JAPANESE CASE STUDY #1

This case study is a composite of actual situations. Marianne, who is American, and Ken Shimizu, who is Japanese, have worked in Tokyo for over 30 years as Methodist missionaries. They have annual furloughs and occasional sabbaticals, during which they visit relatives and sponsoring organizations and engage in continuing education in the United States. They met as college students in the United States, and their three grown children have established their own careers in the United States.

Ken’s 98-year-old mother resides with Marianne and Ken. She is not Christian but has always been extremely supportive of Ken and Marianne’s work. Ken teaches at a large Christian university, whereas Marianne has served in various church-related positions over the years. As missionaries, they live in subsidized post–World War II housing near Ken’s university. Marianne has been a frugal housewife, preparing local foods in the Japanese style for her family.

Ken, who is nearly 60, recently learned that he has glaucoma. By the time it was discovered, he had lost a significant amount of peripheral vision. Although Marianne delivered all three children at a Christian hospital in Tokyo, she gets her annual physical examination when visiting relatives in the United States. She has never believed that the Japanese health system is as proactive as that in the United States. On her most recent visit to the United States, Marianne learned that she has hypertension. Her physician prescribed a medication that is readily available in Japan, but the physician was concerned about the level of stress in Marianne’s life. Mother Shimizu is quite confused and requires considerable care, but it is unthinkable for Ken, the only child, to put his mother in a long-term-care facility. Even if he would, the

quality of facilities in Japan leaves much to be desired. Most of the responsibility for Mother Shimizu falls on Marianne, in addition to her work. Marianne’s relatives are urging her to consider placing Mother Shimizu in a church-related life-care community near Marianne’s family in the United States, where Marianne and Ken would like to retire. Marianne’s own parents lived in this facility at the end of their lives. She is considering these issues as she returns to Tokyo.

1. In what ways might you consider Ken to be countercultural as a Japanese man?

2. What social pressures might Marianne have faced, given some of her choices, as a housewife in Japan?

3. What pressures will Ken likely experience as he considers how to meet the needs of both his mother and his wife?

9. Compare and contrast the fertility and mortality rates of Japan and the United States.

10. Do the traditional Japanese maintain sustained eye contact with strangers? Why or why not?

11. To which drugs might Japanese people have greater sensitivity than that of white ethnic populations?

12. How do most Japanese people meet their need for calcium?

1. The sternum belongs to which skeletal region?
2. The ilium belongs to which skeletal region?
3. What is another name for patella?
4. Which is the largest bone in the body?
5. What is the flexible, connective tissue called?
6. Ethmoid, frontal, occipital, parietal, sphenoid, and temporal are all part of what?
7. This plate exists at the ends of long bones where lengthwise growth takes in the immature skeleton.
8. What is the soft spot between the skull bones of an infant?
9. Opening of the occipital bone through which the spinal cord passes is called?
10. What is the upper portion of the sternum called?
11. What is the round projection on the temporal bone behind the ear called?
12. What is the flared portion of a long bone, between the diaphysis and the epiphyseal plate?
13. What is the name of a medical doctor who specializes in bone, joint, and muscle conditions?
14. What is the process of bone formation?
15. Name the bone cells that helps form bony tissue.
16. Name the medical doctor who specializes in rehabilitation?
17. Name the twelve pairs of curved bones that form the chest wall.
18. What is the pole-like process extending from the temporal bone on each side of the skull?
19. What is the immovable joint between bones?
20. Name the Lower, narrow portion of sternum.
21. What is the knuckle-like process at the end of a bone near the joint.
22. Name the upper arm bone.
23. What is the lower jaw bone called?
24. What is the upper jaw bone called?
25. What are free, movable joints such as ball and socket or hinge type of joints called?
26. What is a crescent-shaped fibrocartilaginous structure that partly divides a join cavity?
27. Closed sacks of synovial fluid with a synovial membrane located near, but not within a joint.
28. What is loss of articular cartilage and formation of bone spurs at articular surfaces?
29. The disease that causes inflammation due to excessive uric acid in body.
30. What is the compression of median nerve as it passes between transverse ligament and bones and tendons of the wrist?
31. What is a fluid-filled cyst arising from the joint capsule or a tendon in the wrist?
32. What disease is often marked by a “bull’s eye” rash at the site of the tick bite?
33. What chronic inflammatory disease involves joints, skin, kidneys, nervous system, heart and lungs affecting collagen in tendons, ligaments, bones, and cartilage all over the body?
34. Name 3 types of muscles.
35. What type of muscles are under voluntary control?
36. Which type of muscle is not consciously controlled and found exclusively in the heart?
37. Which type of movement is away from the midline of the body?
38. Which type of movement is toward the midline of the body?
39. Which type of movement is circular movement around a central point?
40. Name a group of inherited diseases with progressive muscle weakness and degeneration?
41. What is a uric acid test used to diagnose?
42. What is the acronym for nonsteroidal anti-inflammatory drug?
43. For what conditions might an ESR be requested?
44. Which type of movement is bending the sole of the foot downward toward the

