QUESTION 11

1. Which of the following is a statement of the principle of Hess's law?

   		If a reaction is carried out in a series of steps, the ΔH for the reaction will equal the product of the enthalpy changes for the individual steps - that is the multiplication of the enthalpy changes for the individual reactions you have manipulated.
   		The ΔH for a process in the forward direction is equal to the ΔH for the process in the reverse direction.
   		The ΔH for a process in the forward direction is equal in magnitude and opposite in sign to the ΔH for the process in the reverse direction.
   		If a reaction is carried out in a series of steps, the ΔH for the reaction will equal the sum of the enthalpy changes for the individual steps - that is the addition of the enthalpy changes for the individual reactions you have manipulated.
   		The ΔH of a reaction depends on the physical states of the reactants and products.

QUESTION 12

1. A coffee cup calorimeter is usually used for determining:

   		the heat of combustion of gaseous reactions
   		the molar heat capacity of pure elements
   		the heat of reaction of aqueous reactions
   		the calories in food samples
   		the heat capacity of solid samples

Explain the differences between the simple Keynesian (demand-side) model and the classical (supply side) model with respect to fiscal policy, what can change Y (Real GDP), and any other things that you think are relevant.

To answer this question correctly, you would need to:

A) Explain why fiscal policy does not change the Yd curve in the classical model but does in the

simple Keynesian model.

B) Explain that in the classical model Y only changes if Ys changes.

C) Explain that in the simple Keynesian model Y only changes if E or Yd changes.

D) Explain that there is no limit to rises in Y in the simple Keynesian model, but there are in the

classical model.

E) Explain that taxes change Ys in classical model but not in simple Keynesian model.

F) Explain that simple Keynesian model explains equilibrium in terms of inventories changing.

Classical model does not do this.

Please provide graphs/diagrams along with your explanation.

FLSA Analysis

For this assignment, you will be researching the Fair Labor Standards Act (FLSA).

For the first section of your paper:

Assess the main features of the Fair Labor Standards Act (FLSA).
Compare the definitions of exempt and nonexempt employees.
Evaluate at least three criteria that differentiate an exempt and nonexempt employee.

In spring 2014, then-President Obama sent a memo to the US Department of Labor (DOL) Secretary directing reform of FLSA to address white-collar exemptions and, effectively, increase the number of employees entitled to overtime pay. Some changes have been approved and became effective as of December 2016. Research some of the revisions the DOL adopted such as an increase in minimum salary requirements and changes to the current “primary duty” test.

For the second section of your paper:

Analyze some of the controversies and objections associated with these modifications. Explain and justify your view--do these changes benefit employees or the employer? Do you prefer the previous FLSA law or the changes?

Minden Company manufactures a high-quality wooden birdhouse
that sells for $30 per unit. Variable costs are $6 per unit
and fixed costs total $180,000. During 2018, Minden Company
sold 50,000 birdhouses to customers. The president of Minden
Company believes the following changes should be made in 2019:

1. the selling price of the birdhouse should be increased
   by 20%

2. increase advertising by $30,000

A.)Assume these changes are made. Calculate the number of units
Minden Company must sell in 2019 in order to break-even

B.) Assume these changes are made. Calculate the number of units Minden Company must sell in 2019 in order to earn a target profit equal to 25% of sales.

C.) Assume these changes are made. Calculate the number of units Minden Company must sell in 2019 in order to earn a net income that is 80% greater than the net income earned in 2018.

Need help with parts a,b and c. Thank you

The following are data from a small portion of the genome from four tetrapods.

Species: Sequence:

Chelonia mydas GACAG

Grus americana GACCG

Taricha granulosa GTACA

Zaglossus attenboroughi GTCAA

The challenge is to reconstruct the evolutionary ancestry of these four species from the molecular sequence information.

1.Phylogeny 1:

a. Draw a potential (unrooted) phylogenetic tree illustrating the possible relationships among these species.

b. Determine what (minimal) changes in sequence are required and where they must be located on the tree you have drawn in order to explain the observed sequences. Mark these on the tree above. HINT: it may be helpful to start with the sequences themselves at the tips of the tree.

c. How many (minimal) changes are required for this tree?

2. Phylogeny 2:

a. Draw a different potential (unrooted) phylogenetic tree illustrating the possible relationships among these species.

b.Mark the (minimal) changes on the tree above.

c. How many (minimal) changes are required for this tree?

Anglo American Platinum Limited is a major worldwide producer of platinum. Platinum is widely used in the production of catalytic converter. It is now August 1. The company is committed to selling 250 ounces of platinum on September 14. To hedge the risk, the company is considering using October futures contracts to offset the risk exposure. The standard deviation of monthly changes in the spot price of platinum per ounce is 30 and the standard deviation of monthly changes in the futures price of wheat per bushel the closest contract is 35. The correlation between the futures price changes and the spot price changes is 80. Each contract is for the delivery of 50 ounces platinum.

(a) What is the optimal hedge ratio?

(sample answer: 25.30%)

(b) Should the hedger take a long or short futures position?

(sample answer: long; or short)

(c) What is the optimal number of futures contracts with the hedge?

(sample answer: 12; it should be a whole number)

Advanced economies are emerging from the worst financial

recessions in modern times. Many developed nations

have implemented austerity measures to adjust the deficit

caused by massive spending during the years of cheap

and available credit facilities. New industrial policies are

also implemented at national and regional levels to police

banks and financial institutions as measures of avoiding

further economic problems in the future. The austerity

measures and policy changes have forced industries and

business practices to change.

1. What changes do you think this might cause in the

immediate task environment for a business operating

within the financial service industry?

2. How do these changes impact on corporate, business,

and functional level strategies of financial service

businesses? Are these changes going to affect

you as customers?

