The CEO of Dynamic Manufacturing was at a conference and talked to a supplier about a new piece of equipment for its production process that she believes will produce ongoing cost savings. As the Operations Manager, your CEO has asked for your perspective on whether or not to purchase the machinery. After talking to the supplier and meeting with your Engineers and Financial Analysts, you’ve gathered the following pieces of data: • Cost of Machine: $140,000 • Estimated Annual After Tax Cash Flow Savings: $60,000 (which may or may not grow) • Estimated machinery life: 3-5 years (after which there will be zero value for the equipment and no further cost savings) • You seem to recall that Dynamic’s Finance organization recommends either a 10% or a 15% discount rate for all Cost Savings Projects From your JWMI MBA, you know that you need to understand the project financials to ensure that this investment will be economically attractive to Dynamic Manufacturing’s shareholders. Calculate the Nominal Payback, the Discounted Payback, the Net Present Value and the IRR for each scenario, assuming: A. Ann (A) recommends using the base assumptions above: 3 year project life, flat annual savings, 10% discount rate. B. Bob (B) recommends savings that grow each year: 3 year project life, 10% discount rate and a 10% compounded annual savings growth in years 2 & 3. In other words, instead of assuming savings stay flat, assume that they will grow by 10% in year 2, and then grow another 10% over year 3 in year. C. Cassidy (C) believes we use a higher Discount Rate because of the risk of this type of project: 3 year project life, flat annual savings, 15% discount rate. D. David (D) is convinced the machine will last longer than 3 years. He recommends using a 5 Year Equipment Life: 5 year project and savings life, flat annual savings, 10% discount rate. In other words, assume that the machine will last 2 more years and deliver 2 more years of savings. In an MS Word document, in paragraph form, respond to the following questions: 1) Which person’s scenario would you present to management and why? From a strictly financial (numbers) perspective, would you recommend this purchase to management? 2) In your opinion, which person’s scenario is based on the most aggressive assumptions? If you were to select this scenario as the basis for your proposal, how would you justify the more aggressive assumptions? 3) In SIMPLE English (as in talking to a non-Finance and non-MBA person), explain why there is value to management in running all 4 of these scenarios. 4) Beyond financial measures, what other factors would you want to consider, before making a recommendation to management? 5) If you were the CEO, would you approve this proposal? Why or why not?

1.Develop a multiple linear regression model to predict the price of a house using the square feet of living area, number of bedrooms, and number of bathrooms as the predictor variables

1.     Write the reqression equation.
2.      Discuss the statistical significance of the model as a whole using the appropriate regression statistic at a 95% level of confidence.
3. Discuss the statistical significance of the coefficient for each independent variable using the appropriate regression statistics at a 95% level of confidence.
4. Interpret the coefficient for each independent variable.
5.   What percentage of the observed variation in housing prices is explained by the model?
6. Determine the prediction interval of a house with 3,000 square feet of living area, 3 bedrooms, and 2.5 bathrooms, and comment on the prediction interval.

   Prepare a single Microsoft Excel file to document your regression analyses. Prepare a single Microsoft Word document that outlines your responses for each portion of the case study.

   Selling Price        Living Area (Sq Feet)      No. Bathrooms No Bedrooms    Age (Years)

   $240,000              2,022     2.5          3              20

   $235,000              1,578     2              3              20

   $500,075              3,400     3              3              20

   $240,000              1,744     2.5          3              20

   $270,000              2,560     2.5          3              20

   $225,000              1,398     2.5          3              20

   $280,000              2,494     2.5          3              20

   $225,000              2,208     2.5          4              20

   $248,220              2,550     2.5          3              20

   $275,000              1,812     2.5          2              20

   $137,000              1,290     1              2              20

   $150,000              1,172     2              2              20

   $649,000              4,128     3.5          3              20

   $195,000              1,816     2.5          3              97

   $373,200              2,628     2.5          4              20

   $169,450              1,254     2.5          3              20

   $144,200              1,660     1.5          4              20

   $189,900              1,850     1.5          3              20

   $166,000              1,258     2              3              20

   $160,000              1,219     2              3              20

   $327,355              1,850     2.5          3              20

   $247,000              2,103     2.5          3              20

   $318,000              1,806     2.5          3              20

   $341,000              1,674     1.5          2              17

   $288,650              2,242     2.5          3              20

   $157,000              1,408     1.5          3              20

   $449,000              3,457     2.5          3              21

   $142,000              1,728     1.5          3              21

   $389,000              2,354     2.5          3              21

   $476,000              2,246     2.5          3              21

   $249,230              1,902     2.5          2              21

   $139,900              1,178     1              3              21

   $301,900              2,896     3.5          4              21

   $425,000              2,457     3              3              41

   $121,000              936         1              3              50

   $150,000              934         1              2              21

   $138,000              1,279     1              3              21

   $199,900              1,888     2              3              26

   $145,000              1,686     1.5          4              21

   $465,000              2,310     3              2              21

   $158,000              1,200     1.5          3              21

A 79-year-old man is admitted to a long-term care facility after a stroke that has left him paralyzed on one side and unable to talk. A daughter visiting from out of town approaches the gerontological nurse and expresses concern about how to communicate with her father.

