
‘What
are you doing? We’ve been doing it this way for 35 years,’”
Hubbard recalled, “I told them, ‘You sound like the record
labels.’”
Social media is an integral part of listening, and of course,
“sharing.” Ticketmaster alerts on Facebook shows friends of
purchasers who is going to what show. An app is in the works
that will even show them where their concertgoing friends
will be seated. Not that it’s all roses for Ticketmaster—yet.
Growth and change always involve, well, growing pains,
and while goodwill for the company is building, it will take
some time to shed the unfortunate reputation of being the
company that “everyone loves to hate.” Ticketmaster made
embarrassing headlines in the fi rst month of 2013 after
prematurely announcing the sale of the president’s Inaugural
Ball and selling out a day early as a result, disappointing
thousands. But as the biggest online seller of tickets for
everything from golf tournaments to operas to theater to
rock concerts, and with Hubbard’s more customer-friendly
focus, Ticketmaster should have plenty of opportunity to
repent their mistakes.
Question:
1. Identify the problems that Ticketmaster was facing, using cause and effect analysis. What were the Symptomatic Effects? What were the Underlying Causes?
2. What process(es) did Nathan Hubbard use to Generate Alternatives? What alternatives were available to Mr. Hubbard? What types of Uncertainty did he experience?
In: Operations Management
Down with Dumping
“Canada Launches WTO Challenge to U.S. . . . Mexico Widens
Anti-dumping Measure . . . China to Begin Probe of Synthetic Rubber
Imports . . . Rough Road Ahead for U.S.-China Trade . . . It Must
Be Stopped,” are just a sampling of headlines from around the
world.
International trade theories argue that nations should open their
doors to trade. Conventional free-trade wisdom says that by trading
with others, a country can offer its citizens a greater quantity
and selection of goods at cheaper prices than it could in the
absence of trade. Nevertheless, truly free trade still does not
exist because national governments intervene. Despite the efforts
of the World Trade Organization (WTO) and smaller groups of
nations, governments still cry foul in the trade game. On average,
234 antidumping cases are initiated each year.
In the past, the world’s richest nations would typically charge a
developing nation with dumping. But today, emerging markets, too,
are jumping into the fray. China recently launched an inquiry to
determine whether synthetic rubber imports (used in auto tires and
footwear) from Japan, South Korea, and Russia are being dumped in
the country. Mexico expanded coverage of its Automatic Import
Advice System. The system requires importers (from a
select list of countries) to notify Mexican officials of the amount
and price of a shipment 10 days prior to its expected arrival in
Mexico. The 10-day notice gives domestic producers advanced warning
of low- priced products so they can report dumping before the
products clear customs and enter the marketplace. India set up a
new government agency to handle antidumping cases. Even Argentina,
Indonesia, South Africa, South Korea, and Thailand are using this
recently popular tool of protectionism.
Why is dumping so popular? Oddly enough, the WTO allows it. The WTO has made major inroads on the use of tariffs, slashing them across almost every product category in recent years. But it does not have authority to punish companies, only governments. Thus the WTO cannot make judgments against individual companies that are dumping products in other markets. It can only pass rulings against the government of the country that imposes an antidumping duty. But the WTO allows countries to retaliate against nations whose producers are suspected of dumping when it can be shown that: (1) alleged offenders are significantly hurting domestic producers and (2) the export price is lower than the cost of production or lower than the home market price.
Alternatives to bringing antidumping cases before the WTO do exist. U.S. President George W. Bush relied on a Section 201 or “global safeguard” investigation under U.S. trade law to slap tariffs of up to 30 percent on steel imports. The U.S. steel industry had been suffering under an onslaught of steel imports from Brazil, the European Union, Japan, and South Korea. Yet nations still brought complaints about the action before the WTO. Similarly, in 2004 the U.S. government slapped around 100 percent tariffs on shrimp imported from China and Vietnam, charging those nations with dumping their crustaceans on U.S. shores.
