Review the case of Paradise Hills Medical Center, below. The CEO has asked you for a recommendation. What will you tell him? PARADISE HILLS Medical Center is a 500-bed teaching hospital in a major metropolitan area of the South. It is known throughout a tri-state area for its comprehensive oncology program and serves as a regional referral center for thousands of patients suffering from various forms of malignant disease. Paradise Hills is affiliated with a major university and has residency programs in internal medicine, surgery, pediatrics, obstetrics/gynecology, psychiatry, radiology, and pathology, all fully accredited by the Accrediting Commission for Graduate Medical Education. In addition, Paradise Hills also has an oncology an oncology fellowship program, a university-affiliated nursing program, as well as training programs for radiology technicians and medical technologists. All of these teaching programs are highly regarded and attract students from across the nation. Paradise Hills enjoys an enviable reputation throughout the area. It is known for its high-quality care, its state-of-the-art technology, and its competent, caring staff. While Paradise Hills is located within a highly competitive healthcare community, it boasts a strong market share for its service area. Indeed, its oncology program enjoys a 75 percent market share and its patients provide significant referrals to the surgery, pediatrics, and radiology programs as well. Paradise Hills is a financially strong institution with equally strong leadership. Its past successes, in large part, can be attributed to its aggressive, visionary CEO and his exceptionally competent management staff. But all is not as well as it seems to be at Paradise Hills. While the oncology program still enjoys a healthy market share, it has been slowly but steadily declining from its peak of 82 percent two years ago. In addition, the program's medical staff are aging and some of its highest admitting physicians are contemplating retirement. The oncology fellowship program was established a few years ago in anticipation of this, but unfortunately, thus far the graduates of this program have not elected to stay in the community. Of most concern to the CEO and his staff is the fact that the hospital's major competitor has recently recruited a highly credentialed oncology medical group practice from the Northeast and has committed enormous resources to strengthening its own struggling oncology program. Last week the board of trustees for Paradise Hills had its monthly meeting with a fairly routine agenda. However, during review of a standard quality assurance report, one of the trustees asked for clarification of a portion of the report indicating that 22 oncology patients had received radiation therapy dosages in excess of what had been prescribed for them. The board was informed that the errors had occurred due to a flaw in the calibration of the equipment. The board was also informed that the medical physicist responsible for the errors had been asked to resign his position. The question was then asked if the patients who were recipients of the excessive radiation had been told of the error. The CEO responded that it was the responsibility of the medical staff to address this issue and it was their decision that the patients not be informed of the errors. The board did not concur that the responsibility for informing the patients of the errors rested solely with the medical staff and requested that the administrative staff review the hospital's ethical responsibility to these patients, as well as its liability related to this incident, and report back to the board within two weeks. The CEO and his management staff responsible for the radiology department and the oncology program met with the medical staff department chairmen for internal medicine and radiology, the program medical directors for oncology and radiation therapy, and the attending oncologists. The CEO reported on the board discussion related to the incident and the board's request for a review of the actions taken, specifically the decision to not inform the affected patients. The physicians as a whole agreed that the adverse effects of the accidental radiation overdose on the patients were unknown. Therefore, they argued the patients should not be told of the incident. These are cancer patients and they don't want or need any more bad news, the oncologists argued. “Let's face it, these patients are terminal.” “Informing the patients of this error will only confuse them and destroy their faith and trust in their physicians and in the hospital,” they added. Furthermore, they claimed, informing the patients of the errors may unnecessarily frighten them to the extent that they may refuse further treatment and that would be even more detrimental to them. Besides, argued the physicians, advising the patients of potential ill effects just might induce these symptoms through suggestion or excessive worry. Every procedure has its risks, insisted the chairman for radiology, and these patients signed an informed consent. Physicians know what is best for their patients, the attending oncologists maintained, and they will monitor these patients for any ill effects. The department chairman for internal medicine volunteered that, in his opinion, this incident is clearly a patient-physician relationship responsibility and not the business of the hospital. Besides, added the chairman of radiology, informing the patients would “just be asking for malpractice litigation.” The medical director for the oncology program then suggested that the board of trustees and the management staff “think long and hard” about the public relations effect of this incident on the oncology program. “Do you really think patients will want to come to Paradise Hills if they think we're incompetent?”, he asked. The CEO conceded that he supported the position of the medical staff in this matter and he, too, was especially concerned about preserving the image of the oncology program, but “his hands were tied” since the board clearly considered this an ethical issue and one that would be referred to the hospital's ethics committee for its opinion. The physicians noted that if indeed it was the subsequent recommendation of the ethics committee that these patients be informed, then realistically, that responsibility would rest with the patient's primary care physician and not with any of them. Reference: Perry, F. (2002). The Tracks We Leave, Chicago, IL: Health Administration Press, pp. 1-3

