Q1: Choose the correct answer:

1- If the rotor of the induction motor is ……, then the rotor frequency will be zero

(A) Rotating at no load.
(B) rotating at the synchronous speed.
(C) locked.
(D) All of the above.

2- The …….. winding is placed near the transformer core.
A) primary.
B) secondary.
C) low-voltage.   
D) high-voltage.

3- An ideal transformer does not have any
A) copper losses.
B) core losses.
C) leakage flux.         
D) All of the above.

Q2: True or false:

1) The synchronous speed of the induction motor decreases as the supply frequency increases (         )

2) The motoring mode of the induction machine, the slip is lower than zero.                           (           )

3) Normally, the transformer efficiency does not depend on load current and load power factor (        )

4) The excitation current of the transformer is a very large current compared to the load current (        )

5) the open-circuit test of the transformer, the wattmeter reading represents the core-losses in the windings                                                                                                            (           )

6) The induction motors are used in wind power generation (     )

Except for Mercury, the planets in the Solar System have very small eccentricities.

Is this property special to the Solar System? Wikipedia states:

Most exoplanets with orbital periods of 20 days or less have near-circular orbits of very low eccentricity. That is believed to be due to tidal circularization, an effect in which the gravitational interaction between two bodies gradually reduces their orbital eccentricity. By contrast, most known exoplanets with longer orbital periods have quite eccentric orbits. (As of July 2010, 55% of such exoplanets have eccentricities greater than 0.2 while 17% have eccentricities greater than 0.5.1) This is not an observational selection effect, since a planet can be detected about equally well regardless of the eccentricity of its orbit. The prevalence of elliptical orbits is a major puzzle, since current theories of planetary formation strongly suggest planets should form with circular (that is, non-eccentric) orbits.

What is special about the Solar System that orbits of planets here are nearly circular, but elsewhere they are moderately or highly eccentric?

The five basic components of promotion include advertising, sales promotions, social media, publicity, and personal selling. All five components of the retailer’s promotion mix need to be managed from a total systems perspective. All non-essential retail businesses are closed due to the COVID-19 lockdown. At some point (hopefully in the near future) we will return to normal and these businesses will reopen. While these businesses will be receiving financial support from the government, many are going to be in a tight situation, and fighting for every dollar when the doors finally open. So, they will need to rely on sales promotion, publicity, social media and personal selling to succeed. Those that don’t get out of the gate strong may not survive. Choose one of the following retailers: Hand and Stone Massage; Modell’s; Caesars casino; or Outback Steakhouse. Describe the best way your retailer choice can use the four promotional components (sales promotion, publicity, social media and personal selling) to be successful when the lockdown is over.

Airnova Inc. has two types of bonds, Bond D and Bond F. Both have 8 percent coupons, make semiannual payments, and are priced at par value. Bond D has 2 years to maturity. Bond F has 15 years to maturity. Airnova Inc. is considering four different types of stocks. They each have a required return of 20 percent and a dividend of $3.75 for share. Stocks, A, B, and C are expected to maintain constant growth rates in dividends for the near future of 10 percent, 0 percent, and -5 percent, respectively. Stock D is a growth stock and will increase its dividend by 30 percent for the next four years and then maintain a constant 12 percent growth rate after that.

• If interest rates suddenly rise by 2 percent, what is the percentage change in both bonds?

• If interest rates suddenly fall by 2 percent, what is the percentage change in both bonds?

• What does this tell you about the interest rate risk of longer-term bonds?

Let X denote the time in minutes (rounded to the nearest ½ minute) for blood samples to be taken from patients in UrgentCare clinic near Mountainside, NJ. A random survey of 200 patients revealed the following frequency distribution in minutes.
X = x (mins)
0 0.5 1.0 1.5 2.0 2.5
Freq (# of patients)
20 38 62 44 14 22
Determine the following:
a) P (X < 2.0)
b) P (0.75 < X ≤ 1.5)
c) P (X ≥ 2.0)
d) P (X = 1.5)
e) Mean and standard deviation of the random variable X
f) Interpretation of mean of random variable X.
g) Draw a probability histogram (pdf) for the random variable X and locate the mean (draw a vertical dash line to indicate the mean) in a graph. Mark the x-axis and y-axis and indicate the variables and the scales appropriately.
h) Construct the c.d.f. for the random variable X in a graph formats. Mark the x-axis and y-axis and indicate the variable and the scale appropriately.

Globular clusters were classified by Shapley and Sawyer as being on a scale from 1 to 12 where 1 is very loosely packed central area and 12 is highly packed central area. As a visual astronomer, it seems difficult to judge the concentration of a globular cluster.

