Big Time Videos Inc. makes DVDs to sell to stores around the country. Top management meets on the first Tuesday of the month to evaluate the previous month’s performance. Prior to your arrival at the company the accounting department produced the following Static Budget Performance Report for the meeting.

The company had expected to sell 9,800 units but the actual results revealed that only 8,200 units were sold during the month. You notice right away that the actual sales price per unit was $21 and that was more that the budgeted sales price per unit. There were no changes in inventory levels.

You are the new financial consultant to the company, and you know that variable costs such as direct materials, direct labor, manufacturing overhead costs vary with the sales volume (units). Moreover, you know that fixed costs are expected to remain the same regardless of the sales volume but it is not likely that fixed costs can be estimated (budgeted) exactly so some differences can be expected.

At the beginning of the meeting the CEO of company blurts out “Operating Income so low…only $9,700”….then pointing to the favorable variable cost variances…..how in the world can there be so many favorable variances in the Static Budget Performance Report?” There is silence. More silence….then you hear it (you knew this was coming). “As our new financial consultant, what are your thoughts on the subject?”

Your reply….”Thank you for asking, the Static Budget Performance Report does not explain how much of the variances are a result of the difference in the sales PRICE per unit and COSTS per unit, nor does it explain how much of the variances are a result of the difference in the number of UNITS sold. To help explain the variances I will prepare a Flexible Budget Performance Report.

Your Plan:

1. Prepare a report that provides more information (prepare a flexible budget performance report for the
   actual number of units sold)…so you will need to complete the Flexible Budget column based on your
    knowledge of the behavior of variable cost and fixed cost. Then identify the variance caused by
    Price/Cost and the variance caused by the difference in the number of units sold. Complete your work
    using this Word document. After completing Flexible Budget Performance Report answer questions 2
    thru 7 below in the response space provided.

2. Identify the amount of Flexible Budget Variance, Sales Volume Variance and Static Budget Variance.
    Discuss the meaning/relevance of each.
    Response:

3. Answer the CEO’s question about the low operating income of $9,700….yet there are so many
    Favorable variances, including the Favorable Operating Income Variance of $10,355. How can that be?

    Response:

4. Which of the variances in the performance report should be investigated and why? What are the
   possible explanations for each variance (we don't have all of the underlying information but will want
    to discuss some of the possible reasons for Sales Revenue and Costs being higher or lower than
    expected (no exact perfect answer...just think logically about what may have happened).

    Response:

5. Based on your analysis, how would you rate the company’s performance? Why?
    Response:

6. To help explain what happened, provide a brief description of the information that the report provides
    including the basic difference between variable and fixed costs.
    Response:

7. You want to impress the CEO, so you want to go above and beyond what you were asked to do.
    Calculate the breakeven point in Sales Revenue in Dollars and Units and calculate the Sales Revenue in
    Dollars and Units that would be required for the company to make $20,000 (target profit). (chapter 20)
    Response:

Python Assignment

You will be writing an inventory system that is backed by JSON data and will be working with a starter file that contains a JSON string. The code you write will need to follow the following guidelines.

The what

You’re at work one day and your boss asks you about that fancy programming language you’ve been learning, Python. She asks you if you can use it to read JSON data from a supplier and build an inventory. “Of course!” you say. She tells you that your parts supplier, Midwest Widget Co, has sent the company JSON data that needs to be loaded and then checked against orders. You’ll need to load the JSON data, and then take input from a user to order new parts. If the part is not in stock, or the number of parts is greater than the available inventory, you need to alert the user and show them that its either out of stock or that there are less available than requested. Once the user is done entering in their order, you’ll need to package up their order in JSON format, since that’s what Midwestern Widget Co uses after all!

Specifics

The JSON data is comprised of a few nested dictionaries. In the top level, there is a key called “parts” that maps to a list that contains all the parts available for ordering. Each of those parts is also a key into the dictionary. That key maps to dictionary that has two values, quantity and price. The quantity maps to an integer with the number of parts available for order, the price maps to a float with the price of the part. A sample JSON object is provided below:

{
"parts":[

"widget",

"sprocket",

"thing-a-ma-bob"

],

"widget":{

"price":0.99,

"quantity":74

},

"sprocket":{

"price":3.99,

"quantity":123

},

"thing-a-ma-bob":{

"price":1.78,

"quantity":57

}

}

The strings in the list in parts are the keys for the rest of the data in the dictionary. Those keys map to separate dictionaries with the prices and quantities. The json string is provided in the code, it is called supplier_data.

