According to the Air Transport Association of America, the average operating cost of an MD-80 jet airliner is $2,087 per hour. Suppose the operating costs of an MD-80 jet airliner are normally distributed with a standard deviation of $163 per hour. (Round the value of z to 2 decimal places. Round your answers to 2 decimal places.)

(a) At what operating cost would only 20% of the operating costs be less? $ enter the dollar amount at which only 20% of the operating costs would be less

(b) At what operating cost would 65% of the operating costs be more? $ enter the dollar amount at which 65% of the operating costs would be more

(c) What operating cost would be more than 85% of operating costs?

According to the Air Transport Association of America, the average operating cost of an MD-80 jet airliner is $2,087 per hour. Suppose the operating costs of an MD-80 jet airliner are normally distributed with a standard deviation of $169 per hour.

(Round the value of z to 2 decimal places. Round your answers to 2 decimal places.)

In some cultures, the passage from childhood to adulthood occurs gradually. In America, for example, teenagers progress from being allowed to drive to being allowed to vote and then to being allowed to drink alcohol. In other cultures, the social transition to adulthood occurs through a specific ritual of passage.

Do some research and discuss one initiation ceremony that contemporary adolescents may experience in the U. S., or that adolescents experience in other cultures, as they pass from childhood to adulthood. Do these rights help the adolescent to become an adult?  

please answer in 300 words or less and please provide a reference

The Gymboree Corporation is one of the largest children’s apparel specialty retailers in North America. Have students, individually or in groups, go to EDGAR at www.sec.gov.

A. Find your way to the financial statements and notes for the most recent fiscal year.

B.    Identify and explain the method(s) used to value inventories.

C.    Assume that in the most recent fiscal year, the company discovered that last year's ending inventory was overvalued by $10 million due to a mathematical error and:

1.    Describe the accounting treatment of the error.

2.    Determine the effect of the error on income before taxes for the current and prior years.

D. Assume that the company decided to switch its inventory method to FIFO. Explain the accounting treatment for the change.

Scatterplot of daily cycling distances and type of climb: Every summer, the touring company America by Bicycle conducts the “Cross Country Challenge,” a 7-week bicycle journey across the United States from San Francisco, California, to Portsmouth, New Hampshire. At some point during the trip, the exhausted cyclists usually start to complain that the organizers are purposely planning for days with lots of hill and mountain climbing to coincide with longer distances. The tour staff counter that no relation exists between climbs and mileage and that the route is organized based on practical issues, such as the location of towns in which riders can stay. The organizers who planned the route (these are the company owners who are not on the tour) say that they actually tried to reduce the mileage on the days with the worst climbs. Here are the approximate daily mileages and climbs (in vertical feet), as estimated from one rider’s bicycle computer.

1. Construct a scatterplot of the cycling data, putting mileage on the x-axis. Be sure to label everything and include a title.
2. We haven’t yet learned to calculate inferential statistics on these data, so we can’t estimate what’s really going on, but do you think that the amount of vertical climb is related to a day’s mileage? If yes, explain the relation in your own words. If no, explain why you think there is no relation.
3. It turns out that inferential statistics do not support the existence of a relation between these variables and that the staff seems to be the most accurate in their appraisal. Why do you think the cyclists and organizers are wrong in opposite directions? What does this say about people’s biases and the need for data

Wells Fargo believes that LIBOR rates will increase, and Bank of America believes LIBOR rates will decrease. Which bank should buy and sell an FRA?

They set an agreement rate at 3.3% for three-month LIBOR. The settlement date will occur in seven months. The notional amount is $35,000,000. Assume every month has 30 days. If the settlement rate ends up at 4.5%, what has the winner earned (remember an FRA is settled not at the end of the contract period of the FRA, but when the settlement rate is determined)?

Define sexual identity.

What is infertility and how does it affect couples in America?

What is abortion and when do the majority of abortions occur?

What advice would you give to a pregnant woman in regards to proper nutrition and exercise during her pregnancy?

How are disease transmitted?

Know and understand the 2 types of adoption.

What is conflict resolution?

Why do individuals have abortions?

What are factors contributing to weight gain in men?

What are eating triggers for college students?

What is a calorie?

What are vitamins?

What are minerals?

What is anemia?

How are vitamins beneficial to our diet?

What are unsaturated fats?

What is an Antigen?

Wat is an antibody?

What are the different types of relationships?

Name a few viral diseases?