3. How do you think a learning organization would act

in this dynamic environment? What survival chances

do the stagnant organizations have?

The Levy Box plant produces wooden packing boxes to be used in the local seafood industry. Current operations allow the company to make 600 boxes per day, in two 8-hour shifts (300 boxes per shift). The company has introduced some moderate changes in equipment, and conducted appropriate job training, so that production levels have risen to 400 boxes per shift. Labor costs average $13 per hour for each of the 5 full-time workers on each shift. Capital costs were previously $4,000 per day, and rose to $4,200 per day with the equipment modifications. Energy costs were unchanged by the modifications, at $400 per day.

a) What is the firm's multifactor productivity (exhibit 2.5) before and after the changes?

b) What is the firm's labor hours productivity before and after the changes?

c) What is the percent change in the multifactor productivity before and after the changes?

Now analyze the impact of the emergence of the coronavirus (Covid-19). Assume the epidemic significantly reduces the demand for meat only and that there are no changes to the supply of meat. On the same graph you produced in Question 1, graphically depict any changes in the marketplace and any changes that impact the individual firm. Show the movements of the curves (if any) and the new Short Run Equilibrium (SRE). Indicate the new market equilibrium P1 and Q1, the optimal output of an individual firm representative of the other firms in the industry at this SRE (labeled as q1), and the individual firm’s profit, if any (shaded and clearly labeled). Provide a brief narrative explaining the movements and the resulting change in an individual firm’s profit, if any. Please make sure you address the changes in the market equilibrium quantity Q, market price P, and the individual firm’s profit maximizing quantity q, if any. Reminder: be sure to label all relevant points and axes.

You now have been tasked with mapping out an organizational culture change Delta Pacific Company (DPC), another role and responsibility as a change leader for the organization. It's important to have a change plan set before the change actually occurs. This is for a few reasons:

Increases the probability of success

Enables you to weigh options

Provides knowledge so you can make an informed decision

Allows for proper identification of the change and steps needed

Allows for identification of what might occur during the change

Since you are the change leader, your first step is to map the change using a change management model. You are aware of the extensive change the organization is undertaking with a shift in production to consulting. However, profitability has still declined even with training and resources in place.

As the change leader, select one of the change management

models and map out the organization's goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment.

Conduct academic research and create a proposal to the CEO and board in which you complete the following for approval of the change plan:

Explanation for why the change model being used is most effective for this change.

Description of the change map to include details for each step.

Examples of what to expect during the change process.

Explanation for each of your recommendations in each step of the change model.

Remember that this is a proposal. Make sure to format your paper properly for your proposal. A proposal is a persuasive document, so make sure to use proper language and tone. Remember, you are the change leader and you are writing to the CEO. So use a tone in your proposal that is specific to your audience (the CEO).

Include your APA-formatted reference page with at least two credible sources.

Here is the case study:

Project Case Study: A New Direction for Delta Pacific

Introduction

In a global business environment where organizations can no longer rely on traditional factors that historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to raw materials, or proximity to customers and markets, many organizations have re-structured to capitalize on new success factors. In the United States that has resulted in a shift in many cases from product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman, 2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater reliance on intellectual capabilities than on physical inputs or natural resources." (p. 201). This case presents the challenges facing an organization as it transitions from its traditional business model to one that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role of the organizational behavioral system in facilitating a successful transition to the new corporate strategy.

The Case Scenario

The Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front in the development of information technology since the 1970s and led the market in technology development, manufacturing and sales throughout the 1980s to the mid-1990s. DPC was a success story. They consistently met or exceeded their profit targets, successfully integrated new technology into their products, and they were considered one of the best employers in the country. With generous benefit packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its employees to be part of a family, potential employees were lined up for opportunities to join DPC.

However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself slowly losing market share for its primary product: computer hardware. DPC had prided itself on producing and selling the best products and training its sales force to develop long term relationships with clients that brought them back year in and year out for DPC's technology. Along with hardware, DPC also sold service contracts and training classes for the end users of their products. By the late 1990s it became clear to the leadership at DPC that they could no longer compete with less expensive products being produced overseas. At one time they could sell their higher priced goods on the premise that they were of higher quality, but that was no longer the case. Foreign-made products were now being produced to match or even surpass the quality standards set by DPC. However, conversations between sales representatives and their clients did indicate one thing: the clients valued the personal interaction they had with the sales reps and the personalized advice that they could provide to their clients to help them to reach their goals. DPC recognized that they needed to make a change and they believed they had a new vision for their company.

As they entered the 21st century DPC moved away from hardware solutions to business challenges and shifted instead towards knowledge-based solutions. Rather than selling equipment, DPC began to market the extensive knowledge of their workforce. DPC would no longer sell the equipment; they would instead provide integrated knowledge-based solutions to information management problems. Essentially they would become a consulting firm that would assist their clients to set up systems that would facilitate information management. But now their solutions would go beyond hardware and encompass software, organizational design, data collection management, work flow and overall information management re-engineering. Sales reps underwent significant training to prepare them for their new roles. However, the redesigned jobs were not a good fit for all of the sales reps. some moved on to other types of positions within the company, but others left to pursue opportunities elsewhere.

As expected, profitability declined during the initial introduction of this new organization mission as employees became accustomed to their new roles. Due to the time taken to train employees, they were spending less time in the field with their clients generating revenue and more time in the classroom being oriented to their new roles. However, the decline persisted much longer than anticipated and the company's leadership team, board of directors and the shareholders were growing impatient with the slow returns. It became increasingly apparent that while the training, resources, and equipment were in place, significant changes in the organizational behavior system at DPC were necessary to ensure long term success.