The ordering system will work like this:

Prompt the user for input, and indicate they can enter in the word “quit” to quit. The user should enter in a part and then the quantity on two separate lines (so you’ll need two input statements). After both pieces of information have been entered in, check if the order is allowed or not, and display an error message with the appropriate information (part doesn’t exist, part exists but not enough quantity). If the order is valid, store it and continue. Once the user enters quit, print out an order summary showing the part, number ordered, the price per part and total per part with a grand total at the end. The order data MUST be stored in a dictionary. You must also allow the user to order a part more than once and validate that both orders are not exceeding the total amount available!

Sample Output

Your program should produce output that is very similar if not identical to this. Major deviations from the formatting will result in points lost. The error handling behavior should be the same.

Welcome to the parts ordering system, please enter in a part name, followed by a quantity

Parts for order are:

sprocket

gizmo

widget

dodad

Please enter in a part name, or quit to exit: blargh Error, part does not exist, try again
Please enter in a part name, or quit to exit: quit

Your order
Total: $0
Thank you for using the parts ordering system!

And another run with an actual order

Welcome to the parts ordering system, please enter in a part name, followed by a quantity

Parts for order are:

sprocket

gizmo

widget

dodad

Please enter in a part name, or quit to exit: gizmo

Please enter in a quantity to order: 1000

Error, only 2 of gizmo are available!

Please enter in a part name, or quit to exit: gizmo

Please enter in a quantity to order: 1

Please enter in a part name, or quit to exit: sprocket

Please enter in a quantity to order: 15

Please enter in a part name, or quit to exit: widget

Please enter in a quantity to order: 1

Please enter in a part name, or quit to exit: quit

Your order
gizmo - 1 @ 7.98 = 7.98
sprocket - 15 @ 3.99 = 59.85
widget - 1 @ 14.32 = 14.32
Total: $82.15
Thank you for using the parts ordering system!

Another run with multiple orders for a single part

Welcome to the parts ordering system, please enter in a part name, followed by a quantity

Parts for order are:

sprocket

gizmo

widget

dodad

Please enter in a part name, or quit to exit: gizmo

Please enter in a quantity to order: 2

Please enter in a part name, or quit to exit: gizmo

Please enter in a quantity to order: 2

Error, only 0 of gizmo are available!

Please enter in a part name, or quit to exit: quit

Your order
gizmo - 2 @ 7.98 = 15.96
Total: $15.96
Thank you for using the parts ordering system!

Tips and Hints

1. Start on something small and get it working before moving on. Don’t try and tackle it all at once!

2. You’ll need to validate the input between inputs

3. You can use print() with no arguments to print out extra blank lines

4. A while loop is ideal for the main program loop

5. You’ll need to check if a part has already been ordered before checking if sufficient quantity is available. If it has been ordered, you’ll need to account for that when checking the inventory levels

6. supplier_data in the provided code is a JSON string. You need to convert it to a dict with json.loads

Good luck!

Sunburst Veggies is a vertically-integrated company which both grows[1] and processes organic vegetables. Their company-grown vegetables are canned and then sold wholesale to grocery stores. The company began their operations in San Marcos, Texas in the mid-1990s and the corporate headquarters remain there. Sunburst grows a wide variety of organic (non-GMO) vegetables in greenhouses, some of which cover more than 200 acres. The vegetables are shipped from manufacturing facilities near the greenhouses. This assures the vegetables are processed as quickly as possible after being picked which inspired the company’s marketing tag line: “fresh from the field.”

Consumer demand for organically-grown vegetables has increased tremendously since Sunburst began operations 10 years ago. Gross revenues have increased 500% since year 1. The firm now has five greenhouses and processing plants in locations near the following cities: Sacramento, CA; San Marcos, TX; Baton Rouge, LA; Montgomery, AL; and Jacksonville, FL. They employ nearly 600 people.

Potential Sites: Sunburst is at maximum capacity in all locations and must add another greenhouse and processing plant in order to continue their sales growth to new customers (and to assure they have no out-of-stock issues for existing customers). Both the greenhouse operations for growing the vegetables and the canning facility require large volumes of fresh water. It is essential to locate near an interstate highway because all shipments are shipped via semi-trucks.