1. The gerontological nurse explains to the daughter that when communicating with her father, she should

A.   use word boards and picture charts.

B.   face her father; speak loudly and clearly.

C.   explain procedures in detail.

D.   face her father with adequate light on her face.

2. The gerontological nurse identifies the nursing diagnosis of altered verbal communication for a client with expressive aphasia. An appropriate nursing intervention to assist the client to communicate is to

A.   ask simple questions that can be answered with “yes” or “no.”

B.   develop a list of simple words that the client can read and practice reciting.

C.   have the client practice facial and tongue exercises to improve motor control necessary for speech.

D.   prevent embarrassing the client by changing the subject if he or she does not respond in a timely manner.

3. Describe the gerontological nurse’s role in caring for persons with Parkinson’s disease (PD).

Chapter 24

An 80-year-old Caucasian white client recently lost her husband of 58 years to cancer. Although he was a chronic alcoholic, he provided for his family and did everything for his wife. While visiting with the client in a long-term care facility, she laments about “the loss of her husband and losing additional friends all the time.” She sighs and questions whether her life has any meaning.

1. The gerontological nurse’s best response is to

A.   ignore the client’s comment, assuming that “she is just a little depressed today.”

B.   suggest that the client develop some new interests.

C.   ask the client to describe her past experiences.

D.   refer the client for counseling to avoid worsening her depression.

2. Depression is the most common mental health problem in later life and among the most treatable, but it can be life threatening if left unrecognized and untreated.

A.   True

B.   False

3. The treatment of mental illness in nursing homes and in residential care/assisted living (RC/AL) facilities is substandard. Identify the obstacles to mental health care in nursing homes and RC/AL facilities.

4. The gerontological nurse is evaluating the plan of care for an alcoholic-dependent older adult client. Which of the following entries in his chart indicates a need for further client monitoring, exploration, or education?

A.   The client states that he understands the need for continued treatment.

B.   The client states that he intends to decrease his alcohol consumption.

C.   The client showered and shaved and attended group session.

D.   The client stated, “I am an alcoholic.”

This course contains a Course Project, where you will be required to submit one draft of the project at the end of Week 5, and the final completed project at the end of Week 7. Using the financial statements for Celgene Corporation and Gilead Sciences, Inc., respectively, you will calculate and compare the financial ratios listed further down this document for the fiscal year ending 2015, and prepare your comments about the two companies' performances based on your ratio calculations. The entire project will be graded by the instructor at the end of the final submission in Week 7, and one grade will be assigned for the entire project. Financial Statements Below is the link for the financial statements for Celgene Corporation for the fiscal year ending 2016. http://ir.celgene.com/sec.cfm?view=all (Links to an external site.)Links to an external site. When you arrive at this website, please do the following. First, under View, select Annual Filings using the drop-down arrow labeled All Filings and then select 2017, using the drop-down arrow labeled Year, You should select the 10k dated 2/10/2017 and choose to download in PDF, HTML, or Excel format. The PDF format is the best format for searching. Below is the link for the financial statements for Gilead Sciences, Inc. for the fiscal year ending 2015. http://investors.gilead.com/phoenix.zhtml?c=69964&p=irol-sec (Links to an external site.)Links to an external site. First, select 2017 under the Year filter using the drop-down arrow labeled All Years and then select Annual filings under the Groupings filter using the drop-down arrow labeled All Forms. Press the large Search button to access the requested annual filing for 2016. You should select the 10k dated 2/27/2017, and choose to download it in PDF, Word, or Excel format. The PDF format is the best format for searching. ANSWER the following 16 ratios and include formulas Earnings per Share of Common Stock Current Ratio Gross (Profit) Margin Percentage Rate of Return (Net Profit Margin) on Sales Inventory Turnover Days' Inventory Outstanding (DIO) Accounts Receivable Turnover Days' Sales Outstanding (DSO) Asset Turnover Rate of Return on Total Assets (ROA) Debt Ratio Times-Interest-Earned Ratio Dividend Yield [For the purposes of this ratio, use Yahoo Finance to look up current dividend per share and stock price; just note the date that you looked up this information.] Rate of Return on Common Stockholders' Equity (ROE) Free cash flow Price-Earnings Ratio (Multiple) [For the purpose of this ratio, look up the market price per share as of December 30, 2016 for Celgene Corporation and for Gilead Sciences, Inc..] Thank You!!

