Questions
Classical Conditioning Questions: Please indicated which is the US, UR, CS and CR for each: 2...

Classical Conditioning Questions:

Please indicated which is the US, UR, CS and CR for each:

2 points each

1. The overhead in Tom's lab has a short circuit and gives him a shock every time he touches it. After a while Tom hesitates every time he is about to touch the overhead.

US:____________________ UR:_____________________ CS:______________________CR:____________________

2. One of Toms friends has a night of boozing on many Vodka screwdrivers, and eating much pizza and salad with bacon bits. After becoming sick, she refuses to eat bacon bits.

US:____________________ UR:_____________________ CS:______________________CR:____________________

3. Before you go in for a chemotherapy treatment, they often give you a distinctive food to eat. After treatment, you can't stand that food.

US:____________________ UR:_____________________ CS:______________________CR:____________________

4. Your significant other often yells at you and makes you feel bad. Pretty soon you can't stand the look of that person and dump them. You meet another person who wears the same cologne/perfume. Although they seem nice, you just can't seem to get along with them.

US:____________________ UR:_____________________ CS:______________________CR:____________________

5. Your cat gets attacked by a dog while walking in your front yard. Now your cat stays in the back yard or in the house.

US:____________________ UR:_____________________ CS:______________________CR:____________________

Operant Conditioning

For each of the following operant conditioning situations, identify whether this is an example of positive reinforcement, negative reinforcement, positive punishment, or negative punishment.

2 points each

1. Sean spanks his child for playing in the street. _________________________________

2. An “A” on exam that you studied real hard for. ___________________________________

3. Amanda cleans her room to keep her parents off her back. ______________________________

4. Getting a pay check. _________________________________

5. Reducing anxiety by smoking a cigarette. _________________________________

In: Psychology

Division A manufactures electronic circuit boards. The boards can be sold either to Division B of...

Division A manufactures electronic circuit boards. The boards can be sold either to Division B of the same company or to outside customers. Last year, the following activity occurred in Division A:

Selling price per circuit board$192

Variable cost per circuit board$112

Number of circuit boards:

Produced during the year 20,500

Sold to outside customers 14,600

Sold to Division B 5,900

Sales to Division B were at the same price as sales to outside customers. The circuit boards purchased by Division B were used in an electronic instrument manufactured by that division (one board per instrument). Division B incurred $220 in additional variable cost per instrument and then sold the instruments for $640 each.

1. Calculate the net operating incomes earned by Division A, Division B, and the company as a whole.

2. Assume Division A’s manufacturing capacity is 20,500 circuit boards. Next year, Division B wants to purchase 6,900 circuit boards from Division A rather than 5,900. (Circuit boards of this type are not available from outside sources.) From the standpoint of the company as a whole, should Division A sell the 1,000 additional circuit boards to Division B or continue to sell them to outside customers?

In: Accounting

All of the current year's entries for Zimmerman Company have been made, except the following adjusting...

All of the current year's entries for Zimmerman Company have been made, except the following adjusting entries. The company's annual accounting year ends on December 31

On September 1 of the current year, Zimmerman collected six months' rent of $7,980 on storage space. At that date, Zimmerman debited Cash and credited Unearned Rent Revenue for $7,980.

On October 1 of the current year, the company borrowed $15,600 from a local bank and signed a one-year, 13 percent note for that amount. The principal and interest are payable on the maturity date.

Depreciation of $2,400 must be recognized on a service truck purchased in July of the current year at a cost of $23,000.

Cash of $4,200 was collected on November of the current year, for services to be rendered evenly over the next year beginning on November 1 of the current year. Unearned Service Revenue was credited when the cash was received.

On November 1 of the current year, Zimmerman paid a one-year premium for property insurance, $8,160, for coverage starting on that date. Cash was credited and Prepaid Insurance was debited for this amount.

The company earned service revenue of $4,200 on a special job that was completed December 29 of the current year. Collection will be made during January of the next year. No entry has been recorded.

At December 31 of the current year, wages earned by employees totaled $14,100. The employees will be paid on the next payroll date in January of the next year.