Two sites are being considered near the towns of Gulfport, Mississippi and Little Rock, Arkansas. Because of extensive damage caused in Gulfport by Hurricane Katrina in August 2005 (and more recently by Hurricane Harvey), the cost of real estate in that area is significantly lower than in Little Rock.

Estimated Operating Costs: Estimates of operating costs for the two locations are as follows:

                                                                                        Gulfport             Little Rock

         Life of greenhouse & processing plant                        50 years                  50 years

         Expected annual sales (# cases)                                   300,000                  300,000

         Selling price (average per case)                                         $90                         $90

         Variable costs (average per case)                                  $60.00                    $60.00

         Fixed Costs (annual):

       Salaries & fringe benefits (labor is higher in L.R.)   $1,300,000              $1,500,000

       Depreciation* (see calculations on pg. 2)                   $455,000                $485,000        

       Other fixed costs                                                      $655,000                $655,000

         Total Fixed Costs                                                  $2,410,000              $2,640,000

*Straight-line depreciation on buildings is over 50 years, based on the initial investment with -0- salvage. Equipment is depreciated using straight-line over 20 years with -0- salvage value. Land is not depreciated. Calculations have been simplified more than would be in business (only for use in this problem).

Estimated Capital Investment: Sunburst owns some used greenhouse equipment that they could transfer from one of their existing locations to either Gulfport or Little Rock. The book value of that equipment is $1,900,000 and requires some modifications up-front (cost of $300,000) to get it ready for use in either location. They already own some used manufacturing equipment that can be transferred to either new location; this has a book value of $1,000,000 (and, does not require any modification). Both types of equipment have been sitting idle (unused) for the past year. There is no other alternate use for the equipment.    The summary of estimated initial capital investment in each of the two locations follows:

                                                                               Gulfport                      Little Rock

         Land                                                            $4,000,000                       $7,500,000

         Greenhouse Buildings                                   $3,500,000                       $4,000,000

         Manufacturing Building                              $10,000,000                     $11,000,000

                    Sub-total for Buildings                     $13,500,000                     $15,000,000

         Greenhouse Equipment (used):

              Book value (transferred)                           $1,900,000                       $1,900,000

              Modifications (up-front)                              $300,000                         $300,000

         Manufacturing Equipment (used):

              Book Value (transferred)                          $1,000,000                       $1,000,000

         Other equipment (to be capitalized)                  $500,000                         $500,000

                    Sub-total for Equipment                     $3,700,000                       $3,700,000        

              Total                                                     $21,200,000                     $26,200,000

Depreciation Calculations (as shown in *total on previous page):

Gulfport Buildings              $13,500,000 / 50 years = $270,000  

Gulfport Equipment              $3,700,000 / 20 years = $185,000

                             Total Depreciation – Gulfport = $455,000

Little Rock Buildings                                                 $15,000,000 / 50 years = $300,000

Little Rock Equipment                                                 $3,700,000 / 20 years = $185,000

                                                                Total Depreciation – Little Rock = $485,000

Other Relevant Information:

Minimum desired rate of return is 11%.

All current locations are earning an average 14% return on sales.

Payback period for all prior capital investments has been not more than 3.75 years.

For simplicity, assume there are no income taxes.

REQUIREMENT #1 - QUANTITATIVE ANALYSIS (MUST be in Excel & use Excel functionality for ALL calculations):

Prepare an Income Statement in the Contribution Margin format for each location.

Identify which of the items on the Income Statement are “relevant” for each location.

Calculate Breakeven Point (in Sales Dollars) for each location

REQUIREMENT #2 – RECOMMENDATION & QUALITATIVE FACTORS: (MUST be in Word and must use 1-inch margins on all sides and Times Roman 12-point font.)

Based on the quantitative analysis, which location would you recommend and why?

Would your recommendation change based on qualitative factors? These might include available workforce, logistical considerations, risk from weather events, potential impact of global warming. Students must do some research of their own to identify the difference in such factors for the two locations. Because qualitative factors cannot be quantified, how would you evaluate the importance of such non-financial items?

Do the qualitative factors impact your recommendation? If “yes,” in what way?

- Dont worry about excel file not being attached. I only need help with qualitative analysis.(#2 of the question).