What element they are:

1.My appearance at standard state is a silvery-white. My density when I melt is 1.46g/cm3. I burn purple, and react violently on contact with water. I see use in atomic clocks, and sometimes in glass

2.I am a diatomic molecule with a melting point of -259.14˚C and have a lower density than any other element.I am highly flammable and commonly form compounds with non-metals and halogens.I am commonly found in a product used to clean wounds and am one of the main elements involved in making stars shine

3.I am Silver-White in colour and I am so reactive I must be stored in oil.You may find me colouring glass windows in a church or reacting with water or acids to form hydrogen gas.I also oxidize and produce a film which tarnishes my Silver-White skin and can be used with other metals to form alloys

4.My soluble compounds are toxic to mammals yet I am used in paint, I am a soft but highly reactive metal. I am used in medical imaging but I am non-radioactive.

5.I am a poor conductor of heat or electricity, and my boiling point is at 536F.I am used as a fertilizer for soil and I help extinguish fire from common combustible, liquid, gas and electricity.

6.I get my name from the greek word meaning “moon”.I have 6 natural isotopes.I am protective against mercury poisoning, and my salt is used to control dandruff

7.I am a solid crystal yellow at room temperature. My melting point is , and I don’t dissolve in water I react with most elements when heatedI am famous for burning in air and producing a blue flame.I prevent rubber materials from melting, as they get warmer. I am also used to treat acne

8.I am useful inside the body and outside the body I help heal wounds. My boiling point is 184 degrees and my name is derived from my colour. A crystalline solid that gives off a coloured gas on heating and can be found in most seaweed

9.My alloy will chill out cast iron and colour ceramics. I can strengthen lead or make acids more corrosive. Some of my amino acids are fun guys but can be harmful in large groups.

10.I'm part of the p block, my standard state is a solid.
I'm a post transition metal, I'm silvery white in colour.
When evaporated i can produce a mirror as reflective as silver, my name means violet.

Pt-1 Jennifer Hoffman is a 33-year-old female brought to the Emergency Department by her neighbor. She has a history of asthma since childhood with multiple emergency visits within the last year. She appears to be in respiratory distress, struggling to breathe. She is unable to speak other than simple one-word statements. An infusion of normal saline has been started at a keep-open rate.

PT-2 A 52-year-old patient has just arrived in the Emergency Department with complaints of severe abdominal pain, nausea, and vomiting over the last few days. His abdomen is distended. He has poor skin turgor and dry mucous membranes. He has not urinated since yesterday. He has felt "dizzy" and "weak" all evening. He thought it might be the flu, but decided to come in because the stomach pains were getting worse. He has signed informed consent for treatment and labs have been drawn.

PT 3-Situation: Mrs. Morrow is an obese, 80-year-old white female who developed a venous stasis ulcer on her right medial malleolus while still living at home. She moved into our skilled nursing home care facility 3 days ago. The current plan of care is focused on promoting wound healing, improving venous return, and preventing skin breakdown.

Background: Mrs. Morrow has a past medical history of chronic obstructive pulmonary disease (COPD), chronic venous insufficiency, and deep vein thrombosis (DVT). Peripheral arterial disease is ruled out by duplex ultrasound. Her daughter had her admitted to this skilled nursing home care facility due to concern for her safety with impaired mobility, an unhealthy diet, and inability to adequately care for herself at home.

Assessment: Mrs. Morrow is alert and oriented, but sometimes forgetful of recent events. Vital signs have been within normal limits and are performed weekly. Results from yesterday's labs are in the chart. She is on a regular diet with nutritional supplement and has been eating the majority of her meals since admission. She requires assistance with positioning in bed and assistance times 1 to get out of bed to the chair or ambulate. Her gait is unsteady, and she is easily fatigued. Her Braden Scale score is 16, and her skin is intact except for the venous stasis ulcer on the right medial malleolus. She has brown hyperpigmentation on both lower legs with +2 edema. The venous stasis ulcer is covered with a hydrocolloid dressing, which is due to be changed. In preparation for her dressing change, she was medicated for pain half an hour ago.