Case Incident
Unfriendly Negotiations at Friendly Tires
The United Steelworkers of America (Canada) was certified in 2013 as the bargaining
agent for service and clerical employees of Friendly Tire Stores at two Hamilton, Ontario
locations. Since that time, the union and the employer were able to negotiate two
collective agreements (an agreement covering November 2013–December 2014 and
the current four-year contract, which expires on December 31, 2018). In late 2018, USW
Local 2419 served notice to bargain with the management of Friendly Tires. Business at
the two tire outlets had been good, but management was worried about planned
commercial developments that would introduce one Canadian Tire outlet and a new
Wal-Mart full-service retail store near its outlets over the next two years.
Two initial meetings were held between union and management representatives in late
November and early December. While progress was made on several matters including
vacation scheduling, health and safety inspections, and enhanced dental plan coverage,
the parties were deadlocked on hourly pay rates, COLA adjustments, and uniform
allowances.
At the December 10 bargaining session Omar Said, human resources manager at
Friendly Tires management, advised the union that the company was not able to make
any further concessions and any agreement had to be based upon the employer’s most
recent proposals on the outstanding issues including hourly pay rates, COLA, and
uniform allowance. The union indicated that it was not willing to agree to the employer’s
terms and doubted if there was any point to further talks. The union also stated that in
view of the employer’s position it would be conducting a strike vote. The employer sent
a letter to the union executive setting out the terms of its final proposals as outlined in
the December 10 meeting. In that correspondence, Mr. Said offered to meet with the
union to conduct further talks on the unresolved matters. The union held a meeting with
its members from both stores on December 18to update them on negotiations. The
union advised employees that talks had broken off following last week’s meeting and
provided them with a summary of the union and employer positions on unresolved
issues. The union indicated that the employer’s final offer included removal of the $20
per month uniform allowance to all garage/service job classifications. USW Local 2419
president Marion Stackhouse also noted the employer cost of the living proposal of 2.0
percent over the life of the next agreement was unacceptable. She went on to say that
any pay rate increases, according to the employer, would only be considered in the
second and subsequent years of a renewed agreement; and would likely not exceed
more than $1 per hour in any of the 12 job classifications in the bargaining unit. The
letter concluded by telling the members that the union executive would be seeking a

strike vote and approval from the regional business agent for a possible strike against
the company.
On December 21, the employer-provided all Friendly Tire employees a memo that set
out the employer’s current position in contract negotiations. The memo included the
following statement:

“We want all of our staff to know what the employer has proposed to your union on the remaining
bargaining issues. This is a summary of our offer to settle the contract, which was discussed with the
union on December 10 th . You can also obtain additional information about this offer from the union.
Management is asking for deletion of the current uniform allowance, a realistic cost of living
adjustment given recent COLA trends for municipalities in this area and limited pay classification
raises that would be “back-loaded” in the term of the new collective agreement. Friendly Tires is
facing increased market competition from recognized competitors in the next few years. We do value
your contributions and efforts of our customers. Friendly Tires does wish to reward your efforts and
reflects this in some improvements in the proposed collective agreement. However, management is
being prudent in its financial forecasts to avoid any future negative consequences.”
The letter closed by telling employees that company management remained willing to
re-start talks with the Local 2149 negotiating team at any time.
After the memo was issued, Ms. Stackhouse and members of the local executive
committee received a steady series of questions from their members. Employees asked
why the memo had come from the employer when the union had not provided a written
follow-up on the December 18 special union meeting. There were also questions about
the wage increase and uniform policy. On December 27, the union sent a letter to the
employer noting the following:

“ . . . . and in the opinion of the union executive the December 21st memo to our members is seen
as an attempt to directly negotiate terms and conditions of work with Friendly Tire employees and
not with the USW Local 2149 bargaining team. Based on feedback received by the union local
executive from our members since receipt of Mr. Said’s memo it is our sincere belief that the
Friendly Tire’s management has engaged in an unfair labour practice that has caused Local 2149

members to feel intimidated and threatened. We are in consultation with our business agent and
union legal counsel concerning filing a complaint with the Labour Relations Board. . . . ..”
Upon receiving an e-mail with this attached letter from Ms. Stackhouse, Mr. Said
contacted members of the company’s management group to gather at a hastily called
meeting for the next morning to discuss this matter.
Questions
1. In your opinion, is the management team for Friendly Tires only engaged in
“hardball tactics” as discussed in this chapter? Use an example to support your
viewpoint.
2. In reviewing the excerpt from the December21 management memo to union
members, do you interpret the content of the correspondence as likely to
cause employees to feel intimidated or threatened? Explain why or why not.
Do you believe an unfair labour practice complaint by the union would be
upheld before the Labour Relations Board? Share your views with other
members in the class.

One of the most successful discount department stores in America is known as Wal-Mart stores and is named after its founder Sam Walton. Because of the phenomenal success of these stores, Sam Walton became one of the richest men in America. Also, because of his leadership, the stores have enjoyed continuous growth and expansion, so that by mid 1980s, the chain had over 700 stores and was increasing at the rate of an additional 100 stores per year. Its sales increased annually by over 35% and the profits have soared close to 40% per year every year since 1975.

Sam Walton, until he died in 1992, took personal interest in his employees. His managerial philosophy was to get the right people in the right places and then give them the freedom to be innovative to accomplish their tasks. He called his employees as associates and treated them as associates. As per company policy, all associates are eligible for profit sharing plans that motivate the employees further. The managers of the stores are required and encouraged to meet with their employees in a social setting to discuss their concerns as well as issues of organizational interest, and this makes the employees feel that their input is taken seriously by the management.

Sam Walton himself led a simple life. He did not exhibit any aura about himself, giving the employees a feeling that he was one of them. He and his executives regularly travelled in company owned planes to visit Wal-Mart stores situated at various sites across the country. He met with sales clerks, stock boys and sales managers to find out what items were popular. He knew most of them by their first names and addressed them so. He initiated "employee of the month" in all categories and created honour roles for more successful stores. This created inner competition requiring extra effort to improve sales and service. This policy gained high respect for him as a leader.

Case Questions:

a. How would you describe Sam Walton as an effective leader? What leadership theory is consistent with his leadership style?

b. How important it is for a leader to mix with the employees? How does this leadership style of "being one of the boys" affect the motivation of the employees?