What is Bardeen’s relationship like with his twin brother when they are growing up?

How does their relationship change?

Why doesn’t Bardeen tell his brother his “secret” sooner?

How does Bardeen’s brother react when he finally tells his “secret”?

Do you think Bardeen is satisfied or disappointed with his brother’s reaction?

Explain. What do you think is the main message of the story?

LIVES; Not Close Enough for Comfort By David P. Bardeen I had wanted to tell Will I like boys since I was 12. As twins, we shared everything back then: clothes, gadgets, thoughts, secrets. Everything except this. So, when we met for lunch more than a year ago, I thought that finally coming out to him would close the distance that had grown between us. When we were kids, we created our own language, whispering to each other as our bewildered parents looked on. Now, at 28, we had never been further apart. I asked him about his recent trip. He asked me about work. Short questions. One-word answers. Then an awkward pause. Will was one of the last to know. Partly it was his fault. He is hard to pin down for brunch or a drink, and this was not the sort of conversation I wanted to have over the phone. I had been trying to tell him for more than a month, but he kept canceling at the last minute -- a friend was in town, he'd met a girl. But part of me was relieved. This was the talk I had feared the most. Coming out is, in an unforgiving sense, an admission of fraud. Fraud against yourself primarily, but also fraud against your family and friends. So, once I resolved to tell my secret, I confessed to my most recent ''victims'' first. I told my friends from law school -- those I had met just a few years earlier and deceived the least -- then I worked back through college to the handful of high-school friends I keep in touch with. Keeping my sexuality from my parents had always seemed permissible, so our sit-down chat did not stress me out as much as it might have. We all mislead our parents. ''I'm too sick for school today.'' ''No, I wasn't drinking.'' ''Yes, Mom, I'm fine. Don't worry about me.'' That deception is understood and, in some sense, expected. But twins expect complete transparency, however romantic the notion. Although our lives unfolded along parallel tracks -- we went to college together, both moved to New York and had many of the same friends -- Will and I quietly drifted apart. When he moved abroad for a year, we lost touch almost entirely. Our mother and father didn't think this was strange, because like many parents of twins, they wanted us to follow divergent paths. But friends were baffled when we began to rely on third parties for updates on each other's lives. ''How's Will?'' someone would ask. ''You tell me,'' I would respond. One mutual friend, sick of playing the intermediary, once sent me an e-mail message with a carbon copy to Will. ''Dave, meet Will, your twin,'' it said. ''Will, let me introduce you to Dave.'' Now, here we were, at lunch, just the two of us. ''There's something I've been meaning to tell you,'' I said. ''i like boys.'' I looked at him closely, at the edges of his mouth, the wrinkles around his eyes, for some hint of what he was thinking. ''O.K.,'' he said evenly. ''I've been meaning to tell you for a while,'' I said. ''Uh-huh.'' He asked me a few questions but seemed slightly uneasy, as if he wasn't sure he wanted to hear the answers. Do Mom and Dad know? Are you seeing anyone? How long have you known you like men? I hesitated. I've known since I was young, and to some degree, I thought Will had always known. How else to explain my adolescent melancholy, my withdrawal, the silence when the subject changed to girls, sex and who was hot. As a teenager I watched, as if from a distance, as my demeanor went from outspoken to sullen. I had assumed, in the self-centered way kids often do, that everyone noticed this change -- and that my brother had guessed the reason. To be fair, he asked me once in our 20's, after I had ended yet another brief relationship with a woman. ''Of course, I don't like boys,'' I told him, as if the notion were absurd. ''How long have you known?'' he asked again. ''About 15 years,'' I said. Will looked away. Food arrived. We ate and talked about other things. Mom, Dad, the mayor and the weather. We asked for the check and agreed to get together again soon. No big questions, no heart to heart. Just disclosure, explanation, follow-up, conclusion. But what could I expect? I had shut him out for so long that I suppose ultimately he gave up. Telling my brother, I like boys hadn't made us close, as I had naïvely hoped it would; instead it underscored just how much we had strayed apart. As we left the restaurant, I felt the urge to apologize, not for liking boys, of course, but for the years I'd kept him in the dark, for his being among the last to know. He hailed a cab. It stopped. He stepped inside; the door still open. ''I'm sorry,'' I said. He smiled. ''No, I think it's great.'' A nice gesture. Supportive. But I think he misunderstood. A year later, we are still only creeping toward the intimacy everyone expects us to have. Although we live three blocks away from each other, I can't say we see each other every week or even every two weeks. But with any luck, next year, I'll be the one updating our mutual friends on Will's life.

Hello, I need help with these questions please

Thank you

CASE: Parts Emporium Parts Emporium, Inc., is a wholesale distributor of automobile parts formed by two disenchanted auto mechanics, Dan Block and Ed Spriggs. Originally located in Block’s garage, the firm showed slow but steady growth for 7 years before it relocated to an old, abandoned meat-packing warehouse on Chicago’s South Side. With increased space for inventory storage, the company was able to begin offering an expanded line of auto parts. This increased selection, combined with the trend toward longer car ownership, led to an explosive growth of the business. Fifteen years later, Parts Emporium was the largest independent distributor of auto parts in the north central region. Recently, Parts Emporium relocated to a sparkling new office and warehouse complex off Interstate 55 in suburban Chicago. The warehouse space alone occupied more than 100,000 square feet. Although only a handful of new products have been added since the warehouse was constructed, its utilization increased from 65 percent to more than 90 percent of capacity. During this same period, however, sales growth stagnated. These conditions motivated Block and Spriggs to hire the first manager from outside the company in the firm’s history. It is June 6, Sue McCaskey’s first day in the newly created position of materials manager for Parts Emporium. A recent graduate of a prominent business school, McCaskey is eagerly awaiting her first real-world problem. At approximately 8:30 A.M., it arrives in the form of status reports on inventory and orders shipped. At the top of an extensive computer printout is a handwritten note from Joe Donnell, the purchasing manager: “Attached you will find the inventory and customer service performance data. Rest assured that the individual inventory levels are accurate because we took a complete physical inventory count at the end of last week. Unfortunately, we do not keep compiled records in some of the areas as you requested. However, you are welcome to do so yourself. Welcome aboard!” A little upset that aggregate information is not available, McCaskey decides to randomly select a small sample of approximately 100 items and compile inventory and customer service characteristics to get a feel for the “total picture.” The results of this experiment reveal to her why Parts Emporium decided to create the position she now fills. It seems that the inventory is in all the wrong places. Although an average of approximately 60 days of inventory is on hand, the firm’s customer service is inadequate. Parts Emporium tries to backorder the customer orders not immediately filled from stock, but some 10 percent of demand is being lost to competing distributorships. Because stock-outs are costly, relative to inventory holding costs, McCaskey believes that a cycle-service level of at least 95 percent should be achieved. McCaskey knows that although her influence to initiate changes will be limited, she must produce positive results immediately. Thus, she decides to concentrate on two products from the extensive product line: the EG151 exhaust gasket and the DB032 drive belt. If she can demonstrate significant gains from proper inventory management for just two products, perhaps Block and Spriggs will give her the backing needed to change the total inventory management system. The EG151 exhaust gasket is purchased from an overseas supplier, Haipei, Inc. Actual demand for the first 21 weeks of this year is shown in the following table: Week Actual Demand WK1 104 WK2 103 WK3 107 WK4 105 WK5 102 WK6 102 WK7 101 WK8 104 WK9 100 WK10 100 WK11 103 WK12 97 WK13 99 WK14 102 WK15 99 WK16 103 WK17 101 WK18 101 WK19 104 WK20 108 WK21 97 A quick review of past orders, shown in another document, indicates that a lot size of 150 units is being used and that the lead time from Haipei is fairly constant at 2 weeks. Currently, at the end of week 21, no inventory is on hand, 11 units are backordered, and the company is awaiting a scheduled receipt of 150 units. The DB032 drive belt is purchased from the Bendox Corporation of Grand Rapids, Michigan. Actual demand so far this year is shown in the following table: Week Actual Demand WK11 18 WK12 33 WK13 53 WK14 54 WK15 51 WK16 53 WK17 50 WK18 53 WK19 54 WK20 49 WK21 52 Because this product is new, data are available only since its introduction in week 11. Currently, 324 units are on hand, with no backorders and no scheduled receipts. A lot size of 1,000 units is being used, with the lead time fairly constant at 3 weeks. The wholesale prices that Parts Emporium charges its customers are $12.99 for the EG151 exhaust gasket and $8.89 for the DB032 drive belt. Because no quantity discounts are offered on these two highly profitable items, gross margins based on current purchasing practices are 32 percent of the wholesale price for the exhaust gasket and 48 percent of the wholesale price for the drive belt. Parts Emporium estimates its cost to hold inventory at 21 percent of its inventory investment. This percentage recognizes the opportunity cost of tying money up in inventory and the variable costs of taxes, insurance, and shrinkage. The annual report notes other warehousing expenditures for utilities and maintenance and debt service on the 100,000-square-foot warehouse, which was built for $1.5 million. However, McCaskey reasons that these warehousing costs can be ignored because they will not change for the range of inventory policies that she is considering. Out-of-pocket costs for Parts Emporium to place an order with suppliers are estimated to be $20 per order for exhaust gaskets and $10 per order for drive belts. On the outbound side, the company can charge a delivery fee. Although most customers pick up their parts at Parts Emporium, some orders are delivered to customers. To provide this service, Parts Emporium contracts with a local company for a flat fee of $21.40 per order, which is added to the customer’s bill. McCaskey is unsure whether to increase the ordering costs for Parts Emporium to include delivery charges.

