Reduce the following "top -b -n 1" output to its first, second, and last columns, and include only those processes belonging to "root". Use fscanf and strtok please. top - 05:00:58 up 543 days, 8:56, 1 user, load average: 0.11, 0.03, 0.01 Tasks: 112 total, 1 running, 111 sleeping, 0 stopped, 0 zombie %Cpu(s): 0.1 us, 0.1 sy, 0.0 ni, 99.8 id, 0.0 wa, 0.0 hi, 0.0 si, 0.0 st KiB Mem : 499976 total, 41456 free, 51636 used, 406884 buff/cache KiB Swap: 0 total, 0 free, 0 used. 392008 avail Mem 1 root 20 0 185324 4988 3032 S 0.0 1.0 7:08.14 systemd 2 root 20 0 0 0 0 S 0.0 0.0 0:00.06 kthreadd 3 root 20 0 0 0 0 S 0.0 0.0 3:19.04 ksoftirqd/0 5 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 kworker/0:0H 7 root 20 0 0 0 0 S 0.0 0.0 7:29.74 rcu_sched 8 root 20 0 0 0 0 S 0.0 0.0 0:00.00 rcu_bh 9 root rt 0 0 0 0 S 0.0 0.0 0:00.00 migration/0 10 root rt 0 0 0 0 S 0.0 0.0 4:36.48 watchdog/0 11 root 20 0 0 0 0 S 0.0 0.0 0:00.00 kdevtmpfs 12 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 netns 13 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 perf 14 root 20 0 0 0 0 S 0.0 0.0 0:13.48 khungtaskd 15 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 writeback 16 root 25 5 0 0 0 S 0.0 0.0 0:00.00 ksmd 17 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 crypto 18 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 kintegrityd 19 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 20 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 kblockd 21 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 ata_sff 22 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 md 23 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 devfreq_wq 27 root 20 0 0 0 0 S 0.0 0.0 22:01.55 kswapd0 28 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 vmstat 29 root 20 0 0 0 0 S 0.0 0.0 0:00.00 fsnotify_ma+ 30 root 20 0 0 0 0 S 0.0 0.0 0:00.00 ecryptfs-kt+ 46 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 kthrotld 47 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 acpi_therma+ 48 root 20 0 0 0 0 S 0.0 0.0 0:00.00 vballoon 49 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 50 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 51 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 52 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 53 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 54 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 55 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 56 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 57 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 58 root 20 0 0 0 0 S 0.0 0.0 0:00.00 scsi_eh_0 59 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 scsi_tmf_0 60 root 20 0 0 0 0 S 0.0 0.0 0:00.00 scsi_eh_1 61 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 scsi_tmf_1 67 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 ipv6_addrco+ 80 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 deferwq 81 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 charger_man+ 128 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 129 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 130 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 131 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 132 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 133 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 134 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 135 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 137 root 20 0 0 0 0 S 0.0 0.0 0:00.00 scsi_eh_2 138 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 scsi_tmf_2 145 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 kpsmoused 496 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 raid5wq 526 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 bioset 551 root 20 0 0 0 0 S 0.0 0.0 4:41.75 jbd2/vda1-8 552 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 ext4-rsv-co+ 614 root 20 0 27708 2248 1924 S 0.0 0.4 48:36.07 systemd-jou+ 621 root 0 -20 0 0 0 S 0.0 0.0 0:36.37 kworker/0:1H 632 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 iscsi_eh 648 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 ib_addr 651 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 ib_mcast 652 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 ib_nl_sa_wq 653 root 20 0 0 0 0 S 0.0 0.0 0:00.00 kauditd 654 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 ib_cm 657 