Supporters of antidumping tariffs claim that they prevent dumpers from undercutting the prices charged by producers in a target market, driving them out of business. Another claim in support of antidumping is that it is an excellent way of retaining some protection against the potential dangers of totally free trade. Detractors of antidumping tariffs charge that once such tariffs are imposed they are rarely removed. They also claim that it costs companies and governments a great deal of time and money to file and argue their cases. It is also argued that the fear of being charged with dumping causes international competitors to keep their prices higher in a target market than would otherwise be the case. This would allow domestic companies to charge higher prices and not lose market share— forcing consumers to pay more for their goods.
In: Operations Management
In 2010, Ticketmaster found out the hard way that the
entertainment industry is not, in fact, as recession-proof as
it was once widely believed to be. Th e company, which sells
tickets for live music, sports, and cultural events, and
which
represents a signifi cant chunk of parent company’s Live
Nation Entertainment’s business, saw a drop in ticket sales
that year of a disconcerting 15 percent. Th en there was the
mounting negative press, including artist boycotts, the
vitriol
of thousands of vocal customers, and a number of major
venues refusing to do business with Ticketmaster.
Yet 2012 has been more friendly to the company—under
the leadership of former musician and Stanford MBA-
educated CEO Nathan Hubbard, who took over in 2010
when Ticketmaster merged with Live Nation, the country’s
largest concert promoter. Th ird-quarter earnings were
strong, with just under $2 billion in revenue, a 10 percent
boost from the same period last year, driven largely by Live
Nation’s ticketing and sponsorship divisions. Ticketmaster
was largely responsible as well, thanks to the sale of 36
million
tickets worth $2.1 billion, generating $82.1 million in
adjusted
operating income, which translates to an increase of
51 percent for the year.
Th at’s because Hubbard knows how to listen, and read the
writing on the wall, “If we don’t disrupt ourselves, someone
else will,” he said, “I’m not worried about other ticketing
companies. Th e Googles and Apples of the world are our
competition.”
Some of the steps he took to achieve this included to
the creation of LiveAnalytics, a team charged with mining
the information (and related opportunities) surrounding
200 million customers and the 26 million monthly site
visitors,
a gold mine that he thought was being ignored. Moreover
Hubbard redirected the company from being an infamously
opaque, rigid and infl exible transaction machine for ticket
sales to a more transparent, fan-centered e-commerce
company, one that listens to the wants and needs of customers
and responds accordingly. A few of the new innovations rolled
out in recent years to achieve this include an interactive
venue
map that allows customers to choose their seats (instead of
Ticketmaster selecting the “best available”) and the ability
to
buy tickets on iTunes.
Hubbard eliminated certain highly unpopular service
fees, like the $2.50 fee for printing one’s own tickets,
which
he announced in the inaugural Ticketmaster blog he created.
Much to the delight of event goers—and the simultaneous
chagrin of promoters and venue owners, who feared that the
move would deter sales—other eff orts toward transparency
included announcing fees on Ticketmaster’s fi rst
transaction-
dedicated page, instead of surprising customers with them at
the end, while consolidating others. “I had clients say,
‘What
are you doing? We’ve been doing it this way for 35 years,’”
Hubbard recalled, “I told them, ‘You sound like the record
labels.’”
Social media is an integral part of listening, and of course,
“sharing.” Ticketmaster alerts on Facebook shows friends of
purchasers who is going to what show. An app is in the works
that will even show them where their concertgoing friends
will be seated. Not that it’s all roses for Ticketmaster—yet.
Growth and change always involve, well, growing pains,
and while goodwill for the company is building, it will take
some time to shed the unfortunate reputation of being the
company that “everyone loves to hate.” Ticketmaster made
embarrassing headlines in the fi rst month of 2013 after
prematurely announcing the sale of the president’s Inaugural
Ball and selling out a day early as a result, disappointing
thousands. But as the biggest online seller of tickets for
everything from golf tournaments to operas to theater to
rock concerts, and with Hubbard’s more customer-friendly
focus, Ticketmaster should have plenty of opportunity to
repent their mistakes.
Questions
How did Mr. Hubbard select his most desirable alternative? Describe which type of Decision Making he used, and explain your findings.