Has anyone tried to classify globular clusters concentration classes for something like the Astronomical League Club for Globular Clusters? http://www.astroleague.org/al/obsclubs/globular/globular1.html

It seems that to judge concentration you first need to know what percentage of the diameter of the globular cluster corresponds to the packed core. Visually, knowing the official stated size seems to be required since without that, it is hard to say how concentrated the core is as a glow percentage.

Can any human eye get anywhere near detecting all twelve steps of concentration? It is easy enough to distinguish 3 or 4 levels, but twelve seems daunting.

How can I attempt to properly judge globular clusters on the Shapley and Sawyer scale?

GoodNight Inn case study

Anton Cahoon is trying to decide whether he should make some minor changes in the way he operates his GoodNight Inn motel or if he should join either the Days Inn or Holiday Inn motel chains. Some decision must be made soon because his present operation is losing money. But joining either of the chains will require fairly substantial changes, including new capital investment if he goes with Holiday Inn.

Anton bought the recently completed 60-room motel two years ago after leaving a successful career as a production manager for a large producer of industrial machinery. He was looking for an interesting opportunity that would be less demanding than the production manager job. The GoodNight Inn is located at the edge of a very small town near a rapidly expanding resort area and about one-half mile off an inter- state highway. It is 10 miles from the tourist area, with several nationally franchised full-service resort motels suitable "destination" vacations. There is a Best Western, a Ramada Inn, and a Hilton Inn, as well as many mom-and-pop and limited-service, lower-priced motels-and some quaint bed- and-breakfast facilities-in the tourist area. The interstate highway near the GoodNight Inn carries a great deal of traffic, since the resort area is between several major metropolitan areas. No development has taken place around the turnoff from the interstate highway. The only promotion for the tourist area along the interstate highway is two large signs near the turnoffs. They show the popular name for the area and that the area is only 10 miles to the west. These signs are maintained by the tourist area's Tourist Bureau. In addition, the state transportation department maintains several small signs showing (by symbols) that near this turnoff one can find gas, food, and lodging. Anton does not have any signs advertising GoodNight Inn except the two on his property. He has been relying on people finding his motel as they go toward the resort area.

Initially, Anton was very pleased with his purchase. He had traveled a lot himself and stayed in many different hotels and motels-so he had some definite ideas about what travelers wanted. He felt that a relatively plain but modern room with a comfortable bed, standard bath facilities, and free cable TV would appeal to most customers. Further, Anton thought a swimming pool or any other non revenue producing additions were not necessary. And he felt a restaurant would be a greater management problem than the benefits it would offer. However, after many customers commented about the lack of convenient breakfast facilities, Anton served a free continental breakfast of coffee, juice, and rolls in a room next to the registration desk.

Day-to-day operations went fairly smoothly in the first two years, in part because Anton and his wife handled registration and office duties as well as general management. During the first year of operation, occupancy began to stabilize around 55 percent of capacity. But according to industry figures, this was far below the average of 68% for this classification motels without restaurants.