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 iw_cm_wq 660 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 rdma_cm 689 root 20 0 102968 228 0 S 0.0 0.0 0:00.00 lvmetad 796 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 kvm-irqfd-c+ 1427 root 20 0 5220 116 0 S 0.0 0.0 25:47.02 iscsid 1428 root 10 -10 5720 3524 2436 S 0.0 0.7 123:01.13 iscsid 1449 message+ 20 0 42972 2008 1392 S 0.0 0.4 0:10.67 dbus-daemon 1455 syslog 20 0 256392 1564 0 S 0.0 0.3 13:44.06 rsyslogd 1459 root 20 0 28728 2752 2248 S 0.0 0.6 0:37.68 systemd-log+ 1462 root 20 0 653228 3996 1192 S 0.0 0.8 4:47.32 lxcfs 1469 root 20 0 4396 1156 1072 S 0.0 0.2 0:00.00 acpid 1471 root 20 0 274488 1016 212 S 0.0 0.2 27:45.06 accounts-da+ 1483 root 20 0 27728 2176 1896 S 0.0 0.4 1:34.16 cron 1490 daemon 20 0 26044 1724 1520 S 0.0 0.3 0:00.84 atd 1520 root 20 0 13372 192 52 S 0.0 0.0 0:04.41 mdadm 1594 root 20 0 14472 1588 1452 S 0.0 0.3 0:00.00 agetty 5845 root 20 0 0 0 0 S 0.0 0.0 0:00.00 kworker/0:0 5906 root 20 0 92832 6816 5884 S 0.0 1.4 0:00.04 sshd 5942 root 20 0 21428 5372 3368 S 0.0 1.1 0:00.06 bash 5958 root 20 0 0 0 0 S 0.0 0.0 0:00.01 kworker/u2:1 6134 root 20 0 65512 5844 5140 S 0.0 1.2 0:00.00 sshd 6135 sshd 20 0 65512 3200 2484 S 0.0 0.6 0:00.00 sshd 6141 root 20 0 65512 5784 5072 S 0.0 1.2 0:00.00 sshd 6142 sshd 20 0 65512 3208 2484 S 0.0 0.6 0:00.00 sshd 6147 root 20 0 40388 3492 2988 R 0.0 0.7 0:00.00 top 6433 root 20 0 277088 764 0 S 0.0 0.2 0:00.56 polkitd 8836 systemd+ 20 0 100324 1552 1312 S 0.0 0.3 0:10.54 systemd-tim+ 9724 root 20 0 42364 2344 1808 S 0.0 0.5 0:08.68 systemd-ude+ 14463 postgres 20 0 293408 14644 12936 S 0.0 2.9 0:23.56 postgres 14465 postgres 20 0 293408 1704 0 S 0.0 0.3 0:00.67 postgres 14466 postgres 20 0 293408 3408 1704 S 0.0 0.7 0:22.84 postgres 14467 postgres 20 0 293408 2076 372 S 0.0 0.4 0:22.46 postgres 14468 postgres 20 0 293792 3324 1328 S 0.0 0.7 0:13.53 postgres 14469 postgres 20 0 148392 1876 116 S 0.0 0.4 0:13.18 postgres 17737 www-data 20 0 819836 4652 1880 S 0.0 0.9 0:36.39 apache2 17738 www-data 20 0 819844 4948 2008 S 0.0 1.0 0:36.33 apache2 18046 root 20 0 36840 2220 1460 S 0.0 0.4 0:00.00 systemd 18051 root 20 0 209056 2344 0 S 0.0 0.5 0:00.00 (sd-pam) 20779 root 20 0 0 0 0 S 0.0 0.0 0:01.12 kworker/u2:0 25939 root 20 0 71584 4064 2876 S 0.0 0.8 0:17.42 apache2 27861 root 20 0 0 0 0 S 0.0 0.0 0:01.00 kworker/0:1 32109 root 20 0 14656 1328 1192 S 0.0 0.3 0:00.02 agetty 32497 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 xfsalloc 32498 root 0 -20 0 0 0 S 0.0 0.0 0:00.00 xfs_mru_cac+ 32699 root 20 0 65512 2516 1804 S 0.0 0.5 5:54.88 sshd
A start of this problem:
#include
#include
#include
int main()
{
FILE *myfile = fopen("out.top.txt","r");
char a[500] = "this is about as big as this line will be";
// top - 11:45:12 up 7 min, 2 users, load average: 0.34, 1.01, 0.66
// 8729 root 20 0 0 0 0 S 0.0 0.0 0:00.03 kworker/u8+
while (fscanf(myfile,"%[^\n]\n",a)==1) {
// printf("line in is %s\n",a);
char *b1 = strtok(a," "); // printf("first word is %s\n",b1);
if (atoi(b1) > 0) {
// printf("first word is a number\n");
char *b2 = strtok(NULL,", "); // printf("second word is %s\n",b2);
if (!strcmp(b2,"root")) printf("%s owner is %s\n",b1,b2);
}
}
}In: Computer Science
In: Nursing
Can you read this and make it sound better
1. After reading the case study, I did not realize how vital
walkthroughs are for the benefit of the facility. The feedback that
this hospital got from this simple walkthrough was astounding. For
example, the hospital was not keeping the bathrooms clean and that
by this action it does affect what the patient thinks of the
hospital. Also not being able to give directions to family members
should have never had happened. The doctor even said that's how he
was treated at his ED was going to make him need care. The values
of walkthroughs can completely change the hospital to make it a
better place for the patient care and quality of the overall
hospital. The significance of this walkthrough did greatly improve
the hospital's level of quality care. The first thing the hospital
walkthrough made him realize was the "patient" aka the doctor had
never walk through the patient's entrance of the hospital. As a
patient, he called the hospital for example and was told that he
was having an acute asthma attack in the Operation Center and was
put on hold for several minutes then transferred his call to ED.