Put yourself in Sue McCaskey's position and prepare a detailed report to Dan Block and Ed Spriggs on managing the inventory of the EG151 exhaust gasket and the DB032 drive belt.

Write a 1,050- to 1,400-word report.

Discuss Parts Emporium supply chain and possible remedies for its supply chain problems.

Present a proper inventory system and recognize all relevant costs.

Discuss how your recommendations for these two items will reduce the annual cycle inventory, stock-out, and order costs.

Include strategic and tactical changes that might improve the company's inventory performance, reduce variability, and improve customer service.

Format your paper consistent with APA guidelines.

Please include all text files !!

Welcome to the second individual assignment in ITEC-3860! The goal from these series of individual assignments is to warm up your programming skills for the final project deliverable for your text-based adventure game. In games of this sort, the player wanders around from one location to another, picking up objects, and solving simple puzzles. The program you will create for this assignment is considerably less elaborate than the final project deliverable and it therefore limited in terms of number of rooms, items, monsters etc. Even so, you can still write a program that captures much of the spirit and flavor of the final game. ( text based adventure game )

This handout contains what you need to know about the second individual deliverable along with a number of hints and strategic suggestions.

Assumptions:

1. Player is able to navigate between rooms
2. Map information (including rooms’ descriptions, connections) are being retrieved from text file
3. If you have not retrieve navigation command from text file in the first assignment I didn’t take points off but I will in the second assignment. So, make sure to get this feature implemented. Your navigation commands (N, E, S, W) should be retrieved from text file.
4. Your code is keeping track of visited rooms

Goal: implement the items and puzzle feature as directed below.

Items feature:

Now that the player is able to navigate between different rooms, for the second assignment deliverable your goal is to allow the player to interact with 3 different items of your choice in three different rooms. Interaction behaviuor with items should include the exact following commands:

1. Examine item-name: this command will allow the player to retrieve the description of the examined item. Your game should display the description of the examined item to the console/GUI.
2. Pick item-name: this command will add the item to the player inventory.
   1. Your game should display that the item has been added to the player inventory by displaying the following message to the console/GUI “Item-name has been picked up from the room and successfully added to the player inventory.
   2. Upon picking up an item from a room, the item should disappear from the room and the player should not see the item again when visiting the same room.
3. Drop item-name: this command should allow the player to access any item in the inventory and drop it in the current room.
   1. When an item is dropped, it should be dropped in the current room and be available for the player to interact with again for reexamine and re-pickup.
   2. Upon dropping an item, your game should display the following message to the console/GUI “Item-name has been dropped successfully from the player inventory and placed in room-name”

Hint: The items will move around in the game as the player picks them up or drops them off. Therefore, your implementation must therefore provide a facility (internal data structure) for storing objects in a room and in the player’s inventory of items. The easiest approach is to use an ArrayList, which makes it easy to add and remove items.

Under the assumption that you have followed the suggested text file structure (You are allowed to use different structure as long as you are able to fulfill the requirements) your text file for this deliverable could look like the one in the figure below:

You will need to consider adding another text file that holds the items information The entries in the items text file can consist of three lines indicating the word used to refer to the item, the description of the item that appears when you encounter it, and the room number in which the item  is initially located. For example, this file indicates that the keys are in room 3, the lamp is room 8, and the rod is in room 12.

Puzzle feature:

Your goal is to allow the player to interact with one puzzle of your choice in any of the rooms. The interaction behavior with the puzzle should include the following commands:

1. One the player enters a room with a puzzle, the game must display the puzzle description to the console/GUI and wait for the player to enter an answer.
2. Each puzzle has number of attempts allowed
3. If the player enters the correct answer, the game must display “you solved the puzzle correctly!” and the puzzle must disappear from the room. Note, the puzzle should disappear from the game and never show up again while navigating between rooms.
4. If the player enters wrong answer, the game will subtract 1 attempt from the allowed attempt and allow the player to provide an answer again. The game must display “the answer you provided is wrong, you still have number-of-attempt. Try one more time”
5. If the player is not able to solve the puzzle correctly after the given number of attempts, the game will display “failed to solve” message to the player and the puzzle must disappear from the game and never show up again while navigating between rooms.

Hit: in the text file, you can link the puzzle to the room similar to items. You need to consider adding puzzle text file to hold the following information puzzle name, description, answer, number of attempts etc.

Important notes:

1. Please note that this is not a programming class where I am expected to trouble shoot your code. However, I found over the years of teaching this class that students need similar programming exercise to review their programming skills in preparation for the final project deliverable. To help you I will discuss possible solutions in the class and show you sample code and record some videos and you will put time and efforts to get your code up and running properly.
2. Use either JAVA Eclipse or IntelliJ
3. Grading code takes lots of time so keep your code clean, organized and understandable by adding comments. The more organized your code is the quicker I can grade and the faster you will get a feedback.
4. Don’t fix the file path in your code
5. If your code doesn’t run you will get ‘0’ for this assignment. If your code runs but have partial behaviuor you will get partial credits. e.g. your code runs and allows me to navigate between rooms but doesn’t keep track of visited rooms, then I will take points off for this missing requirements.

The third assignment will add more to the first and second assignment. Therefore, it is important to finish this assignment on time and as directed. Otherwise, you will fall behind quickly.

Change the program to modify the output file by making each sentence a new paragraph (inserting two carriage returns between every sentence. :) Don't over-think this, but you must have worked through and understand how the program works now in order to modify it. Remember, you want the carriage returns between every SENTENCE, not every LINE.

How would one do this? I'm not to sure how to make it make a new line after a sentence. Any help will be appreciated.

This is the original code that makes it make a new line after every carriage return. I need it to make a new line after every sentence.

Here is the input text file :  

Today we live in an era where information is processed
almost at the speed of light. Through computers, the
technological revolution is drastically changing the way we
live and communicate with one another. Terms such as
“the Internet,” which was unfamiliar just a few years ago, are
very common today. With the help of computers you can send
letters to, and receive letters from, loved ones within
seconds. You no longer need to send a résumé by mail to apply
for a job; in many cases you can simply submit your job
application via the Internet. You can watch how stocks perform
in real time, and instantly buy and sell them. Students
regularly “surf” the Internet and use computers to design
their classroom projects. They also use powerful word
processing software to complete their term papers. Many
people maintain and balance their checkbooks on computers.

