Question 81

1. The actual birth of a baby occurs during the third stage of birth after the placenta is delivered.

   a.

   TRUE

   b.

   FALSE

Question 87

1. A leak in a blood vessel is closed by platelets and fibrin threads that contract.

   a.

   TRUE

   b.

   FALSE

As Reith (1975, pp.13-15) outlines, there are four phases in the evolution of the quest for security.

• The search for collective security.
• The need for rules and laws.
• Individuals would not obey laws.
• The means to compel observance of rules found.

Please consider the questions below as you begin to complete this assignment:

• Private security has existed since ancient times. Identify how the security techniques, strategies, and measures were used in.
• How did private security evolve and develop?
• Did the world wars have an impact in private security?
• Distinguish how private security changed in the early 1990's and again after 9/11.
• Outline the functions of private security from inception to current day times.

Case Study Harwood Medical Instruments PLC Harwood Medical Instruments PLC (HMI), based just outside of Birmingham, England, manufactured specialty medical instruments and sold them in market niches that were becoming increasingly competitive and price sensitive because of pressures to reduce health care costs. HMI was organized into nine decisions each run by a general manager. Over the years, HMI had grown both organically and by acquisition. Six of the divisions had been acquired by HMI within the past decade. All of HMI’s divisions sold medical products to hospitals, laboratories, and/or doctors, so the need for product quality and reliability was high. The divisions varied significantly, however, in terms of the degree to which their success depended on, for example, development of new products, efficiency of production, and/or customer service. Bonuses for division general managers were paid semi-annually. Up to the year 2009, these bonuses were calculated as 1% of division operating profits. HMI’s managing director, Andy Guthrie, had concerns though that the operating profit measure was too narrowly focused. He had been reading articles about performance measurement and decided to a “more balanced” scorecard. In November 2009, just before introducing a new bonus plan, Mr. Guthrie explained to his chief financial officer that he was willing to pay out higher bonuses than had been paid historically if improved performance warranted doing so. The new plan provided a base bonus for division general managers of 1% of division operating profits for the half-year period. This base bonus was adjusted as follows: • Increased by £5,000 if over 99% of deliveries were on time; by £2,000 if 95-99% of deliveries were on time; or by zero is less than 95% of deliveries were on time. • Increased by £5,000 if sales returns were less than or equal to1% of sales, or decreased by 50% of the excess of sales returns over 1% of sales. • Increased by £1,000 for every patent application filed with the UK Intellectual Property Office. • Reduced by the excess of scrap and rework costs over 1% of operating profit. • Reduced by £5,000 if average customer satisfaction ratings were below 90%. If the bonus calculation resulted in a negative amount for a particular period, the manager received no bonus. Negative amounts were not carried forward to the next period. Exhibit 1 shows results for two representative HMI divisions for the year 2010, the first year under the new bonus plan. The Surgical Instruments Division (SID), one of HMI’s original businesses, sold a variety of surgical instruments, including scissors, scapels, retractors, and clamps. The markets for these products were mature, so growth was relatively slow. Not much innovation was needed, but controlling costs was critical. The Ultrasound Diagnostic Equipment Division (Ultrasound), which was acquired in 2007, sold and serviced ultrasound probes, transducers, and diagnostic imaging systems. The ultrasound market promised excellent growth and profits if the division could keep its sophisticated products on the cutting edge technologically and control both product development and product costs effectively. In 2009, the total annual bonuses for the year earned by the managers of SID and Ultrasound were approximately £85,000 and £74,000, respectively. Exhibit 1 Harwood Medical Instruments PLC Operating results for the surgical Instruments and Ultrasound Diagnostic Equipment Divisions, 2010 (£ in 000s) Surgical Instruments Division Ultrasound Diagnostic Equipment Division 1st half of 2010 2nd half of 2010 1st half of 2010 2nd half of 2010 Sales £42,000 £44,000 £28,600 £29,000 Operating profit £4,620 £4,400 £3,420 £4,060 On-time deliveries 95.4% 97.3% 98.2% 94.6% Sales returns £450 £420 £291 £289 Patent applications filed 0 1 4 8 Scrap and rework costs £51.1 £45.0 £39.7 £28.2 Customer satisfaction (average) 78% 89% 81% 91% Assignment Questions 1. What was the purpose of the change? 2. Calculate the bonus earned by each manager for each 6-month period and for the year 2010. 3. Evaluate the new plan. Is there any evidence that it produced the desired effects? What changes to the new plan would you suggest, if any? 4. Analyze the recommendation for a “more balanced” scorecard in performance measurement. What system would you recommend and what are its potential benefits and challenges in measuring performance?