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Please answer the following questions.

1. q1: What event started WW1 in what year?
2. q2: What were the two groups of alliances formed during the war?
3. q3: Which country spent the most money on the war?
4. q4: In what year did the war end and with which treaty?
5. q5: What was the war guilt clause?
6. Which group of alliances won the war?
7. Which group of alliances won the war?

Fed Officials Step Up Calls for More Government Spending to Speed Economic Recovery

Summary: Federal Reserve officials stepped up calls for additional government spending to avoid an uneven and protracted economic recovery from the coronavirus pandemic. The recovery would move along faster “if there is support coming both from Congress and from the Fed,” Chairman Jerome Powell said during the second of three days of congressional testimony Wednesday. The Fed committed last week to a much longer interval of low rates than it did initially after the 2008 financial crisis. Officials said they would hold short-term rates near zero until inflation reaches 2% and is likely to stay somewhat above that level, something most officials don’t see happening in the next three years. But Mr. Powell and his colleagues said Congress and the White House, more than the Fed, had the power to hasten a faster recovery.

Questions:

1. What steps has the Federal Reserve taken during the past several months to counter the impact of Covid-19?
2. Why are Fed officials concerned that discussions in Congress to pass additional relief efforts have stalled?
3. Why are Democrats and Republicans in Congress at a stalemate?     
4. What criticisms have been directed at the Fed's efforts and, given what you know from the article and the current macroeconomic environment, do you agree?
5. What has been the Fed's response to such criticism? Given what you know from the article and the current macroeconomic environment, do you agree with their perspective?

The employer is a small, nonunion furniture manufacturer with 15 employees engaged in interstate commerce. Both of the employees involved in this case worked in the machine shop building as band-saw operators. Because the band saws were located near the shop’s large overhead door, to facilitate the disposal of sawdust, the band-saw operators were often subject to lower temperatures and drafts on cool or cold days, whereas other employees farther from the overhead door often felt too warm. To resolve this long-standing problem, the plant manager established a rule that stated: “The overhead door will remain open when the temperature in the shop exceeds 68 degrees and closed when the temperature is at or below 68 degrees.” On the day in question, employees Drake and Keeler, who were both band-saw operators, complained to the shop supervisor that they were too cold and requested that the overhead door be closed. When questioned by the shop supervisor, the majority of the other shop employees present responded that they thought the door should be left open. The thermometer on the wall of the shop supervisor’s office, located in approximately the center of the machine shop building, read 72 degrees. On this day, employee Drake was wearing a sleeve- less shirt and shorts. Employee Keeler was dressed in blue jeans, a short-sleeved shirt, a flannel shirt, and a heavy sweater. Both Keeler and Drake claimed it was too cold and drafty at their workstation near the open overhead door. The shop supervisor refused to close the overhead door because the majority of employees wanted it left open. During a scheduled lunch break, Drake and Keeler discussed their problem and decided to walk off the job for the remainder of the day to protest the cold temperature at their workstation. Upon returning to work the following morning, Drake and Keeler were informed by the plant manager that they had been fired for leaving work the previous day without management’s permission. Drake and Kee- ler subsequently filed an unfair labor practice charge with the NLRB alleging their discharge represented unlawful discrimination of their right to engage in con- certed and protected activity under Section 7 of the LMRA. Drake and Keeler requested a remedy to include reinstatement with full back pay and restora- tion of any lost privileges.