Were the recent decisions that Mr. Hubbard made effective, according to the concepts in Chapter 7 – Decision Making? Explain your response.
In: Operations Management
Mr. Kent doesn't care about almost anything ... but himself and his money. So, when his power plant leaked radioactive goo that caused several species of wildlife to go extinct, he was only concerned with the public perception as it might affect his income and possible jail time.
Many rumors surfaced around the Springfield Nuclear Power Plant. One of them is high concern over the mutation rate of the rare Springfield molted platypus. With barely more than 500 left in the wild, the word "extinction" has been tossed around. So, to quell the media, Mr. Kent had 30 of them captured, dissected, and analyzed to check for signs of mutation. He found that the mutation rate is 2% each month, but when they do mutate, they become sterile and cannot reproduce. With this information, he wants to create one of those newfangled computer simulations that the press loves so much. That's where you come in!
Specifications:
In this assignment, you will create a class called Animal_Category.
Your Animal_Category class is to contain the following data members:
Your Animal_Category class is to contain the following member functions:
You will also create a class called Platypus. Below, we will describe what will define a platypus. You will also create a main function in which you will create objects of type platypus to test the functionality of your new user-defined type.
Your Platypus class is to contain the following data members:
Member functions:
Further, the platypus has a chance of becoming dead each time it ages. This chance is ten times the platypus' weight. A 5 pound platypus has a 50% chance of death. A 10 pound platypus (or heavier) has a 100% chance of death. Again here update the value of the corresponding data member when needed.
Think very carefully about writing the above functions and how they should be used. There are indeed circumstances when some functions should not execute. For example, a dead platypus shouldn't eat anything.
Your program should fully test your platypus class. It must call every member function in the platypus class. It must print to the screen what it is doing and show the changes that appear when the member functions are called. The fight function will require two platypuses: one to call the fight function and one to be a parameter in the fight function.
c++ language
In: Computer Science
For this assignment, you will apply what you learned in analyzing Java™ code so far in this course by writing your own Java™ program. The Java™ program you write should do the following:
Complete this assignment by doing the following:
Program: PRG/420 Week 2
* Purpose: Week 2 Coding Assignment
* Programmer: Iam A. Student
* Class: PRG/420
* Creation Date: 10/18/17
*********************************************************************
*
**********************************************************************
* Program Summary: This program demonstrates these basic Java
concepts:
* - defining variables of different types
* - if-then and if-then-else logic
* - constructing a string to display onscreen
* - switch logic
*
* To complete this assignment, you will add code where indicated.
The
* behavior of your completed assignment should be to accept an
input
* value for the number of sides of a two-dimensional figure. Based
on that value,
* your code should display the type of figure that corresponds to
the number of polygon angles
* indicated (3=triangle, 4=rectangle, etc.)
*
* Here are the specific requirements:
*
* After the user types in a value from 3 to 5 inclusive (i.e., 3,
4, or 5):
*
* 1. Your code determines whether the input value is out of range
(less than 3 or more than 5)
* and, if so, displays a meaningful error message on the screen and
ends the program.
*
* 2. Because you will be comparing a single expression (the input
value) to multiple constants (3, 4, and 5),
* your code should use a switch statement to display the following
message onscreen:
*
* If user inputs 3, onscreen message should say "A triangle has 3
sides."
* If user inputs 4, onscreen message should say "A rectangle has 4
sides."
* If user inputs 5, onscreen message should see "A pentagon has 5
sides."
*
* 3. Be sure to test your program. This means running your program
multiple
* times with test values 3, 4, 5, as well as at least two values
that fall outside that range
* (one lower than the lowest and one higher than the highest) and
making sure
* that the correct message displays for each value you input. Also
be sure
* that running your program does not cause any compiler
errors.