//*************************************************************
// Author: D.S. Malik
//
// Program: Line and Letter Count
// This program reads a text, outputs the text as is, and also
// prints the number of lines and the number of times each
// letter appears in the text. An uppercase letter and a
// lowercase letter are treated as being the same; that is,
// they are tallied together.
//*************************************************************

#include
#include
#include

using namespace std;

void initialize(int& lc, int list[]);
void characterCount(char ch, int list[]);
void copyText(ifstream& intext, ofstream& outtext, char& ch,
int list[]);
void writeTotal(ofstream& outtext, int lc, int list[]);

int main()
{
//Step 1; Declare variables
int lineCount;
int letterCount[26];
char ch;
ifstream infile;
ofstream outfile;

infile.open("textin.txt"); //Step 2

if (!infile) //Step 3
{
cout << "Cannot open the input file."
<< endl;
return 1;
}

outfile.open("textout.out"); //Step 4

initialize(lineCount, letterCount); //Step 5

infile.get(ch); //Step 6

while (infile) //Step 7
{
copyText(infile, outfile, ch, letterCount); //Step 7.1
lineCount++; //Step 7.2
infile.get(ch); //Step 7.3
}

writeTotal(outfile, lineCount, letterCount); //Step 8

infile.close(); //Step 9
outfile.close(); //Step 9
  
return 0;
}

void initialize(int& lc, int list[])
{
int j;
lc = 0;

for (j = 0; j < 26; j++)
list[j] = 0;
} //end initialize

void characterCount(char ch, int list[])
{
int index;

ch = toupper(ch); //Step a

index = static_cast(ch)
- static_cast('A'); //Step b

if (0 <= index && index < 26) //Step c
list[index]++;
} //end characterCount

void copyText(ifstream& intext, ofstream& outtext, char& ch,
int list[])
{
while (ch != '\n') //process the entire line
{
outtext << ch; //output the character
characterCount(ch, list); //call the function
//character count
intext.get(ch); //read the next character
}
outtext << ch; //output the newline character
} //end copyText

void writeTotal(ofstream& outtext, int lc, int list[])
{
int index;

outtext << endl << endl;
outtext << "The number of lines = " << lc << endl;

for (index = 0; index < 26; index++)
outtext << static_cast(index + static_cast('A'))
<< " count = " << list[index] << endl;
} //end writeTotal

This is the code I've got so far to make it ask for what the output file should be named.

//*************************************************************
// Author: D.S. Malik
//
// Program: Line and Letter Count
// This program reads a text, outputs the text as is, and also
// prints the number of lines and the number of times each
// letter appears in the text. An uppercase letter and a
// lowercase letter are treated as being the same; that is,
// they are tallied together.
//*************************************************************

#include
#include
#include

using namespace std;

void initialize(int& lc, int list[]);
void characterCount(char ch, int list[]);
void copyText(ifstream& intext, ofstream& outtext, char& ch,
int list[]);
void writeTotal(ofstream& outtext, int lc, int list[]);

int main()
{
//Step 1; Declare variables
int lineCount;
int letterCount[26];
char ch;
ifstream infile;
ofstream outfile;
string fileName;
  
infile.open("textin.txt"); //Step 2

if (!infile) //Step 3
{
cout << "Cannot open the input file."
<< endl;
return 1;
}

cout << "Please enter the name of the output file: "; <----- This is the new code
getline(cin, fileName); <----- This is the new code

outfile.open(fileName.c_str()); //Step 4 <----- This is the new code

initialize(lineCount, letterCount); //Step 5

infile.get(ch); //Step 6

while (infile) //Step 7
{
copyText(infile, outfile, ch, letterCount); //Step 7.1
lineCount++; //Step 7.2
infile.get(ch); //Step 7.3
}

writeTotal(outfile, lineCount, letterCount); //Step 8

infile.close(); //Step 9
outfile.close(); //Step 9
  
return 0;
}

void initialize(int& lc, int list[])
{
int j;
lc = 0;

for (j = 0; j < 26; j++)
list[j] = 0;
} //end initialize

void characterCount(char ch, int list[])
{
int index;

ch = toupper(ch); //Step a

index = static_cast(ch)
- static_cast('A'); //Step b

if (0 <= index && index < 26) //Step c
list[index]++;
} //end characterCount

void copyText(ifstream& intext, ofstream& outtext, char& ch,
int list[])
{
while (ch != '\n') //process the entire line
{
outtext << ch; //output the character
characterCount(ch, list); //call the function
//character count
intext.get(ch); //read the next character
}
outtext << ch; //output the newline character
} //end copyText

void writeTotal(ofstream& outtext, int lc, int list[])
{
int index;

outtext << endl << endl;
outtext << "The number of lines = " << lc << endl;

for (index = 0; index < 26; index++)
outtext << static_cast(index + static_cast('A'))
<< " count = " << list[index] << endl;
} //end writeTotal

Change the program to modify the output file by making each sentence a new paragraph (inserting two carriage returns between every sentence. :) Don't over-think this, but you must have worked through and understand how the program works now in order to modify it. Remember, you want the carriage returns between every SENTENCE, not every LINE.

How would one do this? I'm not to sure how to make it make a new line after a sentence. Any help will be appreciated.

This is the original code that makes it make a new line after every carriage return. I need it to make a new line after every sentence.

Here is the input text file :  

Today we live in an era where information is processed
almost at the speed of light. Through computers, the
technological revolution is drastically changing the way we
live and communicate with one another. Terms such as
“the Internet,” which was unfamiliar just a few years ago, are
very common today. With the help of computers you can send
letters to, and receive letters from, loved ones within
seconds. You no longer need to send a résumé by mail to apply
for a job; in many cases you can simply submit your job
application via the Internet. You can watch how stocks perform
in real time, and instantly buy and sell them. Students
regularly “surf” the Internet and use computers to design
their classroom projects. They also use powerful word
processing software to complete their term papers. Many
people maintain and balance their checkbooks on computers.

Sorry the last question i posted looked very ugly!!

//*************************************************************
// Author: D.S. Malik
//
// Program: Line and Letter Count
// This program reads a text, outputs the text as is, and also
// prints the number of lines and the number of times each
// letter appears in the text. An uppercase letter and a
// lowercase letter are treated as being the same; that is,
// they are tallied together.
//*************************************************************

#include
#include
#include

using namespace std;

void initialize(int& lc, int list[]);
void characterCount(char ch, int list[]);
void copyText(ifstream& intext, ofstream& outtext, char& ch,
int list[]);
void writeTotal(ofstream& outtext, int lc, int list[]);

int main()
{
//Step 1; Declare variables
int lineCount;
int letterCount[26];
char ch;
ifstream infile;
ofstream outfile;

infile.open("textin.txt"); //Step 2

if (!infile) //Step 3
{
cout << "Cannot open the input file."
<< endl;
return 1;
}

outfile.open("textout.out"); //Step 4

initialize(lineCount, letterCount); //Step 5

infile.get(ch); //Step 6

while (infile) //Step 7
{
copyText(infile, outfile, ch, letterCount); //Step 7.1
lineCount++; //Step 7.2
infile.get(ch); //Step 7.3
}

writeTotal(outfile, lineCount, letterCount); //Step 8

infile.close(); //Step 9
outfile.close(); //Step 9
  
return 0;
}

void initialize(int& lc, int list[])
{
int j;
lc = 0;

for (j = 0; j < 26; j++)
list[j] = 0;
} //end initialize

void characterCount(char ch, int list[])
{
int index;

ch = toupper(ch); //Step a

index = static_cast(ch)
- static_cast('A'); //Step b

if (0 <= index && index < 26) //Step c
list[index]++;
} //end characterCount

void copyText(ifstream& intext, ofstream& outtext, char& ch,
int list[])
{
while (ch != '\n') //process the entire line
{
outtext << ch; //output the character
characterCount(ch, list); //call the function
//character count
intext.get(ch); //read the next character
}
outtext << ch; //output the newline character
} //end copyText

void writeTotal(ofstream& outtext, int lc, int list[])
{
int index;

outtext << endl << endl;
outtext << "The number of lines = " << lc << endl;

for (index = 0; index < 26; index++)
outtext << static_cast(index + static_cast('A'))
<< " count = " << list[index] << endl;
} //end writeTotal

This is the code I've got so far to make it ask for what the output file should be named.