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<p>A company has 1,000 shares outstanding and an EPS of $0.09</p> <p>Fill the missing part of the Income statement below.</p> <table style="width: 41.49%; height: 300px; border-collapse: collapse;" border="1"> <tbody> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;">Sales</td> <td style="width: 13.9%; height: 25px;">1000</td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;">COGS</td> <td style="width: 13.9%; height: 25px;"> <select class='question_input' name='question_174204_8cf7fcaa783454578db015f182234596'> <option value=''> [ Select ] </option> ["<option value='7559'>400</option>", "<option value='2153'>500</option>", "<option value='5313'>600</option>"] </select> </td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px; text-align: right;">Gross Profit</td> <td style="width: 13.9%; height: 25px;"> <select class='question_input' name='question_174204_0cf64de1e68fe25995eb575826f79f39'> <option value=''> [ Select ] </option> ["<option value='5882'>400</option>", "<option value='2352'>500</option>", "<option value='1503'>600</option>"] </select> </td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;">Period Costs</td> <td style="width: 13.9%; height: 25px;">200</td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;">Depreciation</td> <td style="width: 13.9%; height: 25px;">100</td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px; text-align: right;">EBIT</td> <td style="width: 13.9%; height: 25px;"> <select class='question_input' name='question_174204_44e20fb2eb0f1e2ab3e168bb3f65d9b1'> <option value=''> [ Select ] </option> ["<option value='9685'>300</option>", "<option value='8668'>400</option>", "<option value='6820'>200</option>"] </select> </td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;">I</td> <td style="width: 13.9%; height: 25px;">80</td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px; text-align: right;">EBT</td> <td style="width: 13.9%; height: 25px;"> <select class='question_input' name='question_174204_11f3eac724e57a757bd51c8e6d8f5dc7'> <option value=''> [ Select ] </option> ["<option value='7218'>210</option>", "<option value='2414'>120</option>", "<option value='3418'>140</option>"] </select> </td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;">TAXES 25%</td> <td style="width: 13.9%; height: 25px;"> <select class='question_input' name='question_174204_10eaac72ffaa22152347a22e8e85654b'> <option value=''> [ Select ] </option> ["<option value='3076'>35</option>", "<option value='202'>30</option>", "<option value='294'>40</option>"] </select> </td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;">Net Income</td> <td style="width: 13.9%; height: 25px;"> <select class='question_input' name='question_174204_d7afeb973c3fea3b436a7eeabb83e5a0'> <option value=''> [ Select ] </option> ["<option value='9759'>120</option>", "<option value='1339'>90</option>", "<option value='4398'>80</option>"] </select> </td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;"></td> <td style="width: 13.9%; height: 25px;"></td> </tr> <tr style="height: 25px;"> <td style="width: 27.59%; height: 25px;"></td> <td style="width: 13.9%; height: 25px;"></td> </tr> </tbody> </table> <p> </p>

A company has 1,000 shares outstanding and an EPS of $0.09

Fill the missing part of the Income statement below.

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24. Please identify four (4) weaknesses in the following scenario (there are more than 4!):

An agent for a large insurance company has a small office in a rural town. There are only two employees in the office: the agent and his secretary.

The agent spends all of his time in meeting with customers and selling insurance products to them. The secretary processes all of the paperwork connected with the insurance policies, including processing the collection of premiums and the paying out of claims.

The agent feels that he is a “big man” and that his time is very valuable, and that he should not bother himself with “clerical work,” so he does not supervise the secretary’s work, nor does he look at the accounting records, cash documents or bank statements. Besides, he trusts the secretary as she is very hard-working; in fact, she has never missed a day of work in five years and does not even take her annual leave.

The agent works for a large insurance company. However, because the number of policies and customers handled by the office is relatively small, the insurance company’s internal audit office has not bothered to audit the office’s records/cash for several years. The external auditors have also never visited the office.

25. The following article appeared earlier this year: By David Owens, Hartford Courant, 02/13/2020 Winsted woman pleads guilty to stealing $850,000 from physically, mentally disabled people in conservatorships:

A 72-year-old Winsted woman who stole more than $850,000 from people with physical and mental disabilities pleaded guilty Thursday and faces up to seven years in prison.

Sheila Grochowski was arrested by Avon police and the chief state’s attorney’s office in November 2017 on more than a dozen larceny and forgery charges and had previously turned down a plea offer. But with her case called in for trial and jury selection scheduled to begin Thursday, she asked if the state’s plea offer was still available and accepted it, pleading guilty to a single count of first-degree larceny and two counts of second-degree forgery.

She is scheduled to be sentenced April 29 to 10 years in prison, suspended after she serves seven years, plus five years of probation.

Her lawyer, public defender John Stawicki, will be able to argue for less prison time and probation. Grochowski was a bookkeeper and secretary for Barbara H. Hance Associates, a Farmington company that handles the financial affairs of people whose affairs are controlled by probate courts. Prosecutor Christopher A. Alexy told Hartford Superior Court Judge Laura F. Baldini that Grochowski wrote 437 checks to herself from the accounts of Hance clients. The state had video obtained from Grochowski’s bank showing her depositing two of the stolen checks, and bank records from her bank and those of her victims showing the extent of her thievery.

Grochowski pleaded guilty under the Alford doctrine, meaning she disputed some of the state’s evidence, but acknowledged the state had enough evidence to convict her at trial. According to the warrant for Grochowski’s arrest, Grochowski forged Hance’s signature on 591 checks and two withdrawal slips and stole $851,811 between January 2010 and May 2016, when Hance fired Grochowski.

Authorities do not know where the money went, but when confronted by Hance in early 2015 about the embezzlement of $4,829, Grochowski admitted the forgery and said she needed the money for medical expenses, according to the warrant. After that incident, Hance kept Grochowski as an employee, set up a repayment plan, and did not notify the police. In May 2016 more problems with checks were found, and Hance determined that Grochowski’s alleged thefts were more extensive. A forensic audit by an accounting firm, and a review of thousands of pages of Grochowski’s bank records by Avon Det. Edward Espinoza and state Inspector Jack Bannan revealed the massive scale of Grochowski’s thefts.