After two years of operation, Anton was concerned because his occupancy rates continued to be below average. He service resort motels. He stressed a price appeal in his signs and brochures and was quite proud of the fact that he had been able to avoid all the "unnecessary expenses" of the fulling at a very modest price-about 40 percent below the area motels. The customers who stayed at GoodNight Inn said large number of people driving into his parking lot, looking study by the regional tourist bureau. This study revealed the rooms more than 60 days in advance. motels were being planned for the area. After some investigat though they each have about 2,000 units nationwide. economy lodgings. It has been growing rapidly and is willing was far below the average of 68 percent for his classification- motels without restaurants. After two years of operation, Anton was concemed be- 655 decided to look for ways to increase both occupancy rate and profitability and still maintain his independence. Anton wanted to avoid direct competition with the full- service resort motels. As a result, Anton was able to offer lodg- full-service hotels and comparable to the lowest-priced resort they found it quite acceptable. The hotels online reviews at sites like TripAdvisor, while not numerous, were generally pretty positive. But he was troubled by what seemed to be a around, and not coming in to register. Anton was particularly interested in the results of a recent following information about area vacationers: 1. 68 percent of the visitors to the area are young couples and older couples without children. 2. 40 percent of the visitors plan their vacations and reserve 3. 66 percent of the visitors stay more than three days in the area and at the same location. 4. 78 percent of the visitors indicated that recreational facili- ties were important in their choice of accommodations 5. 13 percent of the visitors had family incomes of less than $27,000 per year. 6. 38 percent of the visitors indicated that it was their first visit to the area. After much thought, Anton began to seriously consider affiliating with a national motel chain in hopes of attracting more customers and maybe protecting his motel from the in- creasing competition. There were constant rumors that more ing, he focused on two national chain posibilities: Days Inn and Holiday Inn. Neither had affiliates in the area even Days Inn of America, Inc., is an Atlanta-based chain of to take on new franchisees. A major advantage of Days Inn is that it would not require a major capital investment by An- ton. The firm is targeting people interested in lower-priced motels, in particular, senior citizens, the military, school sports teams, educators, and business travelers. In contrast, Holiday Inn would probably require Anton to upgrade some of his facilities, including adding a swimming pool. The total new capital investment would be between $300,000 and $500,000, depending on how fancy he got. But then Anton would be able to charge higher prices, perhaps $75 per day on the aver- age rather than the $45 per day per room he's charging now. The major advantages of going with either of these na- tional chains would be their central reservation systems and their national names. Both companies offer nationwide, toll- free reservation lines, which produce about 40 percent of all bookings in affiliated motels. Both companies also offer Web sites (www.daysinn.com and www.holiday-inn.com) that help find a specific hotel by destination, rate, amenities, quality rating, and availability. A major difference between the two national chains-is their method of promotion. Days Inn uses little TV advertis- ing and less print advertising than Holiday Inn. Instead, Days Inn emphasizes sales promotions. In one campaign, for exam- ple, Blue Bonnet margarine users could exchange proof-of- purchase seals for a free night at a Days Inn. This tie-in led to the Days Inn system selling an additional 10,000 rooms. tain their facilities and make repairs and improvements as Further, Days Inn operates a September Days Club for travel- ers 50 and over who receive such benefits as discount rates and a quarterly travel magazine. Days Inn also has other membership programs, including its InnCentives loyalty club for frequent business and leisure travelers. Other programs targeted to business travelers in- clude two Corporate Rate programs and its new Days Business Place hotels. Not to be outdone, Holiday Inn has a member- ship program called Priority Club Worldwide. Both firms charge 8 percent of gross room revenues for belonging to their chain-to cover the costs of the reservation service and national promotion. This amount is payable monthly. In addition, franchise members must agree to main- required. Failure to maintain facilities can result in losing the franchise. Periodic inspections are conducted as part of super- vising the whole chain and helping the members operate more effectively. Evalaate Anton Cahoon's present strategy. What should he do? Explain.

Broad Overall Problems in the hospital:

Unnecessary Costs:

Unnecessary costs is an issue within the hospital for a couple different reasons. First, since the MAR was not kept where it should have been when the patients got medication, this could cause issues of not knowing whether a patient received medication already. Which could result in another dose, meaning more costs for the hospital. The hospital needs to strive to keep the costs of care as low as possible as well as cut out medically unnecessary things such as sending placentas to the pathology lab for testing. By making changes to “the way they’ve always done things,” it will be easier to make the hospital more revenue and more efficient.

Communication Errors:

Often times, nurses wouldn’t have the time to chart in the MAR when the medication was administered. This is an issue because it can cause disconnect when there may be a shift change, that could result in an additional dose of medication, causing the quality of care for the patient to decrease. While the nurses are not the only people within the hospital to have charting errors, ancillary services also had issues with charting. They would lose reports or not get the charts on time, which caused issues for the hospital as well as the physicians. The physicians wouldn’t be able to discharge the patients in a timely manner, which would result in less revenue for the hospital itself.

OB Department Against Change:

There was a lot of competition within Pensacola for new families. After the hospital understood what these patients wanted, a family centered birth experience, the hospital worked to change the way that they delivered their care to these patients. There were many positions in support of these new changes, however, nursing staff and nursing management, especially the OB supervisor were set against this. Instead, they wanted to keep practicing how they’ve been doing it within the OB department. There were many nurses that no longer work in the OB department because of this change.

Specific problems in the hospital:

The shift from prescribing antibiotics:

The shift from prescribing antibiotics in the recommended ways to use the local prescribing patterns. The shift in prescribing antibiotics was caused to cut the costs which resulted in saving $200.000 annually. Management should have considered their cost-cutting plans without ignoring patients’ safety, and outcomes. This problem caused in delaying patients from receiving their prescribed antibiotics for days. It is concerning because of the lack of quality was shown from the hospital in delivering their services focusing on cutting the costs and not considering about the patients’ conditions.

Not involving fathers in the birth process:

This problem showed a weak part of the hospital’s system in not making their system to be designed as patient-center care. Instead, the system was built based on rules that they had to follow. The system should have been built to be based on the customers’ needs and should have targeted their satisfaction. It is concerning because the healthcare delivery system should be delivered as patient centered.

Labor Delivery Recovery Postpartum implementation:

The hospital’s management implemented the LDRP concept too fast. The nursing management did not like the idea of the implementation. However, the hospital kept the process going which resulted in retainment and resignation over the staff. The LDRP caused unclear charging structure, and duplicated and missing charges. It is concerning because the hospital’s management did not take the necessary steps by evaluating the structure before implementing the concept.

1. Based on the broad overall problems and specific problems in this hospital, discuss your recommendations for continued improvement and success.