//*************************************************************
// Author: D.S. Malik
//
// Program: Line and Letter Count
// This program reads a text, outputs the text as is, and also
// prints the number of lines and the number of times each
// letter appears in the text. An uppercase letter and a
// lowercase letter are treated as being the same; that is,
// they are tallied together.
//*************************************************************

#include
#include
#include

using namespace std;

void initialize(int& lc, int list[]);
void characterCount(char ch, int list[]);
void copyText(ifstream& intext, ofstream& outtext, char& ch,
int list[]);
void writeTotal(ofstream& outtext, int lc, int list[]);

int main()
{
//Step 1; Declare variables
int lineCount;
int letterCount[26];
char ch;
ifstream infile;
ofstream outfile;
string fileName;
  
infile.open("textin.txt"); //Step 2

if (!infile) //Step 3
{
cout << "Cannot open the input file."
<< endl;
return 1;
}

cout << "Please enter the name of the output file: "; <----- This is the new code
getline(cin, fileName); <----- This is the new code

outfile.open(fileName.c_str()); //Step 4 <----- This is the new code

initialize(lineCount, letterCount); //Step 5

infile.get(ch); //Step 6

while (infile) //Step 7
{
copyText(infile, outfile, ch, letterCount); //Step 7.1
lineCount++; //Step 7.2
infile.get(ch); //Step 7.3
}

writeTotal(outfile, lineCount, letterCount); //Step 8

infile.close(); //Step 9
outfile.close(); //Step 9
  
return 0;
}

void initialize(int& lc, int list[])
{
int j;
lc = 0;

for (j = 0; j < 26; j++)
list[j] = 0;
} //end initialize

void characterCount(char ch, int list[])
{
int index;

ch = toupper(ch); //Step a

index = static_cast(ch)
- static_cast('A'); //Step b

if (0 <= index && index < 26) //Step c
list[index]++;
} //end characterCount

void copyText(ifstream& intext, ofstream& outtext, char& ch,
int list[])
{
while (ch != '\n') //process the entire line
{
outtext << ch; //output the character
characterCount(ch, list); //call the function
//character count
intext.get(ch); //read the next character
}
outtext << ch; //output the newline character
} //end copyText

void writeTotal(ofstream& outtext, int lc, int list[])
{
int index;

outtext << endl << endl;
outtext << "The number of lines = " << lc << endl;

for (index = 0; index < 26; index++)
outtext << static_cast(index + static_cast('A'))
<< " count = " << list[index] << endl;
} //end writeTotal

** Only bold needs to be answered

In Java, implement the Athlete, Swimmer, Runner, and AthleteRoster classes below. Each class must be in separate file. Draw an UML diagram with the inheritance relationship of the classes.

1. The Athlete class
a. All class variables of the Athlete class must be private.

b.is a class with a single constructor: Athlete(String lName, String fName, int birthYear, int birthMonth, int birthDay, char gender). All arguments of the constructor should be stored as class variables. There should only be getter methods for first and last name variables. There should be no getters or setters for birthYear, birthMonth, birthDay.

c. Getter and setter methods for the gender of the athlete. The method setGender accepts a character and store it as a class variable. Characters 'm', 'M' denotes male, 'f' or 'F' denotes male or female. Any other char will be treated as undeclared. The method getGender return either the word "male" or "female" or “undeclared”.

4. The method computeAge() takes no arguments and returns the athletes computed age (as of today's date) as a string of the form "X years, Y months and Z days". Hint: Use the LocalDate and Period classes.

   i. e.g. "21 years, 2 months and 3 days". ii. e.g. "21 years and 3 days".

   iii. e.g. "21 years and 2 months". iv. e.g. "21 years".

   v. e.g. "2 months and 3 days".

5. The method public long daysSinceBirth() takes no arguments and returns a long which is the number of days since the athlete’s date of birth to the current day. Hint: Use the LocalDate and ChronoUnit classes.

6. The toString method returns a string comprised of the results ofgetFname, getLName and computeAge. E.g.

   i. “Bunny Bugs is 19 years and 1 day old”

7. The equals method returns true if the name and date of birth of this athlete and the compared other athlete are the same, otherwise return false.

2. The Swimmer class
a. All class variables of the Swimmer class must be private.

2. inherits from the Athlete class and has a single constructor,

   Swimmer(String lName, String fName, int birthYear, int birthMonth, int birthDay, char gender, String team). There should be a class variable for team. There should be a getter method for team.

3. The Swimmer class stores swim events for the swimmer. There should be a class variable for events. A swimmer participates in one or more of these events. The addEvent method is oveloadedand either adds a single event for the swimmer public boolean addEvent(String singleEvent) or adds a group of events for the swimmer public boolean addEvent(ArrayList multiEvents). Each event is of type String. Duplicate events are not stored and return false if duplicate found.

4. There should be a getter method that returns the class variable events.

5. The overridden toString method returns a string comprised of the concatenation of the parent’s toString return plus " and is a swimmer for team: XXXXX in the following events: YYYYY; ZZZZZZ." E.g.

   i. “Missy Franklin is 24 years and 4 months old and is a swimmer for team: Colorado Stars. She participates in the following events: [100m freestyle, 100m backstroke, 50m backstroke]”

3. The Runner class
a. All class variables of the Runner class must be private.

2. inherits from the Athlete class and has a single constructor,

   Runner(String lName, String fName, int birthYear, int birthMonth, int birthDay, char gender, String country). There should be a class variable for country. There should be a getter method for country.

3. The Runner class stores race events for the runner. There should be a class variable for events. Each event is a Distance. The list of valid events is given below:
   M100, M200, M400, M3000, M5000, M10000. A runner participates inone or more of these events. The addEvent method is oveloadedand either adds a single event for the runner public boolean addEvent(String singleEvent) or adds a group of events for the runner public boolean addEvent(ArrayList multiEvents). Each event is of type String. Duplicate events are not stored and return false if duplicate found.

4. There should be a getter method that returns the class variable events.

5. The toString method returns a String in the form: " AAA BBBB is XX years, YY months and ZZ days. He is a citizen of CCCCCCC and is a DDDDDDDD who participates in these events: [MJ00, MK00, ML00]”. If she does not participate in M3000 or M5000 or M10000 then she is a sprinter. If she does not participate in M100 or M200 or M400 then she is a long-distance runner. Otherwise she is a super athlete. E.g.

   i. “Bunny Bugs is 19 years and 1 day old. His is a citizen of USA and is a long-distance runner who participates in these events: [M10000]”

4. The AthleteRoster class
a. All class variables of the AthleteRoster class must be private.

2. Does not inherits from the Athlete class. The AthleteRoster class has a single constructor, AthleteRoster(String semster, int year). There should be class variables for semester and year. There should be getter methods for semester and year.

3. The AthleteRoster class has only one method for adding Athlete to the roster, by using the boolean addAthlete(Athlete a)method. The method returns true if the athlete was added successfully, it returns false if the athlete object already exists in the roster and therefore was not added.

4. Your AthleteRoster class will have only one class level data structure, an ArrayList, for storing athlete objects.

5. The String allAthletesOrderedByLastName() method returns a string object with of all the names of the athletes (Swimmers, Runners, etc.) in ascending order of last names(a-z).

6. The String allAthletesOrderedByAge() method returns a string object with of all the names of the athletes (Swimmers, Runners, etc.) in descending order of age(100-0).

7. The String allRunnersOrderedByNumberOfEvents() method returns a string object with of all the names of the Runners only in ascending order of number of events they participate in (0-100).

Complete the code before the due date. Submission of the completed eclipse project is via github link posted on the class page. Add your UML drawing to the github repo. ________________________________________________________________________ Example output:

__________Example from AthleteDriver shown below

Gender is undeclared
Gender is female
Gender is male
ComputeAge method says 19 years and 4 days
First name is : Duck

DaysSinceBirth method says 6943 days Last name is : Daffy
Output of our toString correct?:
Duck Daffy is 19 years and 4 days old =======================================

Did we add M10000 successfully?: true
Did we unsuccessfully try to add M10000 again?: false
Did we successfully add multiple events?: true
Did we unsuccessfully try to add multiple events?: false
How many events does Bugs participate in?: 3
Gender is male
Output of our toString correct?:
Bunny Bugs is 19 years and 3 days old. His is a citizen of USA and is a super athlete who participates in these events: [M10000, M100, M3000] =======================================

ThyssenKrupp Elevator Canada

INTRODUCTION During a lunchroom break, a male employee at ThyssenKrupp decided to take up a dare from a fellow colleague for $100 and the Jackass-like prank was videotaped then posted to YouTube. When it came to the attention of the HR manager and other senior management, the employee was fired for violating company policy. The employee argued in court that the organizational culture allowed such behaviour. But would the Ontario Labour Relations Board (OLRB) agree?