The investigators identified 25 people they say were victimized by Grochowski, including her own father who suffered from Alzheimer’s disease and was under a conservatorship. Grochowski allegedly wrote herself checks from her father’s accounts and listed herself as executor of his estate, although he was still alive at the time. The investigators also found that it wasn’t the first time she has stolen. In 1988 Grochowski was charged by Torrington police with first-degree larceny, second-degree larceny, and third-degree forgery. She was convicted in November 1989 and sentenced to five years in prison.

Required:

(a) In order for fraud to occur, two elements must be present, opportunity and motivation. Please make reference to the text in the article above that supports/describes each element.

(b) In addition, there are several important characteristics (different from opportunity and motivation) that appear in many fraud cases. Please describe at least three of these characteristics that are described in the article, using the “Fraud” checklist posted on page 7 of the “Additional PowerPoint – Required Reading” in the Chapter 8 section of “Course Content” on BlackBoard as a reference. Note: if you do not make reference to this specific checklist, you will not earn any points for this question.

(c) The article mentions that Grochowski was caught stealing by Hance in early 2015, however, Hance did not press charges or terminate Grochowski’s employment at that time. This is actually more common than you may think; in 70% of cases involving employee fraud, no criminal charges are filed against the employee. Do you think this is a good idea?

The Problem

Launched in 2001, Ashley Madison is an online dating and social network service based in Canada. Unlike most dating services, Ashley Madison marketed specifically to people who are married or in a committed relationship but are seeking an outside relationship. In mid-2015, the site claimed 39 million members in 53 countries, and it generated an estimated $115 million in annual revenue.

Significantly, Ashley Madison purportedly allowed users to hide their account profiles for free. Users who wanted to delete their accounts had to pay a $19 fee. Ashley Madison assured its users that its “full delete option” removed all relevant data from the site: user profiles, all messages sent and received, site usage history, personally identifiable information, and photos.

On July 15, 2015, Ashley Madison was hacked by a group called “The Impact Team.” The hackers claimed to have stolen personal information about the site's users, and it threatened to release names, addresses, search histories, and credit card numbers if the site did not immediately cease operations. The Impact Team claimed their demand was caused by Ashley Madison's failure to delete users' personal information following their invoiced requests to do so.

When Ashley Madison ignored the demand, The Impact Team launched its first data release on August 18, followed by a second release three days later. The second batch of data included Ashley Madison CEO Noel Biderman's personal e-mails.

The data, which initially appeared on the Dark Web, were copied and made public on the open Web. The Dark Web is the World Wide Web content that exists on networks that require encryption, specific software, or authorization to access. The Dark Web is not indexed by search engines, and it can be accessed only through a browser called Tor. The Dark Web is used today for a wide range of anonymous activities including communication by dissidents in authoritarian countries who wish to access the Internet. It has also emerged as a platform for illegal activities such as cybercrime, child pornography, and drug trafficking.

Ashley Madison's Attempts at a Solution

Immediately following The Impact Team's announcement, CEO Biderman confirmed the hack and asserted that the company was “working diligently and feverishly” to try and stop the spread of the leaked data. Ashley Madison released the following statement: “We are actively monitoring and investigating this situation to determine the validity of any information posted online … We will continue to put forth substantial efforts into removing any information unlawfully released to the public, as well as continuing to operate our business.” In addition, the company issued copyright takedown notices under the 1998 Digital Millennium Copyright Act (DMCA) to multiple sites, claiming that “intellectual property in the data” was being infringed upon. Many of the sites complied with these requests.

Ashley Madison subsequently announced that it had secured its site. It labeled the hack an act of “cyberterrorism,” and it apologized to its users. The company offered $500,000 (Canadian) to anyone with information that leads to the identification of the hackers. Finally, the site announced that in the future it would delete user information free of charge, thus eliminating the $19 fee.

The Results

By late August 2015, more than $1 billion in lawsuits had been filed against Ashley Madison. On August 28, CEO Biderman stepped down. According to the official press release, the senior management team currently in place will continue to lead the company.

Meanwhile, both the site and its users experienced further fallout from the breach. For example, spammers quickly began to extort people whose information was made public. One group, for example, sent e-mails to Ashley Madison users demanding one bitcoin (approximately $225) to prevent their information from being shared. The group gave the users seven days before it exposed them. In addition to extortion, victims of the breach risk identity theft as well. Meanwhile, in 2015, Ashley Madison had announced that it hoped to raise $200 million in an initial public offering in London after it had failed in a previous IPO attempt in Canada. Those plans are now in jeopardy. In fact, as of late 2015, Ashley Madison's very survival is questionable.

While the moral and ethical outrage surrounding the Ashley Madison hack has received most of the headlines, industry analysts maintain that the real issues are the assault on consumer privacy and the inability of businesses to protect their customers' data. Analysts further predict that in the future businesses will likely be held far more accountable for data security than they have been in the past.

From a different perspective, private investigation startup Trustify capitalized on the Ashley Madison breach by launching a service just after the attack that let anyone search the data dump from the hackers. Trustify advertised its services to suspicious partners who were concerned by a name that they found on the list.