The second thing the walkthrough found was that family members were
trying to get information on the phone from a doctor and tried to
get medical directions, but that the staff member was unable to
give them instructions so and they transferred him to another
person to get directions and the instructions given were incorrect
directions. The third thing the walkthrough provided to the
hospital was all of the signage for directions around the outside
of the hospital were covered by plants and shrubbery, so no one
knew which direction to go. Once arriving at the ED, it was chaos,
and very filthy. One account said it felt like they were going to
the county jail. The one point that stood out to me is that a
family member went into the bathroom and it was so dirty, and they
thought how could they care for my family if they can't even keep
the restrooms clean. I believe this is one of the most important
parts of the walkthrough because after all, they've been through
already if they can't even have a clean bathroom what does this to
say about the doctor's level of care in the hospital. Are they
following proper procedures to disinfect and make sure everything
is clean? The final thing that they found after conducting their
walkthrough was that there were no hooks for their clothes to be
hung when they had to change into a patient's gown. They have to
throw their clothes onto the floor. The doctor even said that he
always thought they were neglected for just throwing the clothes on
the floor, but he didn't realize that there were no hooks or
hangers for the clothes to be stored properly. I believe if they
would make just these simple improvements like cleaning the
bathrooms, making sure the patients have hooks in their room,
giving proper directions to give family members follow up proper
care instructions their ED would improve rapidly, and patient level
of care would improve greatly. 2. The difference between patient
satisfactory and patient experience is how the values are
prioritized. Patient experience is going above and beyond to make
sure the patient is satisfied and is happy with the services that
the hospital has provided for them. Patient satisfaction is more of
the outcome measure of how they were treated and is sometimes is a
process measure that is done. In some cases patient satisfaction
can be a negative outcome but still have a positive patient
experience. This means that the patient satisfaction can include
true and false positives. The one that is most meaningful to
patients is their patient experience. I believe patient experience
is more valuable because if the patient is not happy with their
experience, then the hospital did not go above and beyond to make
sure everything was taken care of for the patient. The patient in
turn isn't going to talk highly of the hospital, and the bottom
line is I am not going to be satisfied and happy. The largest and
widest marketing device I believe in healthcare is by word of
mouth. If the patient has a bad experience at the hospital, they're
going to talk about it to their family members and everyone else
who would listen to them complains. Same goes if the patient had a
great experience at a hospital if everything was amazing, and the
hospital went above and beyond to make sure all their needs were
met will are also going to tell people about their experiences, and
more people are more likely going to want to make a choice to come
to your hospital instead of going to somewhere else. If you just
focus on patient satisfaction you're only going to get the outcome
measure or process measure not what the patient is going to say to
other potential patients.
In: Nursing
In: Economics
Case Study:
The Healthy Food Exchange (HFX) is a type of e-business exchange that does business entirely on the Internet. The company acts as a clearing exchange for both buyers and sellers of organic food.
For a person to offer food item for sale, he/she must register with HealthyFood. The person must provide a current physical address and telephone number as well as a current e-mail address. The system will then maintain an open account for this person. Access to the system as a seller is through a secure, authenticated portal.
A seller can list food items on the system through a special Internet form. Information required includes all the pertinent information about the food, its category, its general condition, and the asking price. A seller may list as many food items as desired. The system maintains an item ID of all food items in the system so that buyers can use the search engine to search for food item. The search engine allows searches by category, name, location, condition or keyword.
People wanting to buy food items come to the site and search for the item they want. When they decide to buy, they must open an account with a credit card to pay for the item. The system maintains all this information on secure servers.