BACKGROUND ThyssenKrupp Elevator Canada was subcontracting elevator installation at a construction site in downtown Toronto where a large office building was being built. All the workers on the site, including those from ThyssenKrupp, and the main contractor of the site, PCL Construction, were male and the culture of the workplace was described as a “macho” environment where pranks were played. There were reportedly pictures of women and provocative calendars hanging on walls, as well as signs displaying vulgar humour. There was little concern about these as access to the building was restricted to people involved in the construction project. One of ThyssenKrupp's employees at the site was an elevator mechanic. He and several other employees engaged in what he called “picking” on each other and playing pranks to keep things light at work. They also watched pornographic scenes on a worker's iPod and episodes of the television show Jackass, which features individuals doing stupid activities on dares.

ESCALATION OF PRANK BEHAVIOUR Over a period of a few weeks, the mechanic and other employees performed more and more pranks that copied some of the ones they saw on the Jackass show. Typically these events took place in the basement lunchroom where employees gathered for breaks and meals, to change clothes, and to socialize. Soon, money was being offered on dares to do certain actions. For example, one ThyssenKrupp employee accepted a dare that involved a $60 payment—money collected from fellow employees, including three foremen. The dare involved the employee eating spoiled food found in the common refrigerator of the lunchroom. A couple of weeks after the first dare, the mechanic was observed playing with a stapler in the lunchroom on a break. One of the foremen walked in and jokingly said, “What are you going to do with that? Why don't you staple your nuts to something?” The mechanic jokingly replied that he'd do it “if you get enough money.” Though he claimed it was intended as a joke, word spread within a few hours, and soon $100 was raised among seven other ThyssenKrupp and three PCL employees. Another four people were in the lunchroom later that afternoon watching when the mechanic decided to go ahead with the staple dare. He proceeded to drop his work uniform trousers and staple his scrotum to a wooden plank, which was met by “cheering and high fives,” according to the mechanic. With the mechanic's knowledge, the prank was filmed on video. Included on-camera were all those employees present, wearing full worksite uniforms, PCL logos on hats, and TK shirt patches—all easily identifiable and recorded by a worker who was present that day. The mechanic was advised at a later date that the event was posted on YouTube. Initially, the mechanic did nothing about the YouTube posting, but eventually asked for it to be taken off the site. To ensure this was done, the mechanic went back to YouTube searching for the video clip, but couldn't find it. He assumed it had been removed, however it was not—he just didn't search correctly. In total, the video clip was assessable on YouTube for two weeks, during which time many employees in the construction industry watched it. It was during these two weeks that ThyssenKrupp became aware of the video after the HR department received an email with a link to the video, and several people discussed it with a ThyssenKrupp executive at a construction labour relations conference. Conference participants insisted the employee was from ThyssenKrupp, and they questioned how the company could allow something like that to happen during work hours. At this point, ThyssenKrupp management reviewed the video one more time and decided that the mechanic had violated its workplace harassment policy, which prohibited “practical jokes of a sexual nature which cause awkwardness or embarrassment.” The mechanic was fired for “a flagrant violation” of ThyssenKrupp's harassment policy and risking the company's reputation.

CULTURE AT FAULT Upon being fired from his job, the mechanic filed a grievance with the OLRB. He argued that dismissal was too harsh given the culture of the workplace which was accepting of that type of behaviour. He also said no one told him not to do it, no one expressed displeasure, and no one mentioned they were offended. He argued that other employees had done stunts but questioned why he was the only one disciplined for his actions. He also claimed to have never seen the workplace harassment policy, even though it was part of the orientation package.

THE DECISION In July 2011, the OLRB found the mechanic's misconduct on the employer's premises, plus his permission to record it, “patently unacceptable in almost any workplace.” The fact that his employer was easily identified in the video clip contributed to the decision. The fact that the mechanic claimed not to have known about the corporate harassment policy was irrelevant—he should have known better. The OLRB also dismissed as irrelevant that no one protested or objected to the prank during the lunch break, which the mechanic argued was “not during work hours.” The court stated that ThyssenKrupp has an interest in preventing such horseplay and stunts in the workplace. They are in a safety-sensitive industry and such employee misconduct places the firm's reputation in jeopardy. The seriousness of the mechanic's misconduct also superseded any other factors, such as his claim of being a good employee with a clean record and the argument around the culture. There was no evidence that the company was aware of other pranks, and his role as the principle offender wasn't diminished by the culture, said the board. In dismissing the mechanics grievance, the board stated, “If (ThyssenKrupp) employees want to emulate the principles of Jackass by self-abuse, they may be free to do so when they are not on the (employer's) premises and cannot be identified as being associated with (ThyssenKrupp).”

Question 1. What corporate values did ThyssenKrupp refer to when deciding to terminate the mechanic? What are the health and safety issues involved here? Do you think an informal work environment is leading towards a lack of strict health & safety policy at the workplace?

Question 2. Considering that the mechanic claimed that the ThyssenKrupp culture contributed to such behaviour, in your opinion, does ThyssenKrupp need to change its corporate culture? If not, why not?

Question 3. Are there any Tort issues involved here? What other legal issues are involved here? Explain

Question 4. Did the Ontario Labour Relation Board (OLRB) accept the defense that organizational culture contributed to the employee behaviour? Explain their reasoning. Considering the company’s work environment, what factors need to be considered while updating the company’s health & safety policy?

Each question may be answered in about 150 to 200 words.

Name and discuss at least three principles of communication (as discussed in the textbook). Explain detailed elements of each of the principles you have chosen. Also, respond to the following question: Do you think communication is essential in business for people oriented and technical career success? 150 words

Communication Principles

A more sophisticated understanding of how communication operates begins with some fundamental principles.

Communication Is Unavoidable A fundamental axiom of communication is “One cannot not communicate.”¹⁷ As you will learn in Chapter 4, facial expression, posture, gesture, clothing, and a host of other behaviors offer cues about our attitudes. The notion that we are always communicating means we send messages even by our absence. Failing to show up at an event or leaving the room suggests meaning to others. Because communication is unavoidable, it is essential to consider the unintentional messages you send.

Communication Is Strategic Almost all communication is aimed at achieving goals. On the job, the most obvious type is instrumental communication, or messages aimed at accomplishing the task at hand. Your manager is communicating instrumentally when she says, “I need that report by noon,” and you are pursuing instrumental goals when you ask, “How long does the report need to be?” People are not always direct in their communication about instrumental goals. Saying, “Wow—look at the time!” could be an implicit message designed to accomplish the task of ending a conversation. Furthermore, in a negotiation, your “final offer” may actually be a bargaining ploy to get a better deal.

A second set of goals involves relational communication, or messages that shape and reflect the way people regard one another. Building positive relationships is not just about being sociable; a positive climate in the workplace also helps us accomplish instrumental goals. Conversely, a negative relationship can make it difficult, or even impossible, to accomplish the task at hand.

Virtually all messages contain both instrumental and relational dimensions. When a customer service representative asks, “How can I help you?” the instrumental nature of this question is obvious. But the way the question is asked shapes the tenor of the relationship between the rep and the customer—rushed or deliberate, sincere or phony, friendly or unfriendly.¹⁸

A third, less obvious reason we communicate involves identity management, which is the practice of presenting yourself in ways that produce a preferred image and distinctive sense of self. To understand this concept, list 10 words or phrases that describe the way you would like others to see you on the job. Your list probably includes terms such as competent, trustworthy, and efficient. (Be sure to complete your own list before reading on.) Taken together, the attributes on this list (and many others) make up the professional identity you want to create. Next, think about the ways you communicate, both verbally and nonverbally, to get others to accept your identity. If being calm under pressure is part 7of your preferred identity, what do you say or do to project that quality? If you want others to see you as knowledgeable, how do you communicate to create that impression?

As these examples show, communication is often strategic; in other words, we intentionally craft messages for the purpose of achieving instrumental, relational, and identity goals. However, we do not always realize that we are being strategic in our communication. Think about the last time you met a new person. You probably did not have the following thoughts running through your mind: “Must look confident and friendly! Firm handshake! Direct eye contact! Remember to smile!” While many of these behaviors are performed subconsciously, crafting a thoughtful strategy to achieve your goals can boost the odds you will succeed.

The authors of this book suggest a variety of communication strategies you can use to achieve your goals and the goals of the organizations with which you are involved. Many of these strategies focus on specific work-related contexts, such as interviews, meetings, and presentations. Others will be useful in almost every professional context where you want to enhance your professional identity, manage relationships, and get the job done most effectively.