QUESTIONS

1. Because Drake and Keeler’s employer meets the standard for coverage under the LMRA by engaging in interstate commerce, which specific employee right protected by Section 7 of the LMRA could Drake and Keeler argue they were engaged in which at least partially motivated the employer’s decision to discharge them?

2. On what grounds might the employer try to argue that the discharge of Drake and Keeler was an appropriate (legal) exercise of management’s rights?

3. Wastheemployer’sdischargeofDrakeandKeeleran unfair labor practice under the LMRA, as amended? If so, what should be the appropriate remedy?

URGENT!!!!!

You are once again the science officer stationed on the starship NX-01. Upon discovery of a new planet, the mission of you team is to conduct a survey of the resources found on the planet. Now that you have conducted an ecological analysis of the planet, you have been called upon to some examine some of the living organisms on the planet. The area your team has been assigned to explore is located on East Darwin near the coast. The seawater is salty, approximately the same concentration as the seas on earth. Inland from the sea is a dry desert region with very little fresh water available. Between the desert and the sea are patches of scrubby grass, averaging approximately 35 cm in height.

While exploring the coastal areas of east Darwin, you find the remains of a large organism on the beach. The body is approximately 25m long, and appears to be some type of vertebrate-like organism. The organism has four relatively short limbs, attached to a heavy pectoral and pelvic girdle. Because of it’s location, you are at first unsure if it is an aquatic organism that washed up on the beach, or a terrestrial organism that died near the seashore. What respiratory, circulatory excretory and, structural features would you look for during your dissection to determine if it was aquatic or terrestrial? Explain why the structures you have mentioned are important in determining aquatic or terrestrial origins for the organism? (10 pts)

Describe some of the problems associated with the size of the organism mentioned in question #1. In your answer, address possible problems with movement, transfer of heat energy generated by the body and movement of materials across the epidermis. You must refer to the square cube law in your answer. If you answered terrestrial in question 1 assume your organism is terrestrial for question 2 as well. If you answered aquatic in question 1, assume your organism is aquatic for question 2 as well. (10)

In a stream you are observing, you see a living organism that appears to be Catadromous. Explain what this means for their physiology? (5)

These aquatic organisms can sense their environment in a variety of different ways. Discuss two different sensory systems that aquatic organisms may have that humans do not have. (5)

While continuing to explore your assigned area, you come across a small 4-legged organism (approximately 40 cm high, weight approximately 6 kg) with a feather-like outer covering. It inhabits the scrubby grass strips between the sea and the desert. As you observe the animal, you notice that after grazing on the grass, it walks to the sea and drinks the water. What adaptations might this organism have to be able to drink seawater? Explain. (10)

You are to travel to the cold regions in far north of the planet for your final explorations before you return to Earth from your continuing mission. Would you expect to large, small animals, both or none in this region? Why? (10)

Decimal value data types such as float and double represent the decimal number as an approximation. In other words, float or double arithmetic do not give exact answer but near approximation to the answer. As an example, run the following program and check its result:

            #include <iostream>
            using namespace std;
            int  main()
            {

float x= 0.1 * 7; if (x == 0.7)

cout<< "TRUE. \n"; else

cout<< "FALSE. \n"; return 0;

}

In some situations, we need our programs to give exact solutions instead of near to exact answers. Some programming languages provide a special data type called Decimal that represents decimal numbers without the use of approximation. Write a program in C++ that implements the Decimal data type using a class called BigDecimal. This class will allow users to create decimal values and perform several operations on these values. The class should use two member variables:

• - the integer part saved as a string

• - the decimal part saved as a string
  For example, the following instance BigDecimal d("6.45678"); will store "6" in the first variable and "45678" in the second variable
  The class should have the following functionalities:

  BigDecimal() The default constructor. Creates the number 0.0 BigDecimal(string) A constructor that accepts a string representing the numeric

  value with the decimal point.