Hooters, Inc.: A Macro-Marketing Evaluation

All economies must have a macro-marketing system. The economies may take many forms, but all must have some way of deciding what and how much is to be produced and distributed by whom, when, and for whom.

Our macro-marketing system is basically a market-directed economy. The key decisions are made fairly automatically and democratically, through the micro-level decisions made by individual producers and consumers. Together these individual decisions determine the macro-level decisions and provide direction for the whole economy.

Does our macro-marketing system work in an efficient and fair way that achieves our social objectives? This question is very subjective, and we usually analyze the performance of our marketing system in terms of how well it satisfies consumer needs, as consumers see them. But remember, not all consumers have the same needs!

The marketing concept suggests that a firm should try to satisfy the needs of some consumers (at a profit). But, what is "good" for some producers or consumers may not be "good" for society as a whole. This is the "micro-macro dilemma." It means that in running our macro-marketing system some compromises must be made to balance the needs of society and the needs of individual producers and consumers. Making these compromises and still protecting individual freedom of choice is not easy. This exercise will help you understand the difficulty of resolving micro-macro dilemmas.

In this exercise, please read the mini-case and answer the questions that follow.

Founded in 1983, Hooters of America, Inc. is the franchiser of over 455 locations spread throughout forty-four states in the United States and twenty-eight countries and territories worldwide. The company employs more than 25,000 people, of which 17,000 are Hooters Girls.

While often credited with popularizing the concept of "hot wings," Hooters is also known for the costumes of its female employees. According to the company's website, "The element of female sex appeal is prevalent in the restaurants, and the company believes the Hooters Girl is as socially acceptable as a Dallas Cowboy cheerleader, Sports Illustrated swimsuit model, or a Radio City Rockette."

Over the years, the company has faced several sexual harassment lawsuits and in 1991, the Equal Opportunity Employment Commission initiated an investigation into the hiring practices of the company. While the investigation was ultimately discontinued, many consumers argue that the company exploits beautiful women. The terms "demeaning" and "degrading" were used by members of the general public when CEO Coby Brooks went undercover in an episode of Undercover Boss. While those terms were disturbing to him, the arguments certainly were not new and, as the company website states, "To Hooters, the women's rights movement is important because it guarantees women have the right to choose their own careers, be it a Supreme Court Justice or Hooters Girl."

Yet, many persist in their perception that the company basically exists to take advantage of a woman's economic vulnerability and a man's stupidity. Since the airing of the Undercover Boss episode, some minor protests have occurred at the opening of new Hooters sites. In the extreme, some consumer groups have petitioned to have the store openings blocked. In a down economy, some see such protests as a problematic due the potential jobs that would be lost.

2.

value:
3.00 points

1-How does the "sex appeal" format of Hooters affect society's views of women?

A-Reflects existing social values in the short run

B-Does not reinforce these values in the long run

C-Focuses on unsubstantiated wants

D-Forces men to behave as dummies

E-Forms societal values which did not exist before

3.

value:
3.00 points

2-What parties would NOT be negatively affected by the successful blocking of a new store opening?

A-Hooter’s Girls

B-Hooter’s shareholders

C-Consumer groups

D-CEO Coby Brooks

E-Current customers

4.

value:
3.00 points

3-If Hooters of America attempted to completely redesign its brand based on the criticisms of some consumers to become a more wholesome, family-oriented business, what would be its best overall strategy?

A-It should rely on word-of-mouth and social media to show consumers how it has changed.

B-It should raise prices and make it harder for consumers to choose.

C-New advertising could suggest that consumers will not need to be manipulated into buying Hooters products.

D-Hooters would need to develop a new competitive advantage.

5.

value:
3.00 points

1-Sex appeal has a very strong influence in advertising and promotion. Critics of Hooter’s advertising likely believe which of the following statements?

A-Hooter’s advertising reduces economies of scale in marketing.

B-Hooters uses clever ads to manipulate men into buying its products.

C-Women are economically empowered through Hooters advertising.

D-Advertising lowers Hooter’s prices and thus harms society.

E-Hooter’s advertising has a positive effect on the economy.

6.

value:
3.00 points

6-Marketing systems are evaluated on the macro level for _______ and on the micro level for ________.