At first, the notion of strategic communication might seem unethical. In reality, communicating purposefully is not necessarily dishonest. For example, organizational spokespersons must be strategic in how they phrase their messages when communicating with the public during a crisis event. If family members are grieving over the loss of a loved one due to a workplace accident, a spokesperson may strategically choose to acknowledge that they are hurting, rather than saying, “I know how you feel.” The guidelines on pp. 22–24 show that it is possible to be strategic while still respecting others’ rights and needs.

Communication Is Irreversible At one time or another, everyone has wished they could take back words they regretted uttering. Unfortunately, this is not possible. Our words and deeds are recorded in others’ memories, and we cannot erase them. As the old saying goes, people may forgive, but they do not forget. In fact, the more vigorously you try to erase an act, the more vividly it may stand out.

Communication Is a Process It is not accurate to talk about an “act” of communication, as if sending or receiving a message were an isolated event. Rather, every communication event needs to be examined as part of its communication context. As an example, suppose your boss responds to your request for a raise by saying, “I was going to ask you to take a cut in pay!” How would you react? The answer probably depends on several factors: Is your boss a joker or a serious person? How does the comment fit into the history of your relationship—have your boss’s remarks been critical or supportive in the past? How does the message fit with ones you have received from other people? What kind of mood are you in today? All these questions show that the meaning of a message depends in part on what has happened before the message. Each message is part of a process: It does not occur in isolation.

Communication Is Not a Panacea Panacea comes from the Greek word panakeia, meaning “all-healing.” Just as alchemists during the Renaissance believed there was an elixir that would give eternal life, some individuals today believe that communication is a cure-all for all problems. Although communication can certainly smooth out the bumps and straighten the road to success, misunderstandings and ill feelings may still occur.¹⁹ Even effective communication cannot solve all problems. In some situations, the parties may understand one another perfectly yet still disagree. These limitations are important to understand as you begin to study communication on the job. Boosting your communication skills may increase your effectiveness, but improvements in those skills will not be a remedy for every situation that you encounter.

Personal Financial Planning Mini-Case

Jeff and Mary Douglas, a couple in their mid-30s, have two children - Paul age 6 and Marcy age 7. The Douglas' do not have substantial assets and have not yet reached their peak earning years. Jeff is a general manager of a jewelry manufacturer in Providence, RI while Mary teaches at the local elementary school in the town of Tiverton, RI. The family needs both incomes to meet their normal living expenses and to meet unforeseen emergency purchases. Their cash flow situation is tight and they have had difficulty growing a "nest egg" through savings and investing.

Jeff and Mary have discussed the needs of their two children who are typical, healthy, and active kids. They have discussed trying to have Mary stay at home, be with the kids more and run the household but her income is very much needed and she also wants a career and doesn't want to put her teaching job on hold to be a stay-at-home mother. Jeff also wants (and needs) to work and his job often requires long days - beyond the 9-5 grind.

Now that both children are in school there is no day care need and Mary's job schedule actually matches nicely with the children's schedule so she not only wants to continue to work but is thinking about completing a graduate degree. Currently, Mary is able to take most of the summer off from teaching (when the children are home on vacation) and so she enjoys a great deal of flexibility in the summer and spends quite a bit of time with the children in the summer.

Jeff is the breadwinner of the family but Mary's contribution is also very significant. Jeff earns about 65% of the total household income with Mary earning the remainder. By completing a graduate degree, Mary could increase her salary by at least 20% but she would need to commit to a continuing education program at either Providence College or URI.

Although their net worth is not substantial, they have big dreams and aspirations. Their personal financial objectives include goals that if achieved would provide a better life for their children than both Jeff and Mary had growing up in working class families in the Fall River and New Bedford areas. They want to help their children go to good colleges and Jeff and Mary want to have assets that allow them (Jeff and Mary) live a comfortable retirement. Both are in excellent health and have family histories of long life expectancies. Their retirements (at age 65 or so) could be a period of 20 or more years.

They own their home which has an assessed value of $200,000 and a market value of about $300,000 (as determined by a real estate appraiser based on recent sales of comparable homes in similar neighborhoods.) The mortgage on the home has a balance of $140,000. A review of the Douglas' financial information, bank statements, and other documents shows the following as of 6/1/18:

- 2011 Camry worth about $11,000, with a bank loan balance of $3,000

- 2012 Volvo S60 worth about $15,000, with a bank loan balance of $10,000

- An insurance policy on Jeff's life with a face value of $100,000 and no cash surrender value. Mary is the beneficiary listed on Jeff's policy.

- An insurance policy on Mary's life with a face value of $10,000 and no cash surrender value. Jeff is the beneficiary listed on Mary's policy.

- Credit card balances that total $3,500.

- A savings account with a $1,000 balance.

- Two mutual funds earmarked for the children's college education. The account for Paul has a balance of $10,000 and Marcy's has $11,000 as a current balance. The fund has averaged an 8% annual rate of return over its life.

- 100 shares of Apple Inc. (NASDAQ: stock symbol = AAPL), formerly Apple Computer, Inc. You need to value this stock based on the 1/2/18 price per share. You will need to find that on the Internet.

- 200 Shares of AT&T.

- 150 shares of Twitter.

- A checking account with a balance of $3,000.

- Jeff estimates that their furniture, fixtures etc. in the home are worth about $7,000.

- Jeff and Mary have retirement accounts that have a current market value of approximately $200,000.

- Mary still has an education loan with an outstanding balance of $15,000. It still has seven years left on it.

- A vacation loan of $750 due in 6 months and a home improvement loan of $2,000 due in 2 years (unsecured - not a home equity loan.)

- Jeff wants to finish the basement and he has discussed this at length with Mary. He is getting estimates from contractors based on ideas that both he and Mary have to create a play area for the children and a TV/den for the family. Jeff and Mary love to play ping pong and pool and would love to introduce the children to both "sports." He believes that the project will cost about $30,000 and he is interested in tapping into the home equity.

- Jeff is also an avid baseball fan and is looking at buying a membership to a local baseball/softball facility for both Paul and Marcy. He figures that since he doesn't have any expensive hobbies, it would be fun to get Paul started as a baseball player and Marcy as a softball player. The membership costs and related costs are as follows: $1,500 per year (covers both kids), equipment $500 per year, and team registration and travel costs will be about another $1,000 to $2,000 a year depending on how serious the kids become. Mary is not sure that this is a priority at this point and wants to explore this possibility in more detail.

General instructions: Please read through the questions below, compile your own answers and responses. I need to have you submit your solution (answers to the questions below) by attaching files within the Assignment tab in myCourses (not CONNECT!). PLEASE DO NOT EMAIL ME YOUR SOLUTION AS IT MAY GET LOST IN THE HUNDREDS OF EMAILS I RECEIVE EACH WEEK. IT MAKES THINGS MUCH EASIER IF YOU SUBMIT VIA MYCOURSES. ALSO YOUR GRADE FOR THIS CASE WILL ALSO BE REPORTED IN MYCOURSES.

1. What is the family's net worth? Please attach support for this with either an Excel or MS Word document to the Personal Finance Case assignment tab in myCourses. Your Excel or MS Word file should clearly reveal the Balance Sheet for the Douglas Family. Please produce it in good form - emulating what you see for examples in the book. The balance sheet "as of date" should be 6/1/18

2. What is the current ratio? (Use the formula from the book)

3. What is the debt ratio?

4. Any comments about the family’s investment portfolio? Please keep in mind that their investment portfolio currently consists of common stocks. Their home is not considered part of their investment portfolio. Strengths or weaknesses?

5. If the family's monthly living expenses are about $6,000, what is their liquidity ratio?

6. Jeff Douglas believes strongly that they should help fully fund the equivalent of a state university education (4 years) for Paul and Marcy. Both sets of grandparents have volunteered to make a lump sum donation (50/50 spilt) to the mutual funds today. In other words, these generous grandparents have stated that they are willing to pool their funds and make a substantial deposit to support an education fund.

Assuming that today's cost of that type of college education is $25,000 per year and that it will inflate by 4% per year, how much must the grandparents donate to the mutual funds to fully fund these investments (to meet Jeff's goal)? (Assume that Paul and Marcy will start college in 12 and 11 years respectively. You will need to determine the present value of the future college costs. I have put a worksheet at the end of this document that you might find helpful. If you are an Excel user, you can set this up within an Excel worksheet. Here are some steps to follow:

A. First by growing the cost of education by 4% per year (12 years into the future for Paul and 11 years for Marcy) and then calculating the present value of those future cash flows. Keep in mind that Paul will be going to school for 4 years and so too will Marcy. So you will need to figure the future value of the cost of education for the first year, second year, third year, and fourth year - each year 4% more costly than the year before!