++ operator (prefix)

++ operator (postfix)

Displays the numeric value of BigDecimal to the standard output. BigDecimal object.

<< operator
>> operator Reads a string value from the standard input and stores it in the

double toDouble() Converts the BigDecimal value to a double.
You can assume that all the values of BigDecimal are nonnegative. Here is an example of how

BigDecimal can be used: BigDecimal x("45.67");

BigDecimal y("2.5"); //Should print 2.5

       cout << x++ << endl;

//Should print 4.5

       cout << ++x << endl;

       //Should print false

cout << (x==y) << endl;

What to hand in

Submit your project electronically through D2L. Please hand in the following:

• C++ source file (for example .cpp file) that you implemented for this assignment.

• Please follow the documentation rules (programming guidelines) that are attached under

  Week 1.

PLEASE READ AND ANSWER

CASE #3 TATA'S TIME(STRATEGIC MANAGEMENT IN ACTION SIXTH EDITION)

It holds the number 6 spot on the list of the world's most admired companies in the steel industry. The Tata Group, based in Mumbai, India, is the largest conglomerate in that country. Its lat­est revenues are estimated at $67.4 billion, of which 61 percent is from business outside India. Tata has more than 100 operating companies in seven main business groups doing business in 80 countries: chemicals, information systems and communications, consumer products, energy, engineering, materials, and services. Its two largest businesses are Tata Steel and Tata Motors. Its Tata Tea, which owns the valued Tetley brand, also is one of the larg­est tea producers in the world. Ratan Tata, Tata Group's chairper­ son, has forged a strategy that encompasses the globe. In 1999, he issued a "clarion call to push outside India with acquisitions and exports." One of the company's executive directors recalled, "We didn't know what to expect, to be honest."

Today, Tata controls many businesses ranging from Eight O'clock Coffee Co. in the United Sates to the Taj Group of hotels, which took over management of the landmark Pierre Hotel on Central Park in New York City. Tata made its boldest global strategic push, however, in October 2006 when Tata Steel formally proposed buying British steelmaker Corus Group PLC for about $8 billion USD. Corus, which was formed by a merger of British Steel and Hoogovens, was three times the size of Tata Steel. The buyout offer soon turned into a bidding war when Tata Group discovered another company, Companhia Siderùrgica, Nacional of Brazil (CSN), was also preparing a bid and therefore upped its opening offer to $9.2 billion; CSN then raised the stakes by offering to pay $9.6 billion. A Tata Group spokesman said that the company's attempt to acquire Corus was "based on a compelling strategic rationale." Ratan Tata explained further by saying, "The revised terms deliver substantial additional value to Corus shareholders." The increased takeover bid did not impress investors as the company's share price fell 6 percent after the news was announced. Analysts and investors both "expressed concern that Tata is overpricing Corus, whose operating costs are among the highest of any steel maker—something that would affect its profitability and its plans to expand in India." However, Ratan Tata knew that the acquisition could catapult Tata Steel from its mid-50s ranking in the global steel list to the sixth-largest industry competitor. He said, "Analysts were taking a short-term, harsh view of the deal. Hopefully, the market will look back and say it was the right move." By the end of JanuaQi 2007, the U.K. Takeover Panel called an auction in order to end the bidding war and "presided over the contest that started on Tuesday, January 30." The "contest" continued for several hours until CSN pulled out. Tata Steel won its coveted prize for $12.2 billion—a 22 percent premium over what it had originally offered. That acquisition represented the latest consolidation in the global steel industry. The combined Tata-Corus can produce 25 million tons of steel a year. The deal also represented the largest foreign acquisition by an Indian company and made the diversified Tata Group the largest company in India.

In 2008, Tata made an even bigger global splash, at least in terms of recognized consumer brand names. It acquired the Land Rover and Jaguar brands from Ford for an estimated $2.3 billion.