A-general profitability; how individual firms gain or lose profits

B-how consumer needs are satisfied; overall effect on society

C-overall effect on society; how consumer needs are satisfied

D-overall effect on the global market; limited effect on the U.S. market

Jersey Dairies, Inc. faced increasing competition that threatened its dominant market share in the Pacific Northwest. Senior management at the 300-employee dairy food processing company decided that the best way to maintain or increase market share was to take the plunge into a quality management (QM) program. Jersey hired consultants to educate management and employees about the QM process, and sent several managers to QM seminars. A steering team of managers and a few employees visited other QM companies throughout North America.
To strengthen the company’s QM focus, Jersey president Tina Stavros created a new position called vice-president of quality, and hired James Alder into that position. Alder, who previously worked as a QM consultant at a major consulting firm, was enthusiastic about implementing a complete QM program. One of Alder’s first accomplishments was convincing management to give every employee in the organization several days of training in quality measurement (e.g., Pareto diagrams), structured problem solving, and related QM practices. Jersey’s largely unskilled workforce had difficulty learning this material, so the training took longer than expected and another round was required one year later.
Alder worked with production managers to form continuous improvement (CI) teams—groups of employees who looked for ways to cut costs, time, and space throughout the work process. Although Alder was enthusiastic about CI teams, most supervisors and employees were reluctant to get involved.
Supervisors complained that the CI teams were “asking too many questions” about activities in their department. Less than one-quarter of the production areas formed CI teams because employees thought QM was a fancy way for management to speed up the work. This view was reinforced by some of management’s subsequent actions, such as setting higher production targets and requiring employees to complete the tasks of those who were absent from work.
To gain more support for QM, Jersey president Tina Stavros spoke regularly to employees and supervisors about how QM was their answer to beating the competition and saving jobs. Although these talks took her away from other duties, she wanted every employee to know that their primary objective was to improve customer service and production efficiency in the company. To encourage more involvement in the CI teams, Stavros and Alder warned employees that they must support the QM program to save their jobs. To further emphasize this message, the company placed large signs throughout the company’s production facilities that said, “Our Jobs Depend on Satisfied Customers” and “Quality Management: Our Competitive Advantage.”
Alder and Stavros agreed that Jersey’s suppliers must have a strong commitment toward the QM philosophy, so Jersey’s purchasing manager was told to get suppliers “on board” or find alternative sources. Unfortunately, the purchasing manager preferred a more collegial and passive involvement with suppliers, so he was replaced a few months later.
The new purchasing manager informed suppliers that they should begin a QM program immediately because Jersey would negotiate for lower prices in the next contracts and would evaluate their bids partly based on their QM programs. Twenty months after Jersey Dairies began its QM journey, Tina Stavros accepted a lucrative job offer from a large food products company in the Midwest. Jersey Dairies promoted its vice-president of finance, Thomas Cheun, to the president’s job.
The board of directors was concerned about Jersey’s falling profits over the previous couple of years and wanted Cheun to strengthen the bottom line. Although some CI teams did find cost savings, these were mostly offset by higher expenses. The company had nearly tripled its training
budget and had significantly higher paid-time-off costs as employees took these courses. A considerable sum was spent on customer surveys and focus groups. Employee turnover was higher, mainly due to dissatisfaction with the QM program. Just before Stavros left the company, she received word that several employees had contacted the Commercial Food Workers Union about organizing Jersey’s nonunion production workforce.
A group of suppliers asked for a confidential meeting in which they told Cheun to reconsider the QM demands on them. They complained that their long-term relationships with Jersey were being damaged and that other dairies were being more realistic about price, quality, and delivery requirements. Two major suppliers bluntly stated that they might decide to end their contracts with Jersey rather than agree to Jersey’s demands.
Almost two years after Jersey Dairies began QM, Thomas Cheun announced that James Alder was leaving Jersey Dairies, that the position of vice-president of quality would no longer exist, and that the company would end several QM initiatives begun over the previous two years. Instead, Jersey Dairies, Inc. would use better marketing strategies and introduce new technologies to improve its competitive position in the marketplace.
Discussion Questions
1. What perspective of organizational effectiveness did Tina Stavros and James Alder attempt to apply in this case?
2. Describe how specific elements of that perspective related to their interventions.
3. Explain what went wrong in this case, using one or more of the other perspectives of organizational effectiveness.

7.a Robert thought Barney’s problem resided in his Nieuwkoop center. What do you think?

b Sarah thought it was a problem with his organizer. Do you agree or disagree?

c.Karen believed it was a problem with neurulation. Is this the reason?

d. What do you think is causing Barney’s problem? Do you think he can be “cured”?