On December 31 of the current year, the company estimated it owed $490 for this year's property taxes on land. The tax will be paid when the bill is received in January of next year

2. Using the following headings, indicate the effect of each adjusting entry and the amount of the effect. Use + for increase, − for decrease. (Reminder: Assets = Liabilities + Stockholders’ Equity; Revenues – Expenses = Net Income; and Net Income accounts are closed to Retained Earnings, a part of Stockholders’ Equity.)

In: Accounting

Construct a critique of the following including at least 1 strength and 1 weakness of the...

Construct a critique of the following including at least 1 strength and 1 weakness of the proposed new strategy.

CVS is a very successful company that has been one of the leading publicity owned companies in the US. There headquarters is based out of Woonsocket, R.I. A company that has over 290, 000 employees that help to ensure the success of the company everyday. CVS aims to be a leading company that will provide the testing that is needed globally for the corona virus by allowing drive in testing. By providing testing to those that may not be able to get it regularly they will be able to save more individuals. This company always go up and beyond for their customers they provide services that are able to be affordable for the purchase of their medications. I use them on a regular basics when I need a prescription refills they are very professional and they never disappoint. The company should do a review of how their profit is doing every five years so that they can get a idea of new methods or ideas that can be introduced.

Where i currently work at we have a Suggestion box that my Director always check to get an idea of what the customers will like to see change or use it as way that they can show their employees that they are appreciated by appointing an employee of the month by doing so that may drive the employees that may not feel appreciated to see that the company that they give all they time that they could be spending with their families especially on holidays. I also feel that the company should come up with in store events that would draw the attention to customers that may not be a regular customer. When i was in the Navy there were times that I really regretted signing up because I felt like my command didn't appreciate me so i was ready to get out, then i met a manager that appreciated his employees and would constantly tell us without us he wouldn't be anything.

In: Operations Management

HISTORY & ENVIRONMENT Eight years after “Community Hospital” (a pseudonym) was founded in the late nineteenth...