Tata's leaders believe the group "can survive on the world stage only by being both too big to beat and too good to fail." In December 2012, when Chairman Ratan Tata steps down, Cyrus Mistry will take over as chairman of Tata Group and he "faces the daunting challenge of steering a giant, increasingly multinational conglomerate of more than 100 companies through economic headwinds at home and abroad."

DISCUSSION QUESTIONS

4. Do some research on the Tata Group [wvvw.tata.com]. What is its purpose? How would its core values Influence strategic choices? Does its international strategy approach seem to be working?

5. Do you think an international conglomerate would be more difficult or less difficult to strategically manage than a more focused company? Discuss.

6. What Implications does the statement about "surviving on the world stage" have for the future strategies pursued by the Tata Group?

THANK YOU!

CASE NO. 4

In 2015 China had 750 million urban commuters, making it the largest commuter market in the world, roughly five times the size of the 150 million U.S. commuter market. However, Chinese car ownership was comparatively low, with only 69 car owners for every 1,000 people living in mainland China versus 786 car owners for every 1,000 people in the United States in 2014. China also had a short supply of taxis. For example, Beijing had 60,000 taxis to cover a population of 11.5 million in 2015. Taxi drivers suffered poor pay, earning even less during rush hour when heavy congestion left them idling in traffic instead of completing fares. As a result, taxi drivers sometimes refused passengers traveling only short distances and elected to take their breaks during times of peak demand (e.g., rush hour). Many urban commuters had no choice but to rely on buses, trains, and bicycles for transportation despite dissatisfaction with the reliability, comfort, and personal space these modes offered.

These factors made China an attractive market for new companies offering ride-sharing and online chauffeuring services. However, ambiguity existed around the legal status of these upstart options. The Chinese government accused companies offering ride-sharing apps of providing illegal taxi services, created checkpoints to fine drivers without commercial taxi licenses, and even conducted raids of ride-share company offices, shutting them down in some cities. Nevertheless, the government also partnered with some local ride app companies to build an integrated online taxi-hailing service for the four major taxi companies in China.

Uber China

Uber entered China in 2013 with a pilot program in Shanghai, the country’s largest city. The ride-hailing app featured the UberBlack brand, the high-end service that delivered luxury sedans for each trip. Consistent with Uber’s process in other global markets, the app assigned drivers to requested rides using its GPS algorithms to find the closest driver. Uber also partnered with Baidu, China’s largest search engine, for maps and GPS and with Alipay, China’s largest mobile payment platform. Baidu’s partnership with Uber represented one of its competitive fronts in its effort to keep pace with the other two leading Chinese internet companies, Alibaba (Alipay’s parent company) and Tencent.

Chinese consumers did not initially warm to UberBlack, complaining about the high price of the service. Instead of contracting with private car owners, as Uber did in the United States, Uber China partnered with local car rental and chauffeur companies in an attempt to sidestep regulatory issues, so the UberBlack rate far exceeded a typical taxi fare for similar distances. As a result, when Uber expanded to Beijing and Shenzen, it did so with UberX, its lower-cost service that relied on mid-size sedans. By June 2015, Uber competed in 11 of the 15 most populous cities on the Chinese mainland, and Uber China represented the largest market for Uber outside of the United States. Uber China logged more than 1 million rides per day in 2015.

To address the needs of price-sensitive consumers, Uber China dramatically reduced its prices on UberX and introduced “People’s Uber” in October 2014. People’s Uber, a sub-brand unique to China, was officially defined as a non-profit ride-sharing program; Uber connected

passengers with drivers but did not receive a portion of the driver’s earnings. (In contrast, Uber kept 20% of the total fee per ride in the United States.) This structure allowed the service to operate legally when the government cracked down on for-profit ride-sharing services. People’s Uber also helped introduce the Uber brand to the masses, with the hope that a portion of passengers would trade up to its for-profit services, UberX and UberBlack. People’s Uber based its fares on the cost of owning and operating a car, which often fell below taxi fares for comparable trips. Drivers also benefited from the People’s Uber fare structure, as they were able to keep the total fare when driving for Uber but had to pay licensing fees when driving a taxi.