These questions are form the case study: Don’t Lose Your Head A Case Study in Dorsal-Ventral Axis Formation in Amphibians

CASE STUDY BELOW

John and Heather Pipiens were very nervous. Heather had recently given birth to a good

size clutch of eggs. Most of the little larvae were doing fine. The one exception was Barney.

His head development was not like the rest of his siblings. His head seemed smaller than it

should be and he hadn’t formed his cement glands yet.

“What do you think could be wrong?” asked a very worried Heather.

“Don’t get all worked up.” Replied John. “I am sure

its nothing. He may just be a little slower than the rest of

the kids. We have 133 perfectly normal, healthy little larvae

and not all of them developed at the exact same rate.

Remember Gracie? She gastrulated almost a day later than

the rest and she’s just fine. And Jason didn’t have his first

cleavage until almost an hour after the rest and he’s doing

great.”

Just then, the nurse came out and called their name.

They were escorted into an exam room. Barney’s height,

weight and somite count were taken. The nurse then told

them that Dr. Triturus would be in a few minutes.

True to her word, the doctor came into the exam

room five minutes later. He took one look at Barney and his

heart sank. He knew something was very wrong. He was

definitely missing part of his forebrain and his entire cement

gland. Based on his somite count both should be very well developed by now

Dr. Triturus turned and looked at the Pipiens and said, “Mr. and Mrs. Pipiens, at first

glance there seems to be a problem with his developmental progress. He does have some head

development abnormalities that I don’t believe are related to timing. Everything else seems to be

ok; he has the correct number of somites for his age and his trunk seems to be developing just

fine. The problem seems to be the front most part of his head. It’s failed to develop. I don’t

know the exact caused just yet. I would like to admit him for some tests.”

“Is this necessary?” asked Barney’s mom. “How serious is it? Can it be fixed?”

“I really can’t say at this time.” replied Dr. Triturus. “I need to do some tests to get a

better idea of what is causing Barney’s problem before I can make a diagnosis. I would like you

to leave him here over the weekend. You can pick him up on Monday.”

“But we want to stay with him.” said both his mom and dad.

“That really isn’t necessary. He is still in his jelly coat and not really aware of what is

going on. Besides you have 133 other children to take care of. Go home. He’ll be in good

hands with us.”

John and Heather kissed Barney good-bye. The doctor had the nurse admit him and got

him settled in his hospital tank. He then called his students together. Dr. Triturus had a pretty

good idea of the cause of Barney’s problems, but wanted to give his residents a chance at the

diagnosis before he ran tests to confirm his hypothesis.

Dr. Triturus began, “We have a 4 day-old male anuran with abnormal head development.

He is showing an absence of forebrain development and his cement glands have failed to form.

Everything else seems to be normal. What are your thoughts?”

The med students looked at each other. Robert thought it might be a problem with his

Nieuwkoop center. Sarah thought it was probably a problem with his organizer. Karen told

them both were wrong and it had to be a problem that occurred during neurulation. It was

obvious that this group of students had no real idea what was going on.

“You are on track, just not the right one. It’s a problem with dorsal-ventral axis

formation. But it’s obvious that most of you don’t know much about the development of the

central nervous system. Go home and do some research on this and be prepared to answer some

questions during rounds tomorrow afternoon. I am disappointed about how little you seem to

know about this subject. It is one of the first developmental decisions an embryo makes and one

of its most important. Go do some research and be prepared to have better answers tomorrow.”

Dr. Triturus went over to Barney’s tank to check on him one more time. Satisfied that he

would be all right until morning, Dr. Triturus went home hopeful that his students would be

better prepared the next time they met. If not, some of them might find themselves cleaning

tanks for the next two weeks.

You are part of Dr. Triturus’s research group. You really don’t want to clean hospital

tanks for the rest of your residency. To prepare for tomorrow’s rounds answer the following

questions and be ready to provide a diagnosis of the cause of Barney’s head abnormalities. Be

prepared to justify your reasoning.

1. Adhere to the naming conventions discussed in class for variable names, program names, and function names

2. Use meaningful names for variables

3. Follow the coding standards and homework submission rules as covered in class.

4. If there are more than one word in the variable use all lowercase and separate them with underscores, e.g., first_name, shipping_cost.