***********************************************************************/
package week2codingassignment;
import java.util.Scanner;
public class PRG420Week2_CodingAssignment {
public static void main(String[] args) {
String userInputStringOfAngles; // Declare a variable of type
String to capture user input
int numberOfAngles; // Declare a variable of type int to hold the
converted user input
Scanner myInputScannerInstance = new Scanner(System.in); //
Recognize the keyboard
System.out.print("Please type the integer 3, 4, or 5 and then press
Enter: "); // Prompt the user
userInputStringOfAngles= myInputScannerInstance.next(); // Capture
user input as string
numberOfAngles = Integer.parseInt(userInputStringOfAngles); //
Convert the string to a number in case this will be useful
later
// LINE 1. CODE TO DETERMINE WHETHER USER INPUT IS OUT OF BOUNDS
GOES HERE
// LINE 2. SWITCH CODE TO PRINT CORRECT "SHAPE" MESSAGE BASED ON
USER INPUT GOES HERE
}
}
In: Computer Science
Vietnam is a country undergoing transformation from a centrally planned socialist economy
to a system that is more market orientated. The transformation dates back to 1986, a decade
after the end of the Vietnam War that reunited the north and south of the country under
communist rule. At that time, Vietnam was one of the poorest countries in the world. Per
capita income stood at just $100 per person, poverty was endemic, price inflation exceeded
700 percent, and the Communist Party exercised tight control over most forms of economic
and political life. To compound matters, Vietnam struggled under a trade embargo imposed
by the United States after the end of the Vietnam War.
Recognizing that central planning and government ownership of the means of production
were not raising the living standards of the population, in 1986 the Communist Party
embarked upon the first of a series of reforms that, over the next two decades, transformed
much of the economy. Agricultural land was privatized and state farm collectives were
dismantled. As a result, farm productivity surged. Following this, rules restricting the
establishment of private enterprises were relaxed. Many price controls were removed. State-
owned enterprises were privatized. Barriers to foreign direct investment were lowered, and
Vietnam entered into trade agreements with its neighbors and its old enemy the United States,
culminating in the country joining the World Trade Organization in 2007.
The impact of these reforms has been dramatic. Vietnam achieved annual economic
growth rates of around 7 percent for the first 20 years of its reform program. Although
growth rates fell to 5 percent in the aftermath of the 2008–2009 global financial crisis, by
2015 Vietnam was once again achieving growth rates of around 6–7 percent. Living
standards have surged, with GDP per capita on a purchasing parity basis reaching $6,400 in
2016. The country is now a major exporter of textiles and agricultural products, with an
expanding electronics sector. State-owned enterprises now only account for 40 percent of
total output, down from a near monopoly in 1985. Moreover, with a population approaching
100 million and an average age of just 30, Vietnam is emerging as a potentially significant
market for consumer goods.
For all of this progress, significant problems still remain. The country is too dependent
upon exports of commodities, the prices of which can be very volatile. Vietnam’s remaining
state-owned enterprises are inefficient and burdened with high levels of debt. Rather than let
prices be set by market forces, the government has recently reintroduced some price controls.
On the political front, the Communist Party has maintained a tight grip on power, even as the
economy has transitioned to a market-based system. Vietnam bans all independent political
parties, labor unions, and human rights organizations. Government critics are routinely
harassed and can be arrested and detained for long periods without trial. The courts lack
independence and are used as a political tool by the Communist Party to punish critics. There
is no freedom of assembly or freedom of the press.
To compound matters, corruption is rampant in Vietnam. Transparency International, a
nongovernmental organization that evaluates countries based on perceptions of how corrupt
they are, ranks Vietnam 113th out of the 176 countries it ranks. Corruption is not a new
problem in Vietnam. There is a well-established tradition of public officials selling their
influence and favoring their families. However, critics say that the problem was exacerbated
by privatization processes that provided opportunities for government officials to appoint
themselves and family members as executives of formerly state-owned companies. Although
the ruling Communist Party has launched anticorruption initiatives, these seem to be largely
symbolic efforts. Many observers believe that widespread corruption has a negative impact
on new business formation and is hamstringing economic growth.
1: Why did Vietnam experience a low economic growth rate in the decade after the end
of the Vietnam War in 1976?
2: Vietnam now has an economy that is growing strongly with low unemployment and
rising living standards. What changes in economic policy have been responsible for this economic
transformation?