Questions
1.Discuss the legality and the ethicality of the Ashley Madison Web site.
2.Discuss the legality and the ethicality of the actions of the hackers who attacked the Ashley Madison Web site.
3.Discuss the legality and ethicality of the actions of people who copied the Ashley Madison data from the Dark Web and then made the data available on the open Web.
4.Discuss the legality and ethicality of the reporters who used hacked (stolen) information in their stories.
5.Discuss the legality and ethicality of the actions of Trustify.
6.Are there differences in your answers to the first five questions? If so, then describe them. How do you account for them?
7.What are the implications of the Ashley Madison breach for general privacy concerns regarding digital data?

I have the following code for my java class assignment but i am having an issue with this error i keep getting.

On the following lines:

return new Circle(color, radius);

return new Rectangle(color, length, width);

I am getting the following error for each line:

"non-static variable this cannot be referenced from a static context"

Here is the code I have:

/*
* ShapeDemo - simple inheritance hierarchy and dynamic binding.
*
* The Shape class must be compiled before the derived classes
* Circle, Rectangle, and Square can be compiled.
*
* The Shape, Circle, Rectangle, and Square classes
* must be compiled before this democlass can be compiled.
*
*/

import java.util.Scanner;

public class ShapeDemo
{
  
/**
* getShape - read a Shape's description and create the specific object
*/
public static Shape getShape()
{
Scanner sc = new Scanner(System.in);

// Continue asking for input until a valid shape entered, or 'done'
do {
System.out.println("\nEnter the shape's color (or 'done')...");
String color = sc.nextLine();
if (color.equalsIgnoreCase("done")) {
return null;
}
if (!color.equalsIgnoreCase("red") &&
!color.equalsIgnoreCase("blue") &&
!color.equalsIgnoreCase("green")) {
System.out.println(" Error - color must be 'red', 'blue', or 'green'");
continue;
}

System.out.println("Enter shape type...");
String name = sc.nextLine();
if (name.equalsIgnoreCase("circle")) {
System.out.println("Enter the radius...");
double radius = sc.nextDouble();
if (radius < 0.0) {
System.out.println("Radius must be non-negative");
continue;
}
return new Circle(color, radius);
} else if (name.equalsIgnoreCase("rectangle")) {
System.out.println("Enter the length and width...");
double length = sc.nextDouble();
double width = sc.nextDouble();
if (length < 0.0 || width < 0.0) {
System.out.println("length and width must be non-negative");
continue;
}
return new Rectangle(color, length, width);
} else if (name.equalsIgnoreCase("square")) {
System.out.println("Enter the length of a side...");
double length = sc.nextDouble();
if (length < 0.0) {
System.out.println("length must be non-negative");
continue;
}
return new Square(color, length);
} else {
System.out.println("shape name must be 'circle', 'rectangle', or 'square'");
continue;
}
} while (true);

}

/**
* main
*/
public static void main (String[] args)
{
Scanner sc = new Scanner(System.in);

// Create an array of Shape references larger than the maximum number
// of Shapes to be read (could also prompt for size).
Shape[] slist = new Shape[50];

// Read shapes until null returned. Note that this code doesn't know what
// specific type of Shape has been returned.
System.out.println("Enter a list of shapes - 'done' to end");
Shape sp;
int numShapes = 0;
while (null != (sp = getShape())) {
slist[numShapes++] = sp;
}

// Print the list of shapes. Get the specific Shape's information using
// dynamic binding to call the implementation of toString() defined for
// the actual type of Shape referenced.
System.out.println("\nThe list of shapes entered...");
for (int n = 0; n < numShapes; ++n) {
System.out.println(" " + slist[n].toString());
}

// Sort the list of shapes into ascending order by area. Get the each
// specific shape's area using dynamic binding to call the implementation
// of area() defined for the the actual type of Shape referenced.
System.out.println("\nSorting shapes into order by area...");

// TODO - call the sortArray method to sort the array of Shapes.
// Pass slist and numShapes as parameters.
sortArray(slist,numShapes);
// Print the sorted list of shapes.
System.out.println("\nThe sorted list of shapes...");
for (int n = 0; n < numShapes; ++n) {
System.out.println(" " + slist[n].toString());
}

// Keep console window alive until 'enter' pressed (if needed).
System.out.println();
System.out.println("Done - press enter key to end program");
String junk = sc.nextLine();
}

// TODO - add the sortArray method to sort the array of Shapes into
// ascending order. The array and number of shapes in it must be passed
// as parameters.
public static void sortArray(Shape[] slist, int numShapes)
{
int i,j;
Shape temp;
for(i=0; i<numShapes-1; i++)
for(j=i+1; j<numShapes; j++)
if(slist[i].area()>slist[j].area()){
temp=slist[i];
slist[i]=slist[j];
slist[j]=temp;
}
}
  
public class Shape
{
private String color;
public Shape(String color)
{
this.color=color;
}
public String getColor()
{
return color;
}
public double area()
{
return 0.0;
}
public String toString()
{
return "generic shape";
}
}
  
public class Circle extends Shape
{
private double radius;
public Circle(String color, double radius)
{
super(color);
this.radius=radius;
}
public double area()
{
return (Math.PI*Math.pow(this.radius, 2));
}
public double getRadius()
{
return radius;
}
public String toString()
{
return getColor()+" Circle with radius of "+radius+" and area of "+area();
}
}
  
public class Square extends Shape
{
private double length;
public Square(String color, double length)
{
super(color);
this.length=length;
}
public double area()
{
return length*length;
}
public double getLength()
{
return length;
}
public String toString()
{
return getColor()+" Square with side length of "+length+" and area of "+area();
}
}
  
public class Rectangle extends Square
{
private double width;
public Rectangle(String color, double length, double width)
{
super(color, length);
this.width=width;
}
public double area()
{
return getLength()*width;
}
public double getWidth()
{
return width;
}
public String toString()
{
return getColor()+" Rectangle with length of "+getLength()+" and width of "+width+" and area of "+area();
}
}
  