5. Include appropriate comments in the code, but not too many.

6. Output should be displayed exactly as shown for each problem below. The output given is sample output. Other numbers/input could be entered.

7. If your program does not compile, you will not receive more than 20% of the maximum points.

8. If your program compiles but does not execute, you will not receive more than 35% of the maximum points.

9. If your program compiles and executes yet does not give the required output, you will not receive more than 50% of the maximum points.

10. The programs will be in one file named hw3.py. The module will be in one file named number_functions.py. Zip hw3.py and number_functions.py into file hw3.zip and upload to Canvas. Only .zip files will be accepted. If the file is not named correctly, 10 points will be deducted.

11. Each program will be separated by a comment with the problem number. If this format is not followed, 10 points will be deducted.

12. Your name will be a comment at the top of the file. If your name is not in the file as a comment, 10 points will be deducted.

13. If you use Python constructs on assignments that we have not yet discussed in class, 20 points will be deducted.

14. If you do not adhere to our coding standards, 20 points will be deducted.

#Problem 2

Write function write_stock that asks the user to input a company name, its associated ticker symbol (eg. Exxon, XOM), and the price per share of the stock. These are then written to file stock.txt one item per line. The user will type in ‘quit’ to stop.

Write function get_share_value that accepts a company name and the number of shares. The function will search file stock.txt and return a list of two values; the ticker symbol and the total value of the shares. This function must use an exception handler to insure the file is valid, that the price can be converted to a number, and catch any other exception that might be raised.

Write a program that calls write_stock and get_share_value. The program will ask the user for the company name and number of shares for read_stock and print the answer.

Sample output might look as follows.

Enter company name; enter quit to stop: Amazon

Enter ticker symbol: amzn

Enter price: 1000

Enter company name; enter quit to stop: Apple

Enter ticker symbol: aapl

Enter price: 125

Enter company name; enter quit to stop: Microsoft

Enter ticker symbol: msft

Enter price: 250

Enter company name; enter quit to stop: quit

What stock did you buy?: Apple

How many shares?: 10

Your total value for aapl is $1250.00

#Problem 3

Write function determine_ sums that accepts a list of values. The function will return a list of two numbers; the first is the sum of the positive numbers and the second is the sum of the negative numbers.

Write a program that defines a list as [1, 5, 7, -2, 6, -8, 10, -4, -20] and calls determine_sums. The program will print the output. Assume the company name will start with a capital letter and the ticker symbol will be all lowercase. This will give the following output.

[29, -34]

There is no user input on this problem.

#Problem 4

Write function write_students that asks the user for student records and writes them to file students.txt. A record of a student includes name, major and GPA. The user can enter as many records as they want until they type in quit.

Write function read_students that accepts a major. The function returns the highest GPA for that major.

Write a program that calls write_students and read_students and prints the major and highest GPA. The program will ask the user for the major for which to search. Assume all names and majors will be lower case.

Sample input/output might look as follows:

Enter student name; enter quit to stop: jones

Enter major: insy

Enter gpa: 2.0

Enter student name; enter quit to stop: smith

Enter major: insy

Enter gpa: 3.25

Enter student name; enter quit to stop: willis

Enter major: mana

Enter gpa: 3.25

Enter student name; enter quit to stop: quit

Enter major: insy

The highest GPA for insy majors is 3.25

#Problem 5

Write module number_functions that includes:

Function write_numbers that writes 50 random numbers between 1 and 15 to file numbers.txt.

Function read_numbers that reads the file numbers.txt and returns a list of the numbers.

Write function count_numbers that accepts the list of numbers and returns how many numbers are in the list.

Function find_even_odd that accepts the list of numbers and returns a list of two numbers; how many odd numbers are in the list and how many even numbers are in the list.

Write a program that calls these functions in the order above and prints the returned data.

Sample output might be the following. But yours may vary as we are generating random numbers. The count will always be 50, but you need to code the function as if you do not know that.

['12', '8', '3', '18', '1', '5', '3', '18', '6', '10', '20', '8', '7', '4', '17', '16', '8', '11', '14', '3', '13', '13', '5', '17', '11', '9', '16', '19', '13', '18', '6', '1', '9', '19', '5', '14', '13', '15', '10', '12', '20', '16', '14', '5', '10', '20', '17', '11', '18', '3']

50

[26, 24]