3: The level of public corruption in Vietnam is high. Why is this the case? How do you
think this affects Vietnam’s economic performance? What should the government do about this?
4: How do you think a shift toward more democratic institutions will affect economic
progress in Vietnam
In: Operations Management
THIS PROGRAM I HAVE MADE UP CHOOSES A RANDOM STORY AND IS IN MAD LIBS FORMAT.
IM HAVING A DIFICULT TIME FORMING A ALGORITHIM FOR THE PROGRAM. if you coukd develop a algorithim it will be greatly appreciated.
Thank you,
# Dillon
Montefusco, A, B
# need to write up a Mad Libs story itself.
# looping input where it prompts for a type of word
# need to write entire scripts (stories)
# use random to choose a story, so the user cannot read it and can enjoy with his friends also the story.
import random as r # for the story randomize agent
ri = r.randint
def okt(b): # octal number converter (ALL RIGHTS RESERVED, THIS FUNCTION IS OFF THE INTERNET)
n = int(b)
r = ''
while n > 0:
r = str(n % 8) + r
n //= 8
if r: return r
return '0'
def get_story(): # This is the story randomize agent
return ri(1, 0o3)
def word_prompt(pos): # part of speech
"""Function takes a word type (part of speech) and returns the word to be inserted in the mainString."""
word = input("Enter a "+str(pos)+": ")
if pos == 'name' or pos == 'male' or pos == 'female' or pos == 'city':
return word.title()
else:
return word.lower()
# THIS IS STORY 01 OF 20
def story01():
wp = word_prompt
story01 = "While going down the "+str(wp('name'))+" Bridge to "+str(wp('city'))+", something out-of-the-ordinary happened... \n\
a bunch of "+str(wp('plural noun'))+" were "+str(wp('verb'))+" over the traffic! It was pretty wierd,\n\
and definitely a "+str(wp('adjective'))+" sight to see, but I guess that's one way to beat the "+str(wp("adjective"))+" traffic. \n\
Man, I wish I could do the same."
return story01
def story02():
wp = word_prompt
story02 = "Homeboy "+str(wp('male'))+" pulled up to the "+str(wp('place'))+" and bought "+str(wp('number'))+" lottery tickets. \n\
Litte did he know, one of the tickets was a "+str(wp('adjective'))+" winner! \nOnce he checked the tickets, homeboy got so happy! \n\
Matter of fact, he was so happy that he "+str(wp('verb'))+" all the way home, \nbut dropped the winning ticket on the way. Long story short, he never got his money. \n\
Sucks to suck, doesn't it?"
return story02
def story03():
wp = word_prompt
story03 = "Back in the olden times there was a "+str(wp('mystical creature'))+" named "+str(wp('name'))+" that \
lived in a "+str(wp('adjective'))+" cave. \nIt was hella dusty in there, and the poor homie had \
trouble breathing. \nBut fear no more, because a "+str(wp('adjective'))+" wizard came through and pulled up with a \nmagical "+str(wp('item'))+" that \
cleaned up the place better than a swiffer sweeper duster! \nIf it wasn't for "+str(wp('male'))+" the Wizard, \
the "+str(wp('mystical creature'))+" would've gotten asthma. \nToo bad inhalers weren't invented back then."
return story03
# STORY DETERMINER
def story_determiner(count):
count = count
sn = get_story()
story_random = input("Get a random story?: ")
if story_random.lower() == "no":
story_prompt = input("Enter story number: ")
if story_prompt == "1" or story_prompt == "01":
input(story01())
repeat()
if story_prompt == "2" or story_prompt == "02":
input(story02())
repeat()
if story_prompt == "3" or story_prompt == "03":
input(story03())
repeat()
else:
input("Sorry, I can't recognise that story number!")
if count > 3: # hidden message counter
print("Have you really messed up", okt(count), "times!?")
story_determiner(count + 1)
elif story_random.lower() == "yes":
if sn == 1:
input(story01())
repeat()
elif sn == 2:
input(story02())
repeat()
elif sn == 3:
input(story03())
else:
input("Sorry, feature not available in the educational version!")