In its for-profit offerings, Uber China faced intense competition from local players Didi Chuxing and Yidao, which together controlled more than 89% of the ride-hailing market in 2015. To compete, Uber spent more than $2 billion subsidizing rides for both drivers and passengers. For example, one promotion paid first-time Uber users 30 yuan. Current users of Uber could receive a 10 yuan coupon up to three times a day, and drivers received a 10 yuan reward for completed rides up to five times a day. Although this program obviously attracted both passengers and drivers, it also led to abuse. Passengers and drivers set up fake accounts to skirt the limits on the promotion incentives they could earn. It also initiated a brutal price war with competitors.

In addition to battling for customers and drivers by using price as a weapon, Uber China diversified its services by adding green (hybrid) car services and limousine rentals. As of October 2015, Uber China had built a business valued at more than $8 billion.

Competitors

Didi Chuxing

In 2012, a year before Uber entered China, Didi Dache (“dache” roughly translates to “taxi calling” in Mandarin) was founded as a taxi-hailing app. It built a substantial customer base by establishing relationships with the largest taxi companies in China before branching out to offer ride shares. The company quickly became the leader in the ride-hailing market with 78.3% share by offering aggressive subsidies to both riders and drivers and by acquiring key

rivals.⁴ Specifically, in February 2015, Didi completed a $6 billion partnership with its domestic rival Kuaidi Dache to form Didi Chuxing.

Didi Chuxing’s vision was to be the one-stop travel platform for Chinese consumers, offering an array of sub-branded services named for their specific functions: Didi Taxi (taxi hailing), Didi Fast Ride (sedan ride-share equivalent to UberX), Didi Chauffeur (premium car ride-share equivalent to UberBlack), Didi Carpool, Didi Sub Driver (drivers for one’s own car when one is incapable of driving, such as after drinking), and Didi Bus (online bus booking). To achieve this goal it built partnerships with the three largest technology companies in China. As with Uber, Baidu provided maps for Didi’s app, and Alipay processed the company’s payments. The third key partner was Tencent, China’s largest internet company, which also owned the largest social media platform and the number one messaging service in China (WeChat). Didi users could hail cars with the near-ubiquitous WeChat app and pay with WePay (also from within the app). Unlike Uber’s app, which assigned drivers to passengers’ requests, Didi’s

app relied on drivers to respond to passenger requests. Drivers had the freedom to choose which ride requests to accept and which to refuse. To entice drivers into accepting shorter, less lucrative trips, consumers could add a tip as part of the request. As of 2016, Didi Chuxing logged more than 10 million trips per day and boasted a value of $36 billion.⁵

Yidao

A second Chinese company, Yidao, focused exclusively on its customized chauffeuring service and avoided competing on the basis of price. Yidao partnered with the largest car rental companies in China with the goal of building a platform for rental companies to interface with passengers. Unlike Didi Chuxing’s and Uber’s services, Yidao passengers submitted a request on the app, which then returned a list of drivers who had accepted the order. Passengers then chose a driver based on the detailed information about the driver that the app provided. As of October 2015, Yidao covered 101 cities (24 outside of China), completed more than 40,000 daily chauffeur-driven rides, and had over 4 million active users, with a value of about $1 billion.⁶

The Sale

On August 1, 2016, after spending more than $2 billion (13 billion Chinese yuan) of the $11 billion it had raised globally, Uber sold its Chinese operation to Didi Chuxing. Two years earlier, Travis Kalanick, Uber’s CEO, had sought to invest in Didi, but Cheng Weng, the Beijing-based CEO, spurned the offer. Weng predicted even then that Didi could outmaneuver Uber in China and even unseat it as the leading ride-share company in the world.

The sale involved a share-swap deal whereby Uber and outside investors in Uber China received 20% of the merged company. Through Didi’s ownership stake, the deal also gave Uber an ownership stake in Lyft, its largest U.S. competitor, and Grab Taxi, Uber’s largest rival in Singapore. Didi committed to operating Uber China as a standalone app under the Uber brand in China.

