2. How many human genome equivalents are in 20 ng of cfDNA?

3. Investors have poured over 1 billion dollars into a company called “Grail” that promises ultra-sensitive early detection of cancer from one drop of blood. We routinely extract 20 ng/of cfDNA from 4 mLs of plasma. Assume one drop of blood has 40 ul of plasma. How many human genomes worth of cfDNA are in this one drop? Are claims they can detect one cancer genome among 10,000 normal cfDNA genomes well-founded?

4. Our qPCR standard is at 0.1 ng/uL. For the first qPCR standard dilution, we take 10uL of the qPCR standard and add it to 90uL TT buffer. How is this equivalent to 5000 GEs? (Note: the qPCR standard is a dilution of our LPA)

Background: Frutronics Inc. is a $2 billion dollar firm with sales in consumer products and government systems and services. Founded in 1937, Futronics Inc. has been providing reliable communications services for well over half a century. Due to a sharp increase in competition, flattened sales and external economic conditions, Futuronics is implementing a corporate overhead reduction program. The proposal is to replace the company’s central office stores by outside vendors and presents recommendations. Requirements: In a two-three page paper, discuss the option to implement outsourcing the central office functions, so as to reduce overhead and still maintain or even improve quality. The outsourcing vendors must supply the appropriate mechanism to make ordering easy, efficiently, quickly and at a cost savings. The vendors chosen must supply the current 500 products in the warehouse. If outsourcing is not the chosen action suggest strategies can be taken to reduce costs in-house?

Company: Citigroup

Company analysis:

1)Full company name; home office (city, state, country); name of CEO and name of President or indicate if same; stock symbol; stock exchange where stock is traded; closing stock price as of the Friday before the date the project is due.

2)History of the company. Where was the company founded and who was/were the founders? Indicate any major events in the company’s history like mergers or acquisitions?

3)What primary industry does this company compete in and who are their major competitors. Is there any public economic data that indicates their overall competitive position?

4)What is the enterprise level strategy (mission/vision/values). What does the company stand for? Substantiate this, if you can, with research and citations. What is their “Brand Promise”?

5)Corporate level strategy. What is this strategy and if there are portfolio businesses, name the top three held by this company?

Consider the following scenario:

Your good friend Kyle would like to go back to school to complete a bachelor’s degree in Early Childhood Education so that he can fulfill his dreams of teaching 2nd grade. Years ago, he started college, but work and life responsibilities got in the way of him finishing. He knows that you recently enrolled at Ashford University and wants to ask your advice as he plans his next move. In order to help pay for his tuition, he plans to borrow student loans. Kyle tells you that he wants to borrow the maximum amount of available loan money to buy his kids new shoes and go on a vacation to Hawaii.

Based on the scenario above, address the following:

• Identify at least two pieces of useful information about student loans that Kyle should know to ensure he borrows responsibly. Review the Student Aid. Website for suggestions.

ECO - 252 - Macroeconomics

1. In each of the following cases, Ceteris Paribus, specify what happens to the unemployment rate (increases, decreases, or remains the same) and to the labor force participation rate (increases, decreases, or remains the same).

a. Anna loses her job but does not look for another one because she decides to go back to school.

b. Matt quits his current job to start a new job immediately.

c. Linda has just graduated with a Bachelor's Degree. She is looking for her first job but has not found one

yet.

d. John lost his job because of a recession. He immediately starts to look for another one.

e. Tara was fired 5 months ago. She looked for a job but could find any so she gave up looking for one.

f. Ted is 18 years old and he just started his very first job.

Monroe Company rents and sells electronic equipment. During September, Monroe engaged in the transactions described below.

1. Ms. Jones is 50 years old and 30 pounds overweight. She reads about several new diets and wants to try one of them. Several popular plans are low-carbohydrate diets. Most low-carbohydrate diets compensate by eating more protein and fat.

What are the advantages and disadvantages of such diets? describe with APA references (type at least 250 words)

2. 55-year-old Jim, a school teacher, has had hypertension (180/110) for years and also Type- 1 diabetes. He does not have any other serious medical issues. Last week, after a meeting, he felt weak and lethargic and had some lower leg swelling. His doctor ordered urine tests and diagnosed him with kidney failure.

Discuss the problems frequently encountered in kidney failure. describe with APA references (type at least 250 words)

Consider John Smith, a new freshman who has just received a study loan and started college. He plans to obtain the maximum loan at the beginning of each year. Although John Smith does not have to make any payments while he is still in school, the 6.5 percent interest per year compounded monthly owed accrued and is added to the balance of the loan.

After graduation, John Smith gets a six-month grace period. This means that monthly payments are still not required, but interest is still accruing. After the grace period, the standard repayment plan is to amortize the debt using monthly payments for 10 years.

Required:

Using the standard repayment plan and a 6.8 percent APR interest rate, compute the monthly payments John Smith owes after the grace period.

Gloria Williams, a well-respected tenth-grade social studies teacher, has taught at Johnson High School for over fifteen years. Her formal evaluations were quite good under the previous administration. She was informally evaluated each year during her fifteen-year tenure. The new principal, Bob Mason, who has held his position for only two years, recommended dismissal for incompetency based on two informal assessments of Williams’s performance.

Discussion Questions

1. What are the chances that Williams may be dismissed for incompetency?
2. Is there sufficient evidence to sustain such a charge? Why or Why not?
3. Ideally, what process should be used to successfully remove a teacher for incompetence? Outline the process.
4. Based on information provided in this case, has Gloria Williams been treated fairly? Why or why not?
5. How would the court likely rule in this case? Provide a rationale for your response.
6. What are the administrative implications of this case?

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.