}

Enterprise resource planning (ERP) integrates all departments and functions throughout an organization into a single IT system (or integrated set of IT systems) so that employees can make decisions by viewing enterprisewide information on all business operations.

ERP as a business concept resounds as a powerful internal information management nirvana: Everyone involved in sourcing, producing, and delivering the company’s product works with the same information, which eliminates redundancies, reduces wasted time, and removes misinformation.

ENTERPRISE RESOURCE PLANNING BUSINESS DILEMMA:

You have recently started selling a few new products including customized CDs, customizable coffee presses, and coffee-of-the-month and tea-of-the-month programs. Each time you develop a new product you are forced to create an entire new system to track sales. You are not sure why the accounting system you purchased forces you to do this, but you are stuck with this system until you can replace it. You quickly notice that separate systems for each different line of business including coffee, tea, CDs, equipment, programs, etc. is going to hurt your business. You notice that each system works independently to perform its job of creating, updating, and maintaining sales information, but you are wondering how you are going to operate the business as a whole.

Create a list of issues you will encounter if you continue to run the business with separate systems, performing the same operations, for each different product.

What could happen to the cafe if you cannot correlate the details of each system?

How could separate systems for each product hurt marketing campaigns?

Be sure to highlight at least 10 issues where separate systems could cause problems running your business.

At The Broadway Cafe customers receive more than just a great cup of coffee - they receive exposure to music, art, literature, and town events. The cafe’s calendar for programs gives their customers a quick view into their corner of the world - from live music and art displays, to volunteering or a coffee tasting. The cafe offers the following:

Music Center - Information of all live music events occurring in the area. The store also hosts an open microphone two nights a week for local musicians.

Art Gallery - A space in the store filled with great pieces from local artists.

Book Clubs - Customers can meet to discuss current and classic literature.

Coffee Sampler - Customers can sample coffees from around the world with the experts.

Community Events - Weekly meetings are held where customers can find ways to become more involved in their community.

Brewing Courses - Offer the finer details of the brewing, grinding, and blending equipment for sale in the cafe - from the traditional press to a digital espresso machine. Also, includes a trouble-shooting guide developed by brewing specialists.

The Broadway Cafe sales are great and profits are soaring, however, current operations need a complete overhaul. Your grandfather built the business piece-by-piece over the last few decades. The following offers a quick look at current operations.

The cafe does not receive any information on how many of its customers attend live music events. Musicians typically maintain a fan e-mail listing and CD sales records for the event, however, this information is not always provided to the store.

Book club events are booked and run through the local bookstore - Pages Up. Pages Up runs a tab during the book club and provides the cafe with a check at the end of each month for all book club events. The cafe has no access to book club customer information or sales information.

Artist gallery is run by several local artists who pay the cafe a small commission on each sale. The cafe has no input into the art contained in the store or information on customers who purchase art.

Coffee sampler events are run through the cafe’s primary operations.

Community event information is open to all members of the community. Each event is run by a separate organization, which provides monthly event feedback to the cafe in a variety of formats from hand written notes, to Word, to Access files.

Brewing and machine resource courses are run by the equipment manufacturer and all customer and sales information is provided to the cafe in a Word document at the end of each year.

You want to revamp the way the cafe operates so you can take advantage of marketing and sales opportunities across its many different lines of business. For example, offering customers who attend book club events discounts on art and brewing and machine resource courses. You also want to gain a better understanding of how the different events impact sales. For example, should you have more open microphone nights or more book clubs? Currently, you have no way to tell which events result in higher sales.

Create an ERP strategy to help gain visibility across the cafe.

Create a list of issues you will encounter if you continue to run the business with separate systems, performing the same operations, for each different product.

What could happen to the cafe if you cannot correlate the details of each system?

How could separate systems for each product hurt marketing campaigns?

Be sure to highlight at least 10 issues where separate systems could cause problems running your business.

Create an ERP strategy to help gain visibility across the cafe. Please consider all that happens in the cafe from the information listed above

The Federal Reserve on Thursday took additional actions to provide up to $2.3 trillion in loans to support the economy. This funding will assist households and employers of all sizes and bolster the ability of state and local governments to deliver critical services during the coronavirus pandemic.

"Our country's highest priority must be to address this public health crisis, providing care for the ill and limiting the further spread of the virus," said Federal Reserve Board Chair Jerome H. Powell. "The Fed's role is to provide as much relief and stability as we can during this period of constrained economic activity, and our actions today will help ensure that the eventual recovery is as vigorous as possible."