B. Calculate the present value of the future costs of education using the investment yield prediction (8% - see below and notice in the data above that the investment fund has averaged 8% per year).

C. Once you have the present value of the future costs - you can subtract the current balance in these accounts to derive the "donation" that the grandparents will need to make.) Assume that the investment will grow at 8% per year as a result of investment yields. How much (in total) must the grandparents invest today to establish the education fund for Paul and Marcy?

NOTE: There is more on how to approach solving requirement 6 at the end of this document.

7. Calculate the percentage of net worth represented by the home and the next two largest assets. Take into account any loans attributed to those assets so that you show the following - the asset’s net value/Total family net worth. Count both cars as one asset (Automobiles).

This is called the “dominant” asset – other words, if a family is “car rich” then that would mean a significant percentage of their wealth (as defined by net worth) would be from the value of its cars. The cars would be the dominant asset. If the family’s net worth is mostly from their retirement accounts, then we could say that a significant amount of their wealth is from pensions.

8. Jeff is considering applying for a home equity loan to finance the basement project. What is the maximum home equity loan the Douglas' could possibly get based only on equity (and ignoring cash flow considerations)? Assume that a bank is willing to loan up to 80% of the value of the home (between the mortgage and the home equity loan).

9. Home equity loans have many advantages. For example, the home equity loan may be the source of funds to help Jeff and Mary finish their basement. The interest on the loan will be tax deductible. The arrangement that Jeff and Mary are looking at will involve a 15-year payback period and would allow for them to draw down on any unused funds in a credit line arrangement.

Please describe two disadvantages of a home equity loan and recommend an amount that Jeff and Mary should request for their line of credit.

10. In your textbook chapter on Life Insurance, read about "Determining Your Life Insurance Needs." Please use the following methods: Easy Method (assume Jeff makes $70,000 per year and Mary makes about $40,000), DINK method (even though they do have two kids still use DINK to come up with an estimated amount and assume that funeral expenses will be $10,000 for Jeff and $10,000 for Mary.) and the "Family Need" method. Also, when using the DINK method, assume that "other debts" are 100% of the balances for the vacation, home improvement, and education loans.

For the Family Need method, use the same calculations as shown the book example. Assume that living expenses are 70% of their income (you need this to estimate an emergency fund). Be conservative and estimate an emergency fund of 6 months of living expenses. Keep in mind that when using the "Family Need" method, you have to run the analysis twice (see the book example) - once based on the what-if assumption that Jeff dies now and once based on the what-if assumption that Mary dies now. Assume that the retirement account on the balance sheet is 90% Jeff's funds and 10% Mary's. Ignore social security death benefits. Also, the assumption should be that the Mutual Fund investment should not be considered as a liquid asset because it is earmarked for the children's education.

What do you recommend for death benefit amounts for each person (Jeff and Mary)? Please write a paragraph or two mentioning the amount of life insurance each needs and why you chose the amount you did.

11. Pretend you are a personal financial planning professional attempting to devise a comprehensive personal financial plan for Jeff and Mary. What other areas of Jeff and Mary's personal financial situation should be examined? Please mention at least 2 other concepts that they should take a careful look at. Please write a few paragraphs that answer this question. Feel free to pose additional questions that you would like to ask Jeff and Mary as a way of making sure you, as a financial planner, understand their situation.

_________________________________________________________________

Requirement 6 of the Douglas Personal Financial Planning Case

These steps and the worksheet below might help you solve requirement 6. I find it easier to set this type of thing up within an Excel worksheet and I like to utilize the FV and PV functions of Excel. However, you can also do this with the time value of money tables within the text or with a financial calculator. It’s up to you. In any event, please show your work - how you derived your final answer.

1. First step involves growing the cost of education by 4% per year (12 years into the future for Paul and 11 years for Marcy) and then finding the present value of those future costs by assuming an 8% annual return.   So here's what you need to do. Set up a table like these for both kids:

(GO TO NEXT PAGE)

Paul's projections

Marcy's projections

Once you have the present value of the future costs - you can subtract the current balance in the current education accounts to derive the "donation" that the grandparents will need to make.) How much (in total) must the grandparents invest today to establish the education fund for Paul and Marcy? Use the following formula:

Total present value of the education costs less the $21,000 in the current education accounts = the donation that the grandparents will make.

CASE 3.9

Walmart de Mexico

Sam Walton was born on March 29, 1918, in Kingfisher, Oklahoma, a small town 50 miles northwest of Oklahoma City. Sam’s father, a farmer, struggled to support his family during the Great Depression. The Walton family hopscotched around the country before finally settling in Missouri where Sam graduated from high school. After obtaining a degree in economics from the University of Missouri, Sam went to work as a management trainee with J.C. Penney Company at a monthly salary of $75. Following the outbreak of World War II, Sam enlisted in the U.S. Army and served until 1945.

Upon returning to civilian life, Sam Walton borrowed money from his father-in-law to purchase a small retail store in northern Arkansas. Walton purchased additional stores in Arkansas, Kansas, and Missouri over the following years. In 1962, Walton opened the first store branded as a “Wal-Mart” in Rogers, Arkansas, 10 miles from Bentonville, which would become the company’s corporate headquarters. Walmart expanded its operations across the continental United States over the next three decades. In 1992, the year Sam Walton died, Walmart surpassed Sears to become the largest retailer in the United States.

By 2012, Walmart employed over two million people, making it the world’s largest private employer. In that same year, four members of Sam Walton’s family ranked among the top 10 of the Forbes 400, the 400 wealthiest individuals in the United States.1 Those individuals, with a collective wealth of more than $100 billion, included his three surviving children and the widow of his son, John Walton, a former Green Beret who was awarded the Silver Star for heroism during the Vietnam War.

The Lowest Prices Anytime, Anywhere!

Walmart’s incredible growth was due to the hypercompetitive business model developed by Sam Walton. The central tenet of Walton’s business plan was the motto that he adopted for his company, “The Lowest Prices Anytime, Anywhere!” Walton reasoned that if he undercut the prices charged by his competitors, his company would generate sufficient sales volume to realize significant economies of scale. The most important of those economies of scale would be purchasing merchandise in bulk quantities at discounted wholesale prices that were not available to other retailers.

Walton’s simple business plan worked to perfection as Walmart routinely dominated the geographical markets that it entered. The ultimate result of Walmart’s alleged “predatory” business model was to drive large numbers of small retailers, including pharmacies, groceries, and general merchandise stores, out of business. In an op-ed piece written for the New York Times, Robert Reich, former Secretary of the U.S. Department of Labor, observed that Walmart “Turns main streets into ghost towns by sucking business away from small retailers.”2

In the early 1990s, Walmart became an international company when it opened retail outlets in Mexico and Canada. After replicating its successful business model in those countries, Walmart extended its operations outside of North America. Within two decades, approximately one-fourth of the company’s sales were produced by its 6,000 retail stores in more than two dozen countries scattered around the globe.

To date, Mexico has easily been Walmart’s most successful international venture. Walmart quickly seized control of the retail industry in that country by taking away large chunks of a market share previously held by domestic retailers that had operated in the country for decades. By 2012, Walmart’s Mexican subsidiary, Walmart de Mexico, was Mexico’s largest retailer and that nation’s largest private employer.

Bribery Allegations

In April 2012, an article published by the New York Times, “Vast Mexico Bribery Case Hushed Up by Wal-Mart After Top-Level Struggle,” reported that Walmart had routinely bribed government officials to obtain building permits and other business licenses required by Mexican law. A former Walmart de Mexico officer testified that the bribes allowed the Mexican subsidiary “to build hundreds of new stores so fast that competitors would not have time to react.”3 The Pulitzer Prize-winning article in the New York Times, which was the culmination of an 18-month long investigation, insisted that the bribes violated the Foreign Corrupt Practices Act of 1977 (FCPA). The article also accused Walmart’s senior management of concealing those bribes from U.S. law enforcement authorities.