exit()
# OVERALL PROGRAM LOOP
def repeat():
a = input("Would you like to do another?: ")
if a.lower() == 'yes':
story_determiner(0)
elif a.lower() == 'no':
input("Thanks for playing! Press enter to close.")
else:
print("Bruh, how about you answer the question, eh?")
repeat()
story_determiner(0) # This line begins the program execution
In: Computer Science
Mr. Kent doesn't care about almost anything ... but himself and his money. So, when his power plant leaked radioactive goo that caused several species of wildlife to go extinct, he was only concerned with the public perception as it might affect his income and possible jail time.
Many rumors surfaced around the Springfield Nuclear Power Plant. One of them is high concern over the mutation rate of the rare Springfield molted platypus. With barely more than 500 left in the wild, the word "extinction" has been tossed around. So, to quell the media, Mr. Kent had 30 of them captured, dissected, and analyzed to check for signs of mutation. He found that the mutation rate is 2% each month, but when they do mutate, they become sterile and cannot reproduce. With this information, he wants to create one of those newfangled computer simulations that the press loves so much. That's where you come in!
Specifications:
In this assignment, you will create a class called Animal_Category.
Your Animal_Category class is to contain the following data members:
Your Animal_Category class is to contain the following member functions:
You will also create a class called Platypus. Below, we will describe what will define a platypus. You will also create a main function in which you will create objects of type platypus to test the functionality of your new user-defined type.
Your Platypus class is to contain the following data members:
Member functions:
Further, the platypus has a chance of becoming dead each time it ages. This chance is ten times the platypus' weight. A 5 pound platypus has a 50% chance of death. A 10 pound platypus (or heavier) has a 100% chance of death. Again here update the value of the corresponding data member when needed.
Think very carefully about writing the above functions and how they should be used. There are indeed circumstances when some functions should not execute. For example, a dead platypus shouldn't eat anything.
Your program should fully test your platypus class. It must call every member function in the platypus class. It must print to the screen what it is doing and show the changes that appear when the member functions are called. The fight function will require two platypuses: one to call the fight function and one to be a parameter in the fight function.
c++ language
In: Computer Science
Subjective
Medical History
Mr. BC is a 45 yr old African-American construction worker and home builder. He is happily married with two middle-school aged children. His wife is a practicing nurse and is encouraging him to improve his lifestyle by quitting smoking and initiating a regular exercise program. He has a positive smoking history of one pack/day for 25 yr. He has had occasional occupationally related lower back pain with heavy lifting and static postures at work over the last 6-7 yr. By self-administering Tylenol and ice packs to his back and being mindful of lifting postures, his intermittent episodic pain has resolved without formal medical attention. He denies episodes of back pain during his high school wrestling career, but recalls some stiffness in his back during off-season farm chores at his father’s farm.
Mr. BC’s recent episode of lower back pain began 4 wk ago in early November during a stressful time both at work and at home. At work, he was pressured into working 12 h days to complete frame building on two homes simultaneously because the home buyers were anxious to assume residency and the house building season was coming to a close due to the threat of inclement weather. He felt a sharp stabbing pain in his lower back when heavy winds shifted support framing in one of the houses and he had to secure the structure of the frame. He reports difficulty with standing up straight, felt twinges of pain with lifting and carrying wood, and noticed morning stiffness when waking up. Seeing his physician, he was given Motrin, told to use ice packs on his back and stay off work for 5 d. No diagnostic tests were ordered, as the physician believed these symptoms were likely muscular in nature. He rejected the work restrictions and continued to work long hours, continuing to experience intermittent lower back pain, which has worsened since initial injury.
In December, when snowfall limits Mr. BC’s outdoors construction tasks, he concentrates on finishing work inside the houses that have been framed and sided. This affords him continued work but less heavy lifting and more flexibility to engage in rehabilitation for his back pain. He was an athlete in high school but hasn’t been active since high school and doesn’t exercise outside work presently, as he considers his job strenuous. He would be amenable to exercise if it reduced his back pain and improved his function at work. Despite several efforts, he has been unsuccessful at smoking cessation independently, but also stated he would consider a program to quit smoking as part of his lifestyle changes.