The Federal Reserve's role is guided by its mandate from Congress to promote maximum employment and stable prices, along with its responsibilities to promote the stability of the financial system. In support of these goals, the Federal Reserve is using its full range of authorities to provide powerful support for the flow of credit in the economy.

The actions the Federal Reserve is taking today to support employers of all sizes and communities across the country will:

• Bolster the effectiveness of the Small Business Administration's Paycheck Protection Program (PPP) by supplying liquidity to participating financial institutions through term financing backed by PPP loans to small businesses. The PPP provides loans to small businesses so that they can keep their workers on the payroll. The Paycheck Protection Program Liquidity Facility (PPPLF) will extend credit to eligible financial institutions that originate PPP loans, taking the loans as collateral at face value;
• Ensure credit flows to small and mid-sized businesses with the purchase of up to $600 billion in loans through the Main Street Lending Program. The Department of the Treasury, using funding from the Coronavirus Aid, Relief, and Economic Security Act (CARES Act) will provide $75 billion in equity to the facility;
• Increase the flow of credit to households and businesses through capital markets, by expanding the size and scope of the Primary and Secondary Market Corporate Credit Facilities (PMCCF and SMCCF) as well as the Term Asset-Backed Securities Loan Facility (TALF). These three programs will now support up to $850 billion in credit backed by $85 billion in credit protection provided by the Treasury; and
• Help state and local governments manage cash flow stresses caused by the coronavirus pandemic by establishing a Municipal Liquidity Facility that will offer up to $500 billion in lending to states and municipalities. The Treasury will provide $35 billion of credit protection to the Federal Reserve for the Municipal Liquidity Facility using funds appropriated by the CARES Act.

The Main Street Lending Program will enhance support for small and mid-sized businesses that were in good financial standing before the crisis by offering 4-year loans to companies employing up to 10,000 workers or with revenues of less than $2.5 billion. Principal and interest payments will be deferred for one year. Eligible banks may originate new Main Street loans or use Main Street loans to increase the size of existing loans to businesses. Banks will retain a 5 percent share, selling the remaining 95 percent to the Main Street facility, which will purchase up to $600 billion of loans. Firms seeking Main Street loans must commit to make reasonable efforts to maintain payroll and retain workers. Borrowers must also follow compensation, stock repurchase, and dividend restrictions that apply to direct loan programs under the CARES Act. Firms that have taken advantage of the PPP may also take out Main Street loans.

The Federal Reserve and the Treasury recognize that businesses vary widely in their financing needs, particularly at this time, and, as the program is being finalized, will continue to seek input from lenders, borrowers, and other stakeholders to make sure the program supports the economy as effectively and efficiently as possible while also safeguarding taxpayer funds. Comments may be sent to the feedback form until April 16.

To support further credit flow to households and businesses, the Federal Reserve will broaden the range of assets that are eligible collateral for TALF. As detailed in an updated term sheet, TALF-eligible collateral will now include the triple-A rated tranches of both outstanding commercial mortgage-backed securities and newly issued collateralized loan obligations. The size of the facility will remain $100 billion, and TALF will continue to support the issuance of asset-backed securities that fund a wide range of lending, including student loans, auto loans, and credit card loans.

The Municipal Liquidity Facility will help state and local governments better manage cash flow pressures in order to continue to serve households and businesses in their communities. The facility will purchase up to $500 billion of short term notes directly from U.S. states (including the District of Columbia), U.S. counties with a population of at least two million residents, and U.S. cities with a population of at least one million residents. Eligible state-level issuers may use the proceeds to support additional counties and cities. In addition to the actions described above, the Federal Reserve will continue to closely monitor conditions in the primary and secondary markets for municipal securities and will evaluate whether additional measures are needed to support the flow of credit and liquidity to state and local governments.

All of the facilities mentioned above are established by the Federal Reserve under the authority of Section 13(3) of the Federal Reserve Act, with approval of the Treasury Secretary.

The Federal Reserve remains committed to using its full range of tools to support the flow of credit to households and businesses to counter the economic impact of the coronavirus pandemic and promote a swift recovery once the disruptions abate

1. Describe some of the policies in the press release that the Fed has enacted and how they will help businesses in the economy.

1) What is an important aspect of ethics that will keep you out of “The Gray Zone”?

Question 1 options:

Question 2 (5 points)

2) Who are project stakeholders?

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Question 3 (5 points)

3) OSHA stands for______?

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Question 4 (5 points)

4) Which of the following would NOT be considered a Direct Cost?

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Question 5 (5 points)

5) Which form of company ownership includes two or more owners whose personal assets are at risk?

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Question 6 (5 points)

6) Which one is not considered a form of ADR?

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Question 7 (5 points)

7) Arbitration is Legally binding and is typically included with the contract documents?

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Question 8 (5 points)

8) What is considered the stage in the progress of the Work when the Work or designated portion thereof is sufficiently complete in accordance with the Contract Documents so that the Owner can occupy or utilize the Work for its intended use

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Question 9 (5 points)

9) What are the primary purposes of OSHA?

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Question 10 (5 points)

10) The ________ the Experience Modification Rate (EMR) of your business, the ________ your worker compensation insurance premiums will be.

Question 10 options:

Question 11 (5 points)

11) What might contingency be used for?

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Question 12 (5 points)

12) Which of the following reason for defects can a Contractor trypically not Control?

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Question 13 (5 points)

13) What type of contract does the owner control contingency?