HISTORY & ENVIRONMENT
Eight years after “Community Hospital” (a pseudonym) was founded in the late nineteenth century, a group of disgruntled physicians left to create “Westbrook Hospital” (also a pseudonym) a mere three miles away. The circumstances surrounding Westbrook’s creation and the proximity of the facilities contributed to spirited competition for over a century.
However, Community and Westbrook now faced the same ominous trends, and executives in both organizations began to see each other as the source of a possible solution to coping with them. “We are projecting a 3% decline in admissions. We also have inflation hitting us hard…Big Medicaid and Medicare cuts are imminent. I heard that 40 hospitals in our state could go out of business over the next five years” (CEO, Community Hospital).
The local situation added additional threats. Rivalry in the area was poised to increase when two regional competitors, Montclair Health and Ridgeway Hospital (both pseudonyms), announced a strategic alliance. Soon, University Medical Center (the largest and most feared local competitor) announced plans to join the Montclair-Ridgeway alliance. “University Medical might buy a building not far from Westbrook and Community and turn it into a premier women’s center, which will put pressure on both of us. We need the merger to help counter these actions.” Overall, as one Community executive said, “Community and Westbrook are basically owned by the same community, have the same market, and the same status, so this merger makes a lot of sense.”
Almost immediately following the merger announcement, a variety of key parties began questioning the proposed union. Concerned that the merged entity would possess too much local market share, the state attorney general initiated informal fact finding and, eventually, an anti-trust investigation. His preference was that the two hospitals locate all activities on one site. Executives worried about the competitive implications: “The attorney general and others are suggesting that a single campus might bring greater cost savings than we are currently proposing. But we always run the risk of selling off one campus and then having a competitor come in and buy it up.
Insurers also contributed to the complexity of the merger context. As one executive noted, the merger initially had their support. However, after Community and Westbrook pondered the possibility of forming their own health maintenance organization (HMO), the region’s largest insurer publicly questioned the merger plan.
INTERNAL RESISTANCE
Doctors as a group were apprehensive about the merger: “All this merger and acquisition activity scares our doctors to death. It causes them to begin second guessing everything.” Two medical areas stood out as most complex: obstetrics and gynecology (OB/GYN) and cardiac care. Fierce rivalry had long existed between the two OB/GYN staffs. As a Westbrook executive noted, “Community and Westbrook OBs are like the Hatfields and McCoys shooting back and forth at each other. Always have been.” According to a Westbrook executive, “Since there are more OB docs at Community, there’s fear that they will dominate things if the merger happens.” Too, a possible compromise wherein the OB staffs would remain physically and structurally separate if the merger happened caused concern among cardiac doctors. An executive wondered, “Why should the cardiologists relocate if the OBs don’t?” Because cardiac care was a prominent area in both hospitals, stakeholders in these units had to be addressed carefully: “It’s an issue for our partnership, an issue for our merger consultants, an issue for the law firms, an issue for the doctors, and if we’re not careful, it will become an issue for the attorney general.” Rumors circulated that the OB/GYNs had retained an attorney to fight the merger (informal conversations). In an overt sign of discontent, small cards reading “Stop the Merger!” were glued to restroom ceilings.
Both teams indicated that surrendering their existing sense of “who we are as an organization” in favor of some new, shared identity was a challenge. A Community executive noted, “We’d like to move ahead looking like good marriage partners, but I’m not sure we’re compatible. We’re different. We take pride in the very differences that distinguish us.” “We have people who want to retain the identity of their own hospital. They have a lot invested in it, you see…Our doctors and nurses, for instance, are happy to be a part of this institution. Their identity is wrapped up in it. Our administrators have put their hearts and souls into making the organization what it is.” A Westbrook executive made it clear that the merger “. . . is a threat to our legacy. We don’t want to scrap the rich tradition of our hospital. We have alumni who are concerned about retaining our old identity.” The possibility that the merger might not materialize also encouraged members to hold onto their old identities.
Doubt was also created as each made comparisons of their team and organization to the other team and organization that cast the partner in negative terms. In fact, in their meetings, both teams discussed their differences nearly five times as often as their similarities.
“We are having problems working with Westbrook because our technology is more streamlined, so we make faster decisions than they do.”
“Community’s administrative model makes a big glob of administrative overhead horribly visible. We’ve been more thoughtful about it.”
“I don’t think Westbrook’s medical staff is as quality as ours. Simply put, their standards are lower. . . I think the public perceives a difference.”
“As for Westbrook’s top management team, I wouldn’t hire any of them.”
An impasse also arose whenever the topic of a name for the merged organization came up. Community executives, especially their CEO, wanted to base the new name on Community’s name: “With our long-standing reputation in the community and the cachet of our brand, I am convinced that ‘Community’ should be in the new name.” There was a logical business rationale for such a move: a consultant’s report revealed that competitors would gain some advantage if Community’s strong brand name were abandoned. Yet any attempt to preserve “Community” while dissolving the Westbrook name could undermine the partnership. As one Westbrook executive pointedly said, “If Community’s name is used, then ours should be, too, or the idea of a merger between equals is a sham.” Community executives were sensitive to the fact that naming the new entity was as much a political as a strategic decision. As one noted, “We don’t want to spend tons of money on naming . . . but we may have to, just to avoid a big fight.”
COMMON GROUND?
A pivotal event occurred in a meeting of the two executive teams when Community’s CEO unexpectedly offered “Newco” as a temporary, generic label for the imagined future organization: “We need some sort of name for the thing we are talking about, even if it’s temporary, so I’m suggesting a generic name.” A discussion about the merger had begun to stall, and the offering of Newco was an attempt to keep it moving. In a follow-up interview, Community’s CEO said that, as this particular discussion stagnated, he realized that the existing attachments held by the executive team members on both sides were so strong that they had to be circumvented before people “could begin to think in terms of surrendering their allegiances and becoming a merged organization with a different identity.”
The Newco concept was quickly adopted by both executive teams as a representation of the future merged organization in their oral and written communications. Newco connoted a general, non-partisan identity with which executives could associate when trying to envision the new organization. A Westbrook executive captured this notion when he said, “Newco focuses everyone’s attention in one place, and that’s what we need right now. Newco helped to encourage a shift away from the prevailing us vs. them to a we mode of understanding the ‘who will we be’ question.”
Although Newco’s attributes were sparse (“lean,” “agile,” “proactive,” and “strategic”), the transitional identity permitted the executive teams to act as if the merger were really going to occur, even though a workable merger was not definite for much of the time that negotiations were taking place. Community’s CFO, for instance, said, “it helps us put all this emotionalism behind us; now we’re starting to think like Newco and talk like this thing can actually work.” The idea of Newco evolved from a “placeholder” used when discussing the merger (months 6–7) to a symbol of the future organization whose features were beginning to be defined, even as debate over a permanent name played out (months 8–9), and then to a common referent and focus of shared interests between the teams during the quiet period (months 10–11). A month after the consent agreement was signed, a new, permanent name was finally selected.
Westbrook’s CEO summarized the situation at a broad level: [The merger] raises so many questions about whose interests are being served. You have the medical staff, consultants, managers, and others making decisions. Then you have to cope with the politics of all these groups interacting. There are so many different influences at play, each with their own agenda. We need to convey a coherent image to all of them. Given this complex milieu, it was vital for the teams to communicate a consistent image to stakeholders, which led the executive teams to further downplay their differences and emphasize their emerging identity as members of Newco.
The communal sense of a Newco organization intensified when the attorney general again said that he favored an alliance between Community and Westbrook instead of a merger (archives; interviews). This stance worried both sets of executives, who reiterated that a merger would create many more efficiencies and more competitiveness for both hospitals. Community and Westbrook executives came to share a belief that, as Newco, they needed to manage meaning for the attorney general. It also helped to unite them against a common “enemy.”
EPILOGUE
After a six-month formal review, the state signed a consent agreement permitting the Community-Westbrook merger; Federal Trade Commission approval followed. With the aid of consultants, a permanent name was chosen: Synergy Health System (another pseudonym). The broadly articulated features of Newco were retained in the new organization - “lean,” “agile,” “proactive,” and “strategic” - although they became more elaborated and specified. In a follow up interview with the Community and Westbrook CEOs several years after the merger, it was noted that although a shared identity emerged, it took some time before the other identities (Community, Westbrook, and Newco) receded. Most importantly, perhaps, they noted that Newco evolved into Synergy, and the identity of Synergy “looks a lot more like Newco than either [Community] or [Westbrook],” suggesting that a relatively lasting identity change had indeed taken place.
Q1: If the merger seems to make strategic sense (synergies), why is there such difficulty in executing the strategic change initially and What ultimately allows the executives to successfully execute the change? Why?