1.   In what ways are the patients similar?

2.    In

what ways would their nursing care be similar?

3.    In

what ways are the 3 patients different?

4.    How

would their care be different? Why?

Scenario Summary

You are the new director of risk management at Little Falls Hospital, which is a 450-bed tertiary care facility in a major urban area in the Northeast. The hospital is an integrated health system that provides the full array of inpatient and outpatient services. The hospital enjoys a reputation for quality care in the area.

As the new risk manager, you have been briefed about a patient care case that needs your attention.

·         The patient is a 45-year-old woman, Lydia, who is currently paralyzed and can only communicate through head nods as a result of a car accident over 6 months ago.

·         The patient is currently on a ventilator for respiratory assistance and receives tube feedings.

·         The professionals in the hospital are uncertain as to whether the patient is capable of understanding information and making her own decisions.

·         It is reported that the patient has an advance directive, but no one has been able to secure a copy of the document.

Your Assignment

You have been asked by Felicia Larue, the hospital CEO, to give a briefing on the patient situation and alternative actions that may be taken by the hospital to ensure that the rights of the patients are preserved and the risks to the hospital are minimized. Prepare a 500-word summary of the important components of this case, the laws that may have an impact on this case, and alternative courses of action that the hospital may pursue to satisfy the parties that are involved with the scenario. The strategies and recommendations should be as specific as possible and include the resources needed for implementation. Your primary text and journal and website research must be used as a reference to support your analysis.

Key Players

Mr. Bevins—Patient's Spouse

Lydia and I have been married for 4 years, and I know that she would not want to be kept alive in this fashion. She and I have had many conversations and discussions about end-of-life decisions, and living like this would not be her choice. I do not know the whereabouts of the advance directive, because she did this prior to our marriage, and my attempts to obtain a copy have failed. I am her guardian, and therefore the decision should be mine.

Eileen Redfield—Patient's Mother

I am Lydia's mother and it hurts me to see my daughter laying there so incapacitated. Ending her life is not the answer. A couple of the physicians have implied that she might get better and live a better life, although others have given me little hope for recovery. A miracle is always possible, and I want to give my child every chance she can to live.

Dr. Bob Pritchard—Patient's Physician

I have been taking care of Lydia for the past 90 days. Although she does demonstrate progress in very small increments, her level of functioning has not significantly improved. This is compounded by the fact that Lydia also suffers from breast cancer—a condition diagnosed and treated successfully before the accident. I am not sure what advice to give the family about the patient's long-term survival.

It's common for the planning system to put financial executives in uncomfortable ethical positions. Plans are vehicles for communications to outsiders and they are usually put together by the finance department. But outside communications are ultimately the responsibility of the chief executive officer (CEO). That means that a CEO who doesn't like what a plan says can apply his or her “judgment” and tell outsiders something else.

Problems arise when CEOs use judgment to further their personal ends or just refuse to accept unpleasant realities. Chief financial officers (CFOs) get caught in the middle, because although they work for CEOs, they're supposed to have an overriding responsibility for truth and fairness in financial representations. They also have to stand up next to the CEO when the message is delivered and at least act as if they support every word.

Here's an illustration. Suppose the planning process at a division of a large corporation reveals that it's likely to lose market share and a great deal of money in the future. If the information is revealed to parent company executives in an upcoming meeting, they're likely to replace the division's president whose strategy is probably responsible for the poor performance. On the other hand, if a falsely optimistic plan is presented, the current president and his policies will continue in place, but the eventual loss is likely to be much larger.

The president plans to present the optimistic version of the plan. The division CFO feels this constitutes misleading corporate management. What is her ethical responsibility?

To appreciate this dilemma, it's crucial to understand that all plans are to some extent matters of opinion. No one can say with certainty that the division president is proposing to lie. He's just supporting a planning position that most people would find unrealistic if they knew all the details. The fact that it serves his own personal ends makes him suspect, but it doesn't prove he doesn't believe in the better plan. Optimistic people tend to believe what they want to in spite of overwhelming evidence to the contrary all the time!

If the CFO refuses to go along and insists on presenting the more likely plan herself, she'll be setting up a confrontation with her boss in front of senior management. That will probably destroy her relationship with the president forever. And she may not win. Remember that the corporate managers put the president in charge because they valued his judgment above that of others. They may still do that in spite of strong evidence that he's wrong. The fact that the CFO may eventually be proven right doesn't help because the damage will be done, and she'll be long gone by then.