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Question 14 (5 points)

14) What is construction quality?

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Question 15 (5 points)

15) Which form of dispute resolutions does not allow an appeal process?

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Question 16 (5 points)

16) What is included in a Gannt Chart?

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Question 17 (5 points)

17) Right-to-work state prohibit unions from organizing?

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Question 18 (5 points)

18) Which of the following is considered a soft skill?

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Question 19 (5 points)

19) Who is a safety officer on a project site?

Question 19 options:

Question 20 (5 points)

20) What plan is not part of the key elements for Site Logistics?

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Question 21 (5 points)

21) Labor unions use collective bargaining for what?

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Question 22 (5 points)

22) Do Heavy Civil contract documents typically use the CSI division format?

Question 22 options:

KNIGHTS ENGINES INC.

The government has recently invited submissions from the private sector for the supply of one thousand V-16Z (Class A) automobile engines. Although these particular engines only have eight cylinders, they can easily duplicate the speed and performance of a sixteen cylinder engine. Their compact size and durability make them ideal for military operations and it is for this reason that the military has decided to incorporate them into their new line of All Terrain Vehicles (ATVs). For reasons that cannot be exposed without jeopardizing national security, the engines must be delivered within 60 days.

Knight Engines Inc. has been involved in the manufacture of a wide variety of engines for nearly five years. Although Knight has managed to turn a healthy profit every year, sales for its V-16Z engines have been lagging somewhat. It is for this reason that Knight is quite excited by the government's request for V-16Z engines. Knight has dealt with the government before and their established reputation would certainly be a bonus in their favor if another company were to submit an equally low bid. There is, however, one problem: Although Knight does have the capacity to build one thousand V-16Z automobile engines, they do not have the pistons required to make the Class A engines. Their regular piston supplier only manufactures inferior Class C pistons, which would be unacceptable to the government. Since one thousand engines are to be produced, eight thousand Class A pistons are required. If the Class A pistons could be acquired within two weeks, the two-month government deadline could be met.

Knight made inquiries at several companies and only one showed any interest in supplying Knight with all the Class A pistons that it needs on such short notice. The Excalibur Engine Parts Company stated that it would be possible to process such a rush order but that it would do so only on two conditions: First, that the chassis of any engine constructed with their pistons clearly states that it is fitted with Excalibur brand pistons. Second, that a 5% mark-up be applied due to the extra costs of processing such an order on short notice.

Although the technical aspect of fitting these pistons into the engines presents no problems, the people in manufacturing are rather concerned about using a new type of piston from a company with which Knight has no previous experience. They stated that on the average, about 3 to 4% of the Class C pistons ordered in the past (from other suppliers) contained various structural flaws that rendered them unusable. There is no reason to believe that the Class A pistons should fare any differently. It is therefore essential that Excalibur provide some sort of guarantee in order to ensure that Knight does not have to pay for defective pistons. Even with such a guarantee, the inevitable delays for the delivery of a replacement could hinder Knight's ability to complete its engines before the government deadline. In order to cushion against such a problem, it might be advisable to order extra pistons. Ideally, Excalibur would agree to take back all unused pistons as part of a guarantee package.

You are Knight's Director of Purchasing and it is your responsibility to negotiate a contract with Excalibur for their Class A pistons, the Series 2.1 Intensaflux pistons. Since the price paid for the piston will raise the overall cost of the engine and therefore affect the bid submitted to the government, it is paramount that the lowest possible price be paid. In order to strike a good deal, you must pay careful attention to the following points:

1. You have never before purchased Class A pistons. Your knowledge of the market for other pistons (for instance, the Class C pistons sell for $250 each) suggests that they should sell for about $500 per piston. The absolute maximum that could be paid per piston and still enable the submission of a competitive bid would be $600 per piston.

2. There is rumor that Excalibur has been trying to get its foot in the door with respect to government contracts. Many of your colleagues find it somewhat unreasonable that Excalibur should have a free ride on Knight's coattails by having their company name mentioned on all the Knight engines fitted with Excalibur pistons, especially when you consider that they are charging a 5% “rush” fee. Perhaps Excalibur should deduct 5% from their price in return for this advertising service. Still, you do not want to press this issue too far because your company president has told you that it might be in the interests of Knight to develop a good relationship with Excalibur's management since Knight may one day be in a position to acquire this smaller company.
3. A competitor of Excalibur, Mordred Technologies Inc., has stated emphatically that it would in no way be able to fulfill such a rush order for a similar piston in 2 weeks’ time. However, they did state that if Knight was willing to wait 4 weeks for shipment, they would gladly supply all the pistons required for $470 per piston. Although a 4-week delivery date would certainly not allow enough time to meet the government deadline, Knight could use these pistons to upgrade some engines in stock and await another government or private contract.