When a request to purchase is made, along with the payment, The HealthyFood sends an e-mail notice to the seller of the item that was chosen. It also marks the item as pending. The system maintains this as an open order until it receives notice that the item have been shipped and mark it as sold. After the seller receives notice that a listed item has been sold, he/she must notify the buyer via e-mail within 12 hours that the purchase is noted. Shipment of the order must be made within 12 hours after the seller sends the
ITAP2013 Software Engineering
notification e-mail. The seller sends a notification to both the buyer and HealthyFood when the shipment is made.
After receiving notice of shipment, HealtyFood maintains the order in a shipped status. At the end of each month, a check is mailed to each seller for the food item orders that have been in a shipped status for 7 days. The 7-day waiting period is to allow the buyer to notify HealthyFood if the shipment does not arrive for some reason, or if the food item is not in the same condition as advertised.
The buyers can, if they want, enter a service rating for the seller. The service rating is an indication of how well the seller is servicing food purchases. Some sellers are very active and use HealthyFood as a major outlet for selling food items. So, a service rating is an important indicator to potential buyers.
Tasks and Deliverables:
Answer all the following tasks in the form of a report:
1. You are working as a Software Engineer at VITSoft Pvt Ltd. company in Sydney. Your manager asked you to develop a software specification analysing feasibility, functional, and non-functional requirements for above case study. As the first task, you should develop the requirements specification for the proposed system. In your report you should clearly indicate the assumptions and any constraints. The specification should have the following sections. However, you could add other topics based on your assumptions.
1. Introduction
a. Purpose
b. Scope
a. Definitions, Acronyms
2. Constraints
3. Assumptions
4. Requirements
a. Functional Requirements
b. Non-functional Requirements
c. Others
5. Stake holders
6. Project Management
a. Time
b. Deliverables and Milestones
c. Quality
d. Risk
e. Cost
7. References
8. Appendices
ITAP2013 Software Engineering
2. Draw Use Case diagram and clearly indicate actors and use cases. You can use Ms Visio, Ms Word, or any online tool.
3. Select FOUR Use Cases and write Use Case scenarios with preconditions and post conditions.
4. Draw Class diagram for the above system. Clearly indicate classes, possible methods, and message calls.
5. Select FOUR functionalities and design User Interfaces. You could use some wireframe designing tools such as Balsamiq (use trial version) or Invision. Include your wireframes in the report.
6. Design at least FIVE test cases for each for the above scenarios.
7. Discuss the software techniques you will use to support configuration
management and the tools to manage change request by customer
Can anyone do the project management part.
In: Computer Science
Wal-Mart is the second largest retailer in the world. The data file (WalMart_revenue.xlsx) is included in the Excel data zip file in week one, and it holds monthly data on Wal-Martâs revenue, along with several possibly related economic variables. Develop a linear regression model to predict Wal-Mart revenue, using CPI as the only (a) independent variable. (b) Develop a linear regression model to predict Wal-Mart revenue, using Personal Consumption as the only independent variable. (c) Develop a linear regression model to predict Wal-Mart revenue, using Retail Sales Index as the only independent variable. (d) Which of these three models is the best? Use R-square value, Significance F values and other appropriate criteria to explain your answer. Identify and remove the four cases corresponding to December revenue. (e) Develop a linear regression model to predict Wal-Mart revenue, using CPI as the only independent variable. (f) Develop a linear regression model to predict Wal-Mart revenue, using Personal Consumption as the only independent variable. (g) Develop a linear regression model to predict Wal-Mart revenue, using Retail Sales Index as the only independent variable. (h) Which of these three models is the best? Use R-square values and Significance F values to explain your answer. (i) Comparing the results of parts (d) and (h), which of these two models is better? Use R-square values, Significance F values and other appropriate criteria to explain your answer. Please use one Excel file to complete this problem, and use one sheet for one sub-problem. Use a Microsoft Word document to answer questions. Finally, upload the files to the submission link for grading.