In: Operations Management

On January 1, 2014, Pert Company purchased 85% of the outstanding common stock of Sales Company...

On January 1, 2014, Pert Company purchased 85% of the outstanding common stock of Sales Company for$350,000.On that date, Sales Company’s stockholders’ equity consisted of common stock, $100,000; other con-tributed capital, $40,000; and retained earnings, $140,000. Pert Company paid more than the book value of netassets acquired because the recorded cost of Sales Company’s land was significantly less than its fair value.During 2014 Sales Company earned $148,000 and declared and paid a $50,000 dividend. Pert Companyused the partial equity method to record its investment in Sales Company.

Prepare the workpaper eliminating entries for a workpaper on December 31, 201

In: Accounting

Transcendental Advisors is advising one of their corporate clients on potential investment opportunities. The advisors are...

Transcendental Advisors is advising one of their corporate clients on potential investment opportunities. The advisors are presented with two business strategies (a and b below). The company expects the profit to be $2,000,000 a year with no growth. The company also operates tax-exempt and is subject to 8.6% p.a. cost of capital compounded annually. The company long-term borrowing rate is 5.9% p.a. compounded annually. a) Spend $5,000,000 to expand existing operations, boosting current expected annual profit from $2,000,000 to $3,000,000. b) Spend $10,000,000 on lobbying and sign an exclusive contract with the government, who guarantees to purchase all of the company’s products for $2,500,000 a year but prohibits the company from selling anything to the existing customer base. Which investment opportunity is better? Show your work. (assume the client company operates perpetually).

In: Finance

Question 11. Transcendental Advisors is advising one of their corporate clients on potential investment opportunities. The...