On the other hand, if the CFO doesn't stand up and give her opinion, there's no doubt the unduly optimistic plan will be accepted. That will probably mean deeper losses for the company, which might lead to closing the division and laying off its employees. At that time, the corporate people will probably want to know why the division's management team didn't see the problem coming.

What are the CFO's options? What would you do?

Consider the following scenario:

XYZ Health Organization has a division that currently uses zero debt financing. Assume that the operating income (EBIT) is 1,000,000 SAR. Assume that the firm has 5,000,000 SAR in Assets with an equal amount in equity (because it currently has no debt). The firm wants to expand its product offerings and is considering replacing half of its equity financing with debt financing at an interest rate of 8%. The corporate tax rate is 20%. Assume that you are the Chief Financial Officer of the organization.

1. Determine how the new capital structure would impact the firm’s net income, total dollar return to investors, and ROE?
2. Conduct the analysis again but assume that the cost of debt has risen to 15%?
3. Then using the original 8% interest rate, assume that annual EBIT has dropped to 500,000 SAR or could go as high as 1.5 million SAR (both with a probability of 20%). While there is a 60% chance that EBIT will remain 1,000,000 SAR. Redo the analysis for each level of EBIT and determine the expected values for the division’s net income, total dollar return to investors, and ROE.

After you have conducted all the calculations, make recommendations to the company as to which avenue the company should take. Consider what you have learned about the healthcare needs under SV2030 as well as your knowledge of the healthcare industry.

Discuss the considerations for risk and return for western investors who will be entering into Islamic financing arrangements. How will those investors consider the risk of this business endeavor?

1. Issue sukuk for the debt financing (make calculation in accordance with the principles of debt financing so that you may conduct the financial analysis).
2. Using equity for financing and some borrowing (your project would be financed in accordance with Murabaha principles but for the convenience of calculations, you will use the processes of a conventional loan and/or issuing equity in the organization).

Make recommendations to the organization as to the course of action that they should follow considering all risk factors. Please make certain that you show your calculations. Submit your findings in a proposal to the hospital.

• You must show all your calculations for credit. Your calculations for this assignment must be submitted as an Excel file, identified as Appendix A, and included as part of the Word document submission.

Your paper should meet the following structural requirements:

• The paper should be 4–5 pages in length, not including the cover sheet and reference page.
• The paper should be formatted according to APA writing standards.
• Provide support for your financial statements with in–text citations from a minimum of four scholarly articles.
• Two of these sources may be from the class readings or textbook, but the others must be external and come from peer–reviewed journals.
• The Saudi Digital Library is a good place to find these references.

I need this reviewed, reworded and shorten please?!

Reading the letter above my initial response would be that the language and attitude shown in the letter is very rude and impolite. It focuses more on blaming the customer for the damage than providing with any materialistic solution. Customer satisfaction might drop after receiving such a response from the dealer for her claim. The negative review about the company can spread adversely by word of mouth and diminish the company's image. Refusal should be done in a polite and positive manner rather than being rude and offensive. In this case though the clauses the employer has put are right but the way they are put is offensive and rude hence it can put a negative impact.

The weaknesses that this letter shows are:

Being personally offensive - the technician states that he has not seen such a gunky phone interior' This statement is not professional and does not specify the fault in the phone that the customer is specifying but talking about how the phone has been handled generally. It is an offensive attitude towards the customer.

Being rude - did not bother to arrange a backup' this is a rude statement and could be put up in a much polite manner.

Negative marketing strategy - suggesting buying a new phone where the customer wants to replace this one at zero cost is a wrong strategy to sell the product for which the customer will never agree.

Too much of blaming - the phone is damaged due to some careless mistake of the customer. Instead of blaming the customer all through for their fault and making them feel even worse about the damage, polite ways can be used to pacify the customer and provide alternative ways.

Unprofessional and callous - giving less and unfavorable options employer is directly asking to let them know what the customer wants to do. This may result in negative results only as customer will get an impression of unprofessionalism from the employer.

Sounding only business minded and selfish- the employer has given only options that are favorable for the employer rather than putting up a win situation for both the parties. The customer will not want to take up any of the options in this way and might even not want to deal with the employer in future seeing their selfish intentions.

If I was the customer, even though initially it would be my fault in damaging the phone but with the attitude and rude response of the employer I would be severely offended and livid. I might take the matter up to the higher management of the company putting up my issue and the way it was handled and responded. I might even lose the trust in the company for any further dealing and leave the same impression on my social network for the rudeness and unprofessionalism I received from them. Even if buying a new phone was the option I was left with, I would not be buying it from the employer due to their negative attitude.