|
Date |
Wal Mart Revenue |
CPI |
Personal Consumption |
Retail Sales Index |
December |
|
11/28/03 |
14.764 |
552.7 |
7868495 |
301337 |
0 |
|
12/30/03 |
23.106 |
552.1 |
7885264 |
357704 |
1 |
|
1/30/04 |
12.131 |
554.9 |
7977730 |
281463 |
0 |
|
2/27/04 |
13.628 |
557.9 |
8005878 |
282445 |
0 |
|
3/31/04 |
16.722 |
561.5 |
8070480 |
319107 |
0 |
|
4/29/04 |
13.98 |
563.2 |
8086579 |
315278 |
0 |
|
5/28/04 |
14.388 |
566.4 |
8196516 |
328499 |
0 |
|
6/30/04 |
18.111 |
568.2 |
8161271 |
321151 |
0 |
|
7/27/04 |
13.764 |
567.5 |
8235349 |
328025 |
0 |
|
8/27/04 |
14.296 |
567.6 |
8246121 |
326280 |
0 |
|
9/30/04 |
17.169 |
568.7 |
8313670 |
313444 |
0 |
|
10/29/04 |
13.915 |
571.9 |
8371605 |
319639 |
0 |
|
11/29/04 |
15.739 |
572.2 |
8410820 |
324067 |
0 |
|
12/31/04 |
26.177 |
570.1 |
8462026 |
386918 |
1 |
|
1/21/05 |
13.17 |
571.2 |
8469443 |
293027 |
0 |
|
2/24/05 |
15.139 |
574.5 |
8520687 |
294892 |
0 |
|
3/30/05 |
18.683 |
579 |
8568959 |
338969 |
0 |
|
4/29/05 |
14.829 |
582.9 |
8654352 |
335626 |
0 |
|
5/25/05 |
15.697 |
582.4 |
8644646 |
345400 |
0 |
|
6/28/05 |
20.23 |
582.6 |
8724753 |
351068 |
0 |
|
7/28/05 |
15.26 |
585.2 |
8833907 |
351887 |
0 |
|
8/26/05 |
15.709 |
588.2 |
8825450 |
355897 |
0 |
|
9/30/05 |
18.618 |
595.4 |
8882536 |
333652 |
0 |
|
10/31/05 |
15.397 |
596.7 |
8911627 |
336662 |
0 |
|
11/28/05 |
17.384 |
592 |
8916377 |
344441 |
0 |
|
12/30/05 |
27.92 |
589.4 |
8955472 |
406510 |
1 |
|
1/27/06 |
14.555 |
593.9 |
9034368 |
322222 |
0 |
|
2/23/06 |
18.684 |
595.2 |
9079246 |
318184 |
0 |
|
3/31/06 |
16.639 |
598.6 |
9123848 |
366989 |
0 |
|
4/28/06 |
20.17 |
603.5 |
9175181 |
357334 |
0 |
|
5/25/06 |
16.901 |
606.5 |
9238576 |
380085 |
0 |
|
6/30/06 |
21.47 |
607.8 |
9270505 |
373279 |
0 |
|
7/28/06 |
16.542 |
609.6 |
9338876 |
368611 |
0 |
|
8/29/06 |
16.98 |
610.9 |
9352650 |
382600 |
0 |
|
9/28/06 |
20.091 |
607.9 |
9348494 |
352686 |
0 |
|
10/20/06 |
16.583 |
604.6 |
9376027 |
354740 |
0 |
|
11/24/06 |
18.761 |
603.6 |
9410758 |
363468 |
0 |
|
12/29/06 |
28.795 |
604.5 |
9478531 |
424946 |
1 |
|
1/26/07 |
20.473 |
606.348 |
9540335 |
332797 |
0 |
In: Statistics and Probability
Can you read this and make it sound better
1. After reading the case study, I did not realize how vital
walkthroughs are for the benefit of the facility. The feedback that
this hospital got from this simple walkthrough was astounding. For
example, the hospital was not keeping the bathrooms clean and that
by this action it does affect what the patient thinks of the
hospital. Also not being able to give directions to family members
should have never had happened. The doctor even said that's how he
was treated at his ED was going to make him need care. The values
of walkthroughs can completely change the hospital to make it a
better place for the patient care and quality of the overall
hospital. The significance of this walkthrough did greatly improve
the hospital's level of quality care. The first thing the hospital
walkthrough made him realize was the "patient" aka the doctor had
never walk through the patient's entrance of the hospital. As a
patient, he called the hospital for example and was told that he
was having an acute asthma attack in the Operation Center and was
put on hold for several minutes then transferred his call to ED.