Case Study Harwood Medical Instruments PLC Harwood Medical Instruments PLC (HMI), based just outside of Birmingham, England, manufactured specialty medical instruments and sold them in market niches that were becoming increasingly competitive and price sensitive because of pressures to reduce health care costs. HMI was organized into nine decisions each run by a general manager. Over the years, HMI had grown both organically and by acquisition. Six of the divisions had been acquired by HMI within the past decade. All of HMI’s divisions sold medical products to hospitals, laboratories, and/or doctors, so the need for product quality and reliability was high. The divisions varied significantly, however, in terms of the degree to which their success depended on, for example, development of new products, efficiency of production, and/or customer service. Bonuses for division general managers were paid semi-annually. Up to the year 2009, these bonuses were calculated as 1% of division operating profits. HMI’s managing director, Andy Guthrie, had concerns though that the operating profit measure was too narrowly focused. He had been reading articles about performance measurement and decided to a “more balanced” scorecard. In November 2009, just before introducing a new bonus plan, Mr. Guthrie explained to his chief financial officer that he was willing to pay out higher bonuses than had been paid historically if improved performance warranted doing so. The new plan provided a base bonus for division general managers of 1% of division operating profits for the half-year period. This base bonus was adjusted as follows: • Increased by £5,000 if over 99% of deliveries were on time; by £2,000 if 95-99% of deliveries were on time; or by zero is less than 95% of deliveries were on time. • Increased by £5,000 if sales returns were less than or equal to1% of sales, or decreased by 50% of the excess of sales returns over 1% of sales. • Increased by £1,000 for every patent application filed with the UK Intellectual Property Office. • Reduced by the excess of scrap and rework costs over 1% of operating profit. • Reduced by £5,000 if average customer satisfaction ratings were below 90%. If the bonus calculation resulted in a negative amount for a particular period, the manager received no bonus. Negative amounts were not carried forward to the next period. Exhibit 1 shows results for two representative HMI divisions for the year 2010, the first year under the new bonus plan. The Surgical Instruments Division (SID), one of HMI’s original businesses, sold a variety of surgical instruments, including scissors, scapels, retractors, and clamps. The markets for these products were mature, so growth was relatively slow. Not much innovation was needed, but controlling costs was critical. The Ultrasound Diagnostic Equipment Division (Ultrasound), which was acquired in 2007, sold and serviced ultrasound probes, transducers, and diagnostic imaging systems. The ultrasound market promised excellent growth and profits if the division could keep its sophisticated products on the cutting edge technologically and control both product development and product costs effectively. In 2009, the total annual bonuses for the year earned by the managers of SID and Ultrasound were approximately £85,000 and £74,000, respectively. Exhibit 1 Harwood Medical Instruments PLC Operating results for the surgical Instruments and Ultrasound Diagnostic Equipment Divisions, 2010 (£ in 000s) Surgical Instruments Division Ultrasound Diagnostic Equipment Division 1st half of 2010 2nd half of 2010 1st half of 2010 2nd half of 2010 Sales £42,000 £44,000 £28,600 £29,000 Operating profit £4,620 £4,400 £3,420 £4,060 On-time deliveries 95.4% 97.3% 98.2% 94.6% Sales returns £450 £420 £291 £289 Patent applications filed 0 1 4 8 Scrap and rework costs £51.1 £45.0 £39.7 £28.2 Customer satisfaction (average) 78% 89% 81% 91% Assignment Questions 1. What was the purpose of the change? 2. Calculate the bonus earned by each manager for each 6-month period and for the year 2010. 3. Evaluate the new plan. Is there any evidence that it produced the desired effects? What changes to the new plan would you suggest, if any? 4. Analyze the recommendation for a “more balanced” scorecard in performance measurement. What system would you recommend and what are its potential benefits and challenges in measuring performance?

Topic: exchange rate regime in developing countries (Russia and Kazakhstan)

How selected countries Exchange Rate Regimes are changing before 2020?

MArketing:

DIFFUSION OF INNOVATION: For each of the first four stages of the Diffusion of Innovation Theory (Innovators, Early Adopters, Early Majority, Late Majority), choose one product/service that has been adopted by that consumer group. Then make one recommendation as to how the company can help move the product/service to the next stage or keep the product/service in the current stage in the case of Late Adopters. Deliverable: Two sentences for each of the 4 stages. Sentence one should explain the product or service and why you believe it is adopted by the stage as described. Sentence two should make a recommendation. Again, the recommendation should be as to how the company can help move the product/service to the next stage or keep the product/service in the current stage in the case of Late Adopters.

On January 1, 2020, the Accumulated Depreciation—Machinery account of Astros Company showed a balance of $370,000. At the end of 2020, after the adjusting entries were posted, it showed a balance of $395,000. During 2020, one of the machines which cost $125,000 was sold for $60,500 cash. This resulted in a loss of $4,000. Assuming that no other assets were disposed of during the year, how much was depreciation expense for 2020?

F. Jack comes to see you in February 2020. He is full of enthusiasm for a new product that he is about to launch on to the market. Unfortunately, his financial recklessness in the past has led him into being bankrupt twice, and he has only just been discharged by the court from his second bankruptcy. ‘Look here, Amben,’ he says, ‘with my new idea I’ll be a wealthy man before Christmas.’ ‘Calm down,’ you say, ‘and tell me all about it.’ Jack’s plans as far as cash is concerned for the next six months are:

(a) Opening cash (including bank) balance on 1 July 2020 £3,600

(b) Production in units:

(c) Raw materials used in production cost £15 per unit. Of this, 90 per cent is paid in the month of production and 10 per cent in the month after production.

(d) Direct labour costs of £24 per unit are payable in the month of production.

(e) Variable expenses are £6 per unit, payable 40 per cent in the same month as production and 60 per cent in the month following production.

(f) Sales at £60 per unit:

Debtors to pay their accounts three months after that in which sales are made.

(g) Fixed expenses of £1,200 per month payable each month.

(h) Machinery costing £6,000 to be paid for in September 2020. The machine has a useful life of 5 years and depreciation is computed using the reducing balance method.

(i) Will receive a legacy of £7,500 in November 2020 and will pay it into the business account.

(j) Drawings will be £900 per month.

You are required:

Draw up a cash budget for F. Jack showing the balance at the end of each month, from the above information for the six months ended 31 December 2020:

In the Einstein model, atoms are treated as independent oscillators. The Debye model, on
the other hand, treats atoms as coupled oscillators vibrating collectively, but the collective
modes are regarded as independent. Explain the meaning of this independence, and contrast
it with that in the Einstein model

1. Describe OSHA’s role when it comes to how it impacts workplace safety

2. What role do Unions play in improving working conditions? Also, how does the collective bargaining process impact workplace safety?