Looking back on Uber’s venture into China few key questions remain. Could Uber have been a successful standalone company if it had adopted a different globalization strategy?

Questions to Answer

1. What made the Chinese market attractive to Uber? Why did Uber believe it could succeed

in China?                                                                                                                

2. What makes Uber truly ‘global’ in its outlook? Do you think technology, and cultural

and political changes affected the orientation of Uber?                             

3. If you look back to the Uber China, what are the possible reasons that you would identify

that shattered the dream of Uber in the Chinese market.           

Assignment 2 Tic-Tac-Toe Game system design

Introduction This document describes the functionalities of the system and its design requirements. As first introduced in the Lab_Exercise_1, Tic-Tac-Toe is a simple game for two players. In this 1 assignment, you will implement a text-based Tic-Tac-Toe (TTT) game system that offers two game modes: 1) two human players playing against each other and 2) one human player playing against a built-in computer player in the game system. Your mission is to ensure the game playing is straightforward and easy to use.

This game is played on the “console.” That is, it is played in a UNIX terminal like in Linux and MACOS or a Windows command window. You are required to perform a storytelling/storyboard analysis to identify different components (also called subsystems) in this game system. Each subsystem corresponds to one specific functionality/role/actor/character depending on how you analyze the interactions within the game system.

For example, the TTT Drawing Subsystem that you implemented in the Lab_Exercise_1 is the subsystem responsible for displaying and drawing the game board during the game. So the functionality of TTT Drawing Subsystem is to show and draw the game board and other complex drawings needed for the game system. It, in fact, should be a collection of functions. The main control of the game system, or, the game host, will invoke these functions when showing some complex drawings, say, the game board, are needed. Another way to describe the TTT Drawing Subsystem is that it functions like a local “library” for the game system.

2 Assignment Requirements
● Functional Requirements
1) The (game) system provides a system welcome message and shows instructions on how to play this game. (10% ) 3
2) The system provides a virtual dice to allow the players to decide the order of playing. (5%)
3) The system has the functionality of two humans to play the game against each other. (10%)
4) The system also has the functionality of one human to play against the built-in computer player. (5%)
5) The system has a built-in computer player that will try to win when winning is possible. (20%)
6) During the game, the system checks and reports the outcome after each move by either player. The outcome could be a win, a draw, or a state of still in progress. (10%)
7) When the user enters the wrong input, the system will reject the input and request a re-submission. (5%)
8) Additional Requirement
○ User interaction consideration: the system should be easy to understand and easy to follow. (10%)
■ The information of the current state/stage of the game is available to the user.
● The current state of the game (i.e., win, draw, or in progress), if available.
● The current game board, if available. ● Whose turn now, if available.
● Other information you think that is necessary for playing.
■ To interact:
● Are the instructions clear?
● Easy to perform the requested infractions without mistakes or confusion?

● Required system execution flow of the game system
1) The system starts with a system welcome message.
2) Explain and provide the system commands to the user. If the user enters an incorrect command, explain and provide the system commands again. Here are the system commands: System Command Action
0 Exit the system
  1 Begin entering a new game
When the system command is 0, then exit the program. When the system command is 1, go to step 3.
3) The system then asks the user to select the game mode. If the user enters an incorrect game mode command, explain and provide the game mode command screen again. Here are the game mode commands:
Game Mode Command Action
  1 The human player plays against the computer player
  2 Two human players play against each other
When the user enters incorrect input, the system will ask the user to re-enter the selection.
4) Next, the system will interact with the user(s) to determine the play order by throwing a virtual dice. Make sure to explain the rule for determining the play order. The play order must be determined after completing this step. Then, go to step 5.
5) The tic-tac-toe game starts. During the game, the players take turns to select the cell he/she/it wants to take over. The system will accept the input from the player each time and then shows the current game board. If there is a win, the system will announce it and then go to step 2. Otherwise, the system will continue until all cells on the game board are filled. When this happens, the system will announce a draw and then go to step 2. When the user enters incorrect input, the system will ask the user to re-enter