The second thing the walkthrough found was that family members were
trying to get information on the phone from a doctor and tried to
get medical directions, but that the staff member was unable to
give them instructions so and they transferred him to another
person to get directions and the instructions given were incorrect
directions. The third thing the walkthrough provided to the
hospital was all of the signage for directions around the outside
of the hospital were covered by plants and shrubbery, so no one
knew which direction to go. Once arriving at the ED, it was chaos,
and very filthy. One account said it felt like they were going to
the county jail. The one point that stood out to me is that a
family member went into the bathroom and it was so dirty, and they
thought how could they care for my family if they can't even keep
the restrooms clean. I believe this is one of the most important
parts of the walkthrough because after all, they've been through
already if they can't even have a clean bathroom what does this to
say about the doctor's level of care in the hospital. Are they
following proper procedures to disinfect and make sure everything
is clean? The final thing that they found after conducting their
walkthrough was that there were no hooks for their clothes to be
hung when they had to change into a patient's gown. They have to
throw their clothes onto the floor. The doctor even said that he
always thought they were neglected for just throwing the clothes on
the floor, but he didn't realize that there were no hooks or
hangers for the clothes to be stored properly. I believe if they
would make just these simple improvements like cleaning the
bathrooms, making sure the patients have hooks in their room,
giving proper directions to give family members follow up proper
care instructions their ED would improve rapidly, and patient level
of care would improve greatly.
2. The difference between patient satisfactory and patient experience is how the values are prioritized. Patient experience is going above and beyond to make sure the patient is satisfied and is happy with the services that the hospital has provided
for them. Patient satisfaction is more of the outcome measure of how they were treated and is sometimes is a process measure that is done. In some cases patient satisfaction can be a negative outcome but still have a positive patient experience. This means that the patient satisfaction can include true and false positives. The one that is most meaningful to patients is their patient experience. I believe patient experience is more valuable because if the patient is not happy with their experience, then the hospital did not go above and beyond to make sure everything was taken care of for the patient. The patient in turn isn't going to talk highly of the hospital, and the bottom line is I am not going to be satisfied and happy. The largest and widest marketing device I believe in healthcare is by word of mouth. If the patient has a bad experience at the hospital, they're going to talk about it to their family members and everyone else who would listen to them complains. Same goes if the patient had a great experience at a hospital if everything was amazing, and the hospital went above and beyond to make sure all their needs were met will are also going to tell people about their experiences, and more people are more likely going to want to make a choice to come to your hospital instead of going to somewhere else. If you just focus on patient satisfaction you're only going to get the outcome measure or process measure not what the patient is going to say to other potential patients.
In: Economics
Case Study 3: Free Clinic Woes
As the director of Franklin Creek District Health Department, Jane Potterfield was proud of her self. She had gotten a small grant from a local corporation for a part-time receptionist and had received free use of an old store in one of her counties the county that was most rural. She also had all she needed to start a free clinic.
This primary care clinic would be available for those in the rural county who were working but unable to afford health insurance. In other word, they were too poor to afford an individual health plan but probably too rich to be eligible for Medicaid. Because all services were to be free, the state would furnish special help, such as free malpractice insurance coverage for the doctors.
Furthermore, the state health department had given Janeâs health department approval to hold a childhood vaccine program in the same rural building twice a month. This would make it possible to increase the number of rural children who got immunized according to the state timetables.
Jane was at her desk preparing an agenda for the next board of health meeting, with all this good news on it. She felt that she was really making a difference in her region.
Suddenly, there was a knock at her office door.
Jane looked up to see a member of the board of health, Dr. Karen Matthewsen. Jane felt Karen was the best board member they had. Karen was a country doctor who worked in the rural county where Janeâs concerns were the strongest, and Karen was a champion of the medically indigent throughout the whole region.
âCome in, Karen,â Jane said with enthusiasm. âYou can perhaps give me some help drawing up the agenda item about the wonderful new free clinic and vaccine program.â
âWell, that is why I wanted to come see you, Jane I am worried about those new developments.â Karen said these words as she sat down in the guest chair by Janeâs desk. Karen was clearly upset.
âBut you are the biggest champion for the dispossessed on our board. I thought you would be tickled pink to see more services opening where the need is so great.â Jane was also getting a little upset. This reaction from her old friend was not expected.