Questions:

1. How would you prepare for this negotiation?
2. Which items (price, speed of delivery, guarantees, long-term relationship) do you consider the most important?
3. What is the highest price you would consider (your walk-away price)?

i have attached my code here and we are supposed to create two classes. one is date the other switches accounts for bank and then displays the bank account,type,name,date(pulled from first class and then prints out. i am having issues getting my code to pull from the first class and dont know how to make it read the data from date class if someone can look at my code and tell me how to fix this i would greatly appreciate it. Thank you!

include <iostream>
#include <string>
using namespace std;
#ifndef date_H
#define Date_H // dont know if need these two

class Date
{
private:
   int month, day, year;

public:
   //These are consturctors
   Date();// programmer defined default constructor without parameters
   Date(int, int, int);
   //Destructor
   ~Date() {}// destroy the data put into this time for new one
  
   void setDay(int); // set the day(mutator) not returning anything
   void setMonth(int);// set the month(mutator)not returning anything
   void setYear(int);// set the year(mutator)not returning anything
   void DisplDate();// displays the date which passed to class 2 Accounts
};
#endif// or this

Date::Date()// initialize the default constructor holding no parameters
{
   //Initialize variables.
   month = day = year = 0;// default values all set to 0
  
}//not returning anything
Date::Date(int Month, int Day, int Year)// default constructor hold 3 ints
{
   month = Month;
   day = Day;
   year = Year;
}//not returning anything
void Date::setDay(int d)
{
   cout<< "enter the day of your last payment"<< endl;
   cin >> day;

}//not returning anything
void Date::setMonth(int m)// need this between 1 and 12 for months
{
   cout << " enter the month of your last payment" << endl;
   cin >> month;
}//not returning anything
void Date::setYear(int y)
{
   cout << "enter a year number" << endl;
   cin >> year;
}
void Date::DisplDate()// display out the month day and year
{
   cout << month << " /" << day << " /" << year << endl;
}//not returning anything but holds the valid input data

class Account: private Date // calling the private date values relationship
{
private:
       int ActNum;// account number is integers i.e (1234567890)
       char ACCT_TYPE, Name[20];// checking, savings and user name
       Date defaultdate;
       //object of class date
       float ActBal;// must be float dealing with decimals
      
public://default parameterized constructor
   Account(int AccountNum, string Name, char ActType, float balance, Date day, Date month, Date year)
   {
       ActNum = AccountNum;
       string ActName = Name;
       char ACCT_Type = ActType;
       float ActBal =balance;
       defaultdate.day = 0;
       defaultdate.month = 00;
       defaultdate.year = 0000;// how to call this from first
   }
   void AccountData();   // idk if date goes in here
   void Accountdeposit();
   void Accountwithdrawl();
   void Accounttransfer();
   void Accountdisplay();
   //~Account() {};

};
void Account::AccountData(void)
{
   cout << "\nEnter account number : ";
   cin >> ActNum;
   cout << "\nEnter account type (c/s) : ";
   cin >> ACCT_TYPE;
   cout << "\nEnter name : ";
   cin >> Name;
   getchar();
   cout << "\nEnter balance : ";
   cin >> ActBal;
   cout << "\nEnter date of last transaction : ";
   cout << "\n Day : ";
   cin >>day;
   cout << "\n Month : ";
   cin >> month;
   cout << "\n Year : ";
   cin >> year;
}
void Account::Accountdeposit() //depositing an amount
{
   int DepositAmt;
   cout << "\n Enter Deposit Amount = ";
   cin >> DepositAmt;
   cout << " enter the account to be deposited into" << endl;
   cin >> ACCT_TYPE;
   ActBal += DepositAmt;
}

void Account::Accountwithdrawl() //withdrawing an amount
{
   int WithdrwlAmt;
   cout << "\n enter ammount to withdraw = ";
   cin >> WithdrwlAmt;
   cout << " which account do you want to be withdrawn from?" << endl;
   cin >> ACCT_TYPE;
   if (WithdrwlAmt > ActBal)
       cout << "\n Exceeds balance ammount to withdraw";
   else
       ACCT_TYPE=ActBal -= WithdrwlAmt;// the account balance of said act is
}
void Account::Accountdisplay()
{
   cout << "\n ----------------------";
   date;
   cout << "\n Accout No. : " << ActNum;
   cout << "\n Name : " << Name;
   cout << "\n Account Type : " << ACCT_TYPE;// checking and savings
   cout << "\n Balance : " << ActBal;
}

void Account::Accounttransfer()
{
  
   char ACCT_TYPE;
   double Savings, Checking, ammount;// ammount to transfer
  
   //cin >> selection;
   cout << " enter the ammount to transfer" << endl;
   cin >> ammount;
   cout << " select whihc account to transfer from and to" <<
       "checking or savings as an s or c" << endl;
   cin >> ACCT_TYPE;
   if (ACCT_TYPE == Savings)
   {
       if (Savings > 0.00)
       {
           Savings -= ammount;
           Checking += ammount;

       }
       else
           cout << "error not enough money" << endl;
  
   if (ACCT_TYPE==Checking )
       {
           if (Checking > 0.00)
           {
               Checking -= ammount;
               Savings += ammount;
           }

           else
               cout << " error not enough money" << endl;
           }
       }

   }

int main()
{   //so far below prints out data for date
   int Month, Day, Year;
  
   cout << "please enter month day and year in numerical values" <<
       "then press enter " << endl;
   cin >> Month >>Day >>Year;
   //now that the user inputted data, goes to class and evaluate for new
   //date other than default
   Date newDate(Month, Day, Year);// call to date class
   cout << " the date of your last payment was" << endl;
   newDate.DisplDate();// maybe as showpoint? without this nothing prints out
   cin.get();// getting the data from the class for the new date
   cout<< " your last payment was made on" << cin.get();// getting the data to display function
   return 0;
}