Objective and Laboratory Data
Exercise Test Results
After getting cleared for exercise by his personal physician, Mr. BC went to a local gymnasium to be evaluated by a personal fitness instructor for strength and conditioning. General lumbar flexibility was observed to be 50% of typical motion for forward bending and sidebending and lumbar extension was limited to 20° with reports of localized pain. Static side planks could only be maintained for 5-10 s before slumping. In performing an aerobic fitness test on a standard treadmill, Mr. BC became SOB (short of breath), his HR rose to 125, and his perceived rate of exertion on the Borg RPE scale was 15/20 at a treadmill speed of 5 mph with 0° incline for 5 min.
Using resistance machines to evaluate strength, he was able to perform trunk extension with 120 lb of resistance times 15 repetitions, trunk flexion with 40 lb resistance times 8 repetitions, and trunk rotation with 40 lb resistance for right rotation times 8 repetitions and 30 lb resistance for left rotation times 8 repetitions. Lower extremity tests on the machines for leg press (130 lb), knee curls (80 lb) and knee extensions (120 lb), times 10 repetitions each, seemed reasonable for his age and body weight of 182 lb.
Assessment and Plan
Exercise Prescription
The personal fitness instructor identified trunk extensor, sidebending, and rotational strength deficits and aerobic conditioning as targets for strength and conditioning program at the gymnasium. She suggested dropping machine resistance loads to 70-80% of tested resistance settings to facilitate higher repetition exercises at 12-20 repetitions until the client got used to strength training, and a lower rep/higher resistance load at 6-10 reps could be tolerated. She suggested standing sidebending with 15 lb dumbbells to strengthen lumbar sidebenders as a substitution for planks. Aerobic conditioning would be initiated at a fast walking pace of 4-4.5 mph on the treadmill times 15 min, targeting 12-14 on the Borg RPE scale initially. Stationary bike or elliptical trainer could be substituted for treadmill as a way to reduce boredom. The patient was instructed to take HR readings from his radial artery, or using the built-in machine equipment, during exercise, targeting a HR range of 110-120 bpm initially. After 3-4 wk of aerobic conditioning, they would target 70-80% of maximum HR of 175 to a range of 120-140 bpm.
The personal fitness instructor offered Mr. BC a short-term membership at the gym for 3 mo to evaluate consistency of attendance and adherence to her prescribed initial strength and conditioning program. Mr. BC continued to work at his construction job during his rehabilitation phase of training, performing light-duty inside framing tasks and lighter lifting loads. He was consistent about coming to the gym for the first 2 wk on a M/W/F schedule at midday, but his frequency reduced during weeks 3-4 to twice a week, as noted on his personal fitness plan sheet at the gym. His trunk extension increased to 130 lb times 12 reps, trunk flexion to 60 lb times 12 reps, trunk rotation bilaterally to 65 lb times 12 reps, and trunk sidebending with dumbbells at 20 lb times 12 reps. Knee curls and knee extensions continued at 80 lb and 120 lb, respectively, times 12 reps. He independently added bench press (100 lb × 12 reps), latissimus pull-downs (80 lb × 12 reps), and seated pulley rows (90 lb × 12 reps) by the end of the third week of his program. He varied his aerobic conditioning and warm-up for resistance training between the treadmill (5° incline at 5 mph slow jogging) and stationary bike (midpoint resistance setting) by the fourth week and could tolerate 15 min of exercise on each device with no greater than 130 bpm HR recordings. He reports improved tolerance for lumbar motion, and a visual observation by the personal fitness instructor judged him at 75% normal mobility, so gentle warm-up and cool-down stretches in all directions for the lumbar spine were added after the second week of training. Mr. BC seemed amenable to the stretching exercises but appeared to rush through these exercises, as he was more interested and motivated to use the exercise machines.
Case Study Discussion Questions
In: Nursing