âAs you know, Jane, I see more poor patients than any other doctor in the area, and I must say that it is tough enough to make a living in a rural county without having neighboring doctors come in and give free care. I know they are not supposed to take my Medicaid patients, but I operate on a close margin closer than you might expect and the loss of even underpaying private pay patients and maybe some Medicaid ones, too, is problematic. Some patients might even prefer your services to going on Medicaid, while I work to get my uninsured patients covered by Medicaid and never turn a Medicaid patient down.
âFurthermore, lots of residents of our rural county could use the new childhood vaccine program you are offering, and those vaccines represent 20% of my practice net income every summer in the month before school opens.â
Jane countered by noting that the free clinic would be encouraging eligible individuals to sign up for Medicaid and to see local doctors, but Karen noted that the free clinic would not be operating but two half days a week, and with volunteer labor, it would be unlikely to do a lot of follow up and paperwork.
âNo,â Karen said, looking Jane straight in the eye. âI must say that, for the first time, I am against a new health department program aimed at the indigent. I believe country doctors like me need to be free of well-meaning government initiatives that are redundant, with private enterprises already struggling financially. I plan to vote against the clinic.â
Questions;
1.How do you feel about Karenâs position? What are its strengths and weaknesses?
2.Organizational staff people like to avoid having many split votes on crucial issues. What can Jane do to meet the needs of her community and maintain the boardâs unity. Is there an effective compromise position that can be championed?
3.If you were a working but poor person needing care in the rural county, what would you recommend the board do
In: Nursing
ALMOST half the worldâs population now lives in a democracy, according to the Economist Intelligence Unit, a sister organisation of this newspaper. And the number of democracies has increased pretty steadily since the second world war. But it is easy to forget that most nations have not been democratic for much of their history and that, for a long time, democracy was a dirty word among political philosophers.
One reason was the fear that democratic rule would lead to ruin. Plato warned that democratic leaders would ârob the rich, keep as much of the proceeds as they can for themselves and distribute the rest to the peopleâ. James Madison, one of Americaâs founding fathers, feared that democracy would lead to âa rage for paper money, for an abolition of debts, for an equal division of property and for any other improper or wicked projectsâ. Similarly John Adams, the countryâs second president, worried that rule by the masses would lead to heavy taxes on the rich in the name of equality. As a consequence, âthe idle, the vicious, the intemperate would rush into the utmost extravagance of debauchery, sell and spend all their share, and then demand a new division of those who purchased from them.â
Democracy may have its faults but alternative systems have proved no more fiscally prudent. Dictatorships may still feel the need to bribe their citizens (eg, via subsidised fuel prices) to ensure their acquiescence while simultaneously spending large amounts on the police and the military to shore up their power. The absolute monarchies of Spain and France suffered fiscal crises in the 17th and 18th centuries, and were challenged by Britain and the Netherlands which, though not yet democracies, had dispersed power more widely. Financial problems contributed to the collapse of the Soviet Union.
Nevertheless, with much of the democratic world now in the throes of a debt crisis, it is tempting to ask whether the fears of Madison and Adams have come to pass. Given the rise in inequality in America and Britain over the past 30 years, it is hard to argue that democracies have led to the confiscation of private wealth. Quite the reverse: modern American politicians either need to be wealthy, or need the financial backing of the rich.
But there is a broader problem. Modern governments play a much larger role in the economy than the ancient Greeks or the founding fathers could have imagined. This makes political leaders a huge source of patronage, in the form of business contracts, social benefits, jobs and tax breaks. As the late political scientist, Mancur Olson, pointed out, these goodies are highly valuable to the recipients but the cost to the average voter of any single perk will be small. So beneficiaries will have every incentive to lobby for the retention of their perks and taxpayers will have little reason to campaign against them. Over time the economy will be weighed down by all these costs, like a barnacle-encrusted ship. The Greek economy could be seen as a textbook example of these problems.
One answer could be to take fiscal policy out of the hands of elected leaders, just as responsibility for monetary policy has been handed to independent central bankers. To some extent, that has been happening. Greece was briefly run by Lucas Papademos, an unelected former central banker, and Italy is still ruled by Mario Monti, a former EU commissioner. These technocrats are, it is assumed, more willing to take unpopular decisions.
Another approach, with which America has occasionally flirted, is to pass decisions to a bipartisan commission. (This may be the best answer to the âfiscal cliffâ that looms in 2013.) Since the decisions of such a commission, and indeed of technocrats in Greece and Italy, are still subject to a parliamentary vote, democracy is not completely abandoned.