Walmart’s senior executives learned of the bribes being paid by their company’s Mexican subsidiary in late 2005 and immediately launched an investigation. “Wal- Mart dispatched investigators to Mexico City, and within days they unearthed evidence of widespread bribery. . . . They also found documents showing that Wal-Mart de Mexico’s top executives not only knew about the payments but had taken steps to conceal them from Wal-Mart’s headquarters in Bentonville, Ark.”4

Following the discovery of the bribes, Walmart’s senior executives disagreed on how to address the problem. The New York Times article reported that Walmart’s management ultimately decided to resolve the matter quietly and internally. That goal was achieved by placing the Walmart de Mexico executive who had allegedly authorized the bribes in charge of the ongoing investigation of them. The investigation ended shortly thereafter. The subsequent internal report noted that “There is no clear evidence or clear indication of bribes paid to Mexican government authorities with the purpose of wrongfully securing any licenses or permits.”5

The former FBI agent who served as Walmart’s director of corporate investigations found the internal report inadequate. “The report was nonetheless accepted by Wal- Mart’s leaders as the last word on the matter.”6 Walmart’s senior executives informed the U.S. Department of Justice that their company may have violated the FCPA only after they had learned of the ongoing investigation by the New York Times.

The author of the New York Times article charged that Walmart’s “relentless pursuit of growth” had compromised its commitment to the “highest moral and ethical standards.”7 A follow-up article in the New York Times in December 2012, “How Wal-Mart Used Payoffs to Get Its Way in Mexico,” described the methods used by

Walmart de Mexico to gain an unfair advantage over its competitors. That article also dismissed the suggestion that Walmart was a “victim” of a corrupt business culture in Mexico that obligated companies to bribe governmental officials.

The Times’ investigation reveals that Wal-Mart de Mexico was not the reluctant victim of a corrupt culture that insisted on bribes as the cost of doing business. Nor did it pay bribes merely to speed up routine approvals. Rather, Wal-Mart de Mexico was an aggressive and creative corrupter, offering large payoffs to get what the law other-wise prohibited. It used bribes to subvert democratic governance—public votes, open debates, transparent procedures. It used bribes to circumvent regulatory safeguards that protect Mexican citizens from unsafe construction. It used bribes to outflank rivals. 8

After reporting the potential FCPA violations to the U.S. Department of Justice in December 2011, Walmart instructed its audit committee to use “all resources necessary” to “aggressively” investigate the company’s “FCPA compliance” not only in Mexico but worldwide. The audit committee hired KPMG and a major law firm to assist in the forensic investigation.10 Walmart’s board also created a network of international “FCPA compliance directors” that would report to a Bentonville-based “Global FCPA Compliance Officer.” In an April 2012 press release that addressed the bribery allegations made by the New York Times, Walmart officials declared that “We will not tolerate non-compliance with the FCPA anywhere or at any level of the company.”11

Since 2012, Walmart officials have discussed the status of the ongoing internal and external FCPA investigations in their company’s periodic registration statements filed with the SEC. Those disclosures have consistently warned the investing and lending community that it is “probable” that Walmart will eventually incur a loss stemming from the alleged FCPA violations but that the amount of the loss can- not be “reasonably estimated.” Nevertheless, company management reports that the expected loss is unlikely to have a “material adverse” effect on Walmart’s operations. The company also regularly discloses the cumulative cost that it has incurred in connection with its internal FCPA investigation. By early 2016, that figure had topped $600 million. Finally, the company’s interim reports on the FCPA matter reveal that potential FCPA violations have been uncovered within the company’s operations in countries other than Mexico, including Brazil, China, and India.

There has been widespread speculation in the business press concerning the ultimate outcome of the joint SEC and U.S. Department of Justice investigation of Walmart’s alleged FCPA violations. Much of that speculation has focused on the magnitude of the monetary fines the federal agencies might levy on Walmart. Many observers believe that those fines could surpass the $450 million in FCPA-related fines imposed on the German engineering and electronics firm Siemens AG in 2008.

The FCPA: From Watergate to Walmartgate

Walmart’s widely publicized FCPA problems refocused attention on the origins and nature of that federal statute. The FCPA was a by-product of the scandal-ridden Watergate era of the 1970s. During the Watergate investigations, the Office of the Special Prosecutor uncovered large bribes, kickbacks, and other payments made by U.S. corporations to officials of foreign governments to initiate or maintain business relationships.

Widespread public disapproval compelled Congress to pass the FCPA, which criminalizes most such payments.12 The FCPA also requires U.S. companies to maintain internal control systems that provide reasonable assurance of discovering improper foreign payments. In a 1997 Accounting and Auditing Enforcement Release, the Securities and Exchange Commission (SEC) highlighted the importance and need for the accounting and internal control requirements embedded in the FCPA.

The accounting provisions [of the FCPA] were enacted by Congress along with the anti-bribery provisions because Congress concluded that almost all bribery of foreign officials by American companies was covered up in the corporations’ books and that the requirement for accurate records and adequate internal controls would deter bribery.13

In the two decades following the passage of the FCPA, the SEC seldom charged U.S. companies with violating its provisions. In fact, in 1997 when the SEC filed FCPA- related charges against Triton Energy Ltd., an international oil and gas exploration company, more than 10 years had elapsed since the federal agency’s prior FCPA case. At the time, the SEC conceded that the filing of the FCPA charges against Triton Energy was intended to send a “message” to U.S. companies that “it’s not O.K. to pay bribes as long as you don’t get caught.”14 At the same time, an SEC spokesperson predicted that his agency would be filing considerably more FCPA charges in the future.15

The SEC was true to its word. By 2015, the SEC was investigating potential FCPA violations by 74 public companies. Those companies included such prominent firms as Bristol-Myers Squibb, Cisco Systems, Halliburton, United Technologies, and Wynn Resorts. The World Bank has reinforced the need for the SEC and other global law enforcement agencies to rein in corporate bribery since it estimates that more than $1 trillion in bribes are paid annually in the U.S. alone.16

The FCPA is not without its critics. Many corporate executives have complained that the federal statute places U.S. multinational companies at a significant competitive disadvantage to multinational firms based in countries that have do not have a comparable law. Those same executives also find the recent “overzealousness” in prosecuting alleged FCPA violators inappropriate. “We are seeing companies getting scooped up in aggressive enforcement actions and investigations. A culture of overzealousness has grabbed the Justice Department. The last time I checked, we were not living in a police state.”17 In response to that complaint, a representative of the U.S. Department of Justice observed, “This is not the time for the United States to be condoning corruption. We are a world leader and we want to do everything to make sure that business is less corrupt, not more.”18

To date, the FCPA has not had a significant impact on the auditors of SEC registrants. An audit firm has been named in only one FCPA complaint filed by the SEC. In that case, a representative of KPMG’s Indonesian affiliate was charged with paying a bribe to a governmental official to reduce the tax bill of its client. The KPMG affiliate settled the charge by agreeing to a cease and desist order but was not fined.19 As the FCPA complaint against Walmart unfolded, a reporter for the Reuters international news service noted that it was unlikely that Ernst & Young, Walmart’s longtime auditor, would become a target of that investigation.

In fact, the FCPA has created a new revenue stream for the major accounting firms that serve as the auditors of most SEC registrants. For example, Deloitte’s website lists “Foreign Corrupt Practices Act Consulting” as an ancillary service that it provides to public companies.

Our Foreign Corrupt Practices Act (FCPA) Consulting practice helps organizations navigate FCPA risk and respond to potential violations. Utilizing the network of Deloitte member firms and their affiliates including their forensic resources in the United States, Canada, Europe, Russia, Africa, Latin America, and Asia, we have worked on a variety of FCPA engagements including investigations, acquisition due diligence, and compliance program implementation and assessments in over fifty countries for some of the world's leading companies

1. Identify control activities that Walmart could have implemented for Walmart de Mexico and its other foreign subsidiaries to minimize the likelihood of illegal payments to government officials. Would these control activities have been cost-effective?

2. What responsibility, if any, does an accountant of a public company have when he or she discovers that the client has violated a law? How does the accountant’s position on the company’s employment hierarchy affect that responsibility, if at all? What responsibility does an auditor of a public company have if he or she discovers illegal acts by the client? Does the auditor’s position on his or her firm’s employment hierarchy affect this responsibility?

3. Does an audit firm of an SEC registrant have a responsibility to apply audit procedures intended to determine whether the client has complied with the FCPA? Defend your answer.

4. If the citizens of certain foreign countries believe that the payment of bribes is an acceptable business practice, is it appropriate for U.S. companies to challenge that belief when doing business in those countries? Defend your answer.