Question 11. Transcendental Advisors is advising one of their corporate clients on potential investment opportunities. The advisors are presented with two business strategies (a and b below). The company expects the profit to be $2,000,000 a year with no growth. The company also operates tax-exempt and is subject to 8.6% p.a. cost of capital compounded annually. The company long-term borrowing rate is 5.9% p.a. compounded annually.

a) Spend $5,000,000 to expand existing operations, boosting current expected annual profit from $2,000,000 to $3,000,000.

b) Spend $10,000,000 on lobbying and sign an exclusive contract with the government, who guarantees to purchase all of the company’s products for $2,500,000 a year but prohibits the company from selling anything to the existing customer base.

Which investment opportunity is better? Show your work. (assume the client company operates perpetually)

In: Finance

1. Which of the following statements are false? The Chinese Government owns more than 10% of...

1. Which of the following statements are false?

  1. The Chinese Government owns more than 10% of the outstanding Federal Government debt
  2. The Federal Government plays a significant role in the determination of the amount of US dollars in circulation
  3. The unemployment rate and inflation rate always move in opposite directions from each other

Group of answer choices

a. 1, 2 and 3

b. 2 and 3

c. 1 only

d. 1 and 2

e. 3 only

f. 1 and 3

g. 2 only

2. Which of the following would be an example of an automatic stabilizer?

Group of answer choices

a. The increase in unemployment benefits during a recessionary gap

b. The Fed buying bonds during a recessionary gap

c. The increase in social security benefits as the population ages

d. The government increasing taxes during an inflationary gap

e. The government increases expenditures during times of war

3. Which of the following would shift the aggregate demand curve to the left?

Group of answer choices

a. Decreases in taxes, government purchases or money supply

b. Increases in taxes, increases in government purchases, decreases in money supply

c. Decreases in government purchases, decreases in money supply, increases in taxes

d. Increase in government purchases, money supply or gross private investment

4. Which group of people would be characterized as unemployed?

Group of answer choices

a. those who are unwilling to work

b. those who are too young to work

c. those who are unable to find work

d. those who are unable to work

e. those who did not search for work

PLEASE ANSWER ALL 4 MULTIPLE CHOICES LIKE CHEGG SUGGESTS, I WILL GIVE THUMBS UP

In: Economics

In2017, HPT Company was struggling due to poor management. Since 2017, the management team has been...

In2017, HPT Company was struggling due to poor management. Since 2017, the management team has been replaced and a new streamline focused strategy has been implemented. HPT is a retailer of Jewelry with stores across Canada. Since 2017, HPT has reduced the number of retail locations in hope of saving costs and improving its financial health.

HPT Company

2019

2018

2017

Industry Ratios 2019

Current ratio

1.88

1.36

0.93

1.90

Inventory turnover

4.89

4.68

3.78

6.08

Average Collection Period

45.45

38.45

15.45

30.00

Capital asset turnover

2.56

1.93

1.34

3.19

Total asset turnover

1.72

1.46

1.07

2.00

Debt to total assets

35.00%

60.53%

75.25%

30.00%

Times interest earned

8.87

3.06

1.08

14.63

Gross margin

40.00%

39.00%

39.00%

42.00%

Profit margin on Revenue

5.90%

3.56%

0.25%

6.71%

Return on Total Assets

10.17%

5.21%

0.27%

13.42%

Return on Equity

15.65%

13.19%

1.09%

19.17%

Days in working capital

43.8

40.58

39.55724

N/A

Cash Conversion Efficiency

6.29%

6.18%

N/A

N/A

Cash Conversion Cycle

70.30

64.04

61.44

N/A

Required:

a. Identify 2 ratios for each category:

Liquidity, Solvency, Productivity, and Profitability (2 marks for each category)

b. Provide an overall trend assessment of each category (do not explain each individual ratio but instead, provide an assessment of the category):

Liquidity , Solvency , Productivity , Profitability

c) The following information for HPT is provided:

HPT Company

2019

2018

2017

Z-Score

2.53971

1.5562

1.2341

Sustainable Growth

0.0267

(0.0180)

(0.0240)

What do the Z-score and sustainable growth numbers in the above chart mean? Has management been able to “turn around” the company since 2017? Explain.

In: Finance