For a long time, there did not seem to be any limit to the amount democracies could borrow. Creditors have been more patient with democratic governments than with other regimes, probably because the risk of abrupt changes of policy (like the repudiation of Tsarist debts by Russia in 1917) are reduced. But this has postponed the crunch point, rather than eliminated itâand allowed stable democracies to accumulate higher debt, relative to their GDP, than many, more volatile countries ever achieved. Governments can, as Madison suggested, confiscate the wealth of domestic creditors via inflation, taxes or default. But however often they vote, democracies cannot make foreign lenders extend credit. That harsh truth is now being discovered.
__________________
This question is based on the article above, âDemocracies and debtâ published by The Economist on September 1, 2012.
(A) According to the article, what are the two main factors that tend to raise public debt levels in democracies?
(B) The article mentions three mechanisms that can curb excessive government borrowing in democracies. What are those mechanisms? How do they work?
In: Economics
Blue Apron IPO Leaves a Bad Taste Founded in 2012, Blue Apron is one of the top meal-kit delivery services doing business in the United States. Started by three co-founders—Matt Salzberg, Matt Wadiak, and Ilia Pappas—Blue Apron provides pre-portioned ingredients (and recipes) for a meal, delivered to consumers’ front doors. According to recent research, the U.S. meal-kit delivery industry is an $800 million business with the potential to scale up quickly, as more and more consumers struggle to find time to go grocery shopping, make meals, and spend time with family and friends in their hectic daily lives. As word spread among foodies about the quality and innovative meals put together by Blue Apron, the company’s popularity took off, supported by millions in start-up funding. Costs to scale the business have not been cheap—estimates suggest that Blue Apron’s marketing costs have been high. Despite the challenges, by early 2017 the company was selling more than 8 million meal kits a month and decided to go public in an effort to raise more money and scale its operations, including a new fulfillment facility in New Jersey. According to the IPO paperwork filed with the SEC, the company had net revenues of $84 million in 2014, which increased to $795 million in 2016. However, those ambitious numbers were not without warnings: company losses increased in the same time period from $33 million to $55 million. Even with those larges losses on its balance sheet, Blue Apron decided to go ahead with the IPO and hired Goldman Sachs and Morgan Stanley, two top stock underwriters, to figure out the right price for the initial offering. While Blue Apron and its underwriters were finalizing stock prices, Amazon announced plans to acquire Whole Foods—a move that could negatively affect Blue Apron’s business going forward. Even after Amazon’s announcement, Blue Apron and its financial advisors priced the initial offering at $15 to $17 a share and met with investors across the country to inform them about the IPO, which would value the company on paper at more than $3 billion. As part of the IPO strategy, Blue Apron executives needed to communicate a strong financial picture while providing potential investors with an honest assessment of investor demand, especially for institutional investors, who typically are repeat buyers when it comes to IPOs. According to sources close to the IPO experience, Blue Apron’s bankers told investors late in the IPO pricing process that they were “closing their order books early,” which meant there was a heightened demand for the stock—a signal that the stock would be priced in the original $15–$17 range. A day later, however, Blue Apron amended its prospectus with a price range between $10 and $11 a share, which shocked potential investors—a move greeted with criticism that Blue Apron’s messaging now lacked credibility in the eyes of the investment community if the company priced the IPO $5 lower per share than originally estimated. With that sudden change in the IPO offering, investors walked away, and the $10 initial offering for Blue Apron stock actually declined on its first day of trading. As of this writing, the stock has lost close to 40 percent from the original $10-per-share price. With continued consolidation in the meal-kit delivery sector inevitable, Blue Apron is at a crossroads when it comes to generating revenue and stabilizing costs while trying to sign up more subscribers. One of its competitors, Plated, was recently acquired by the Alberstons grocery chain, and Amazon has already trademarked the phrase, “We do the prep. You be the chef,” as it relates to prepared food kits. Critical Thinking Questions What issues should executives of a company such as Blue Apron consider before deciding to go public? In your opinion, was the company ready for an IPO? Why or why not? How else could Blue Apron have raised funds to continue to grow? Compare the risks of raising private funding to going public. Use a search engine and a site such as Yahoo! Finance to learn about Blue Apron’s current Prepare a brief summary, including the company’s current financial situation. Is it still a public company, and how has its stock fared? Would you invest in it? Explain your reasoning.
In: Finance