How would you design a cache coherence with only MS, not MSI. How do you manage the new protocol?

Draw the new MS protocol. For each state, show all the relevant transitions.

In the new MSI protocol, when does a memory read occur? Specify the bus transaction, the requestor's start and end states, and the states of the other caches if relevant.

In the new MSI protocol, when does a memory write occur? Specify the bus transaction and the requestor's start and end states. Specify any other scenario where a memory write occurs.

• Prompt: Review and respond to the three questions presented in the “The ‘People’ Focus: Human Resources at Alaska Airlines” case at the end of Chapter 10.
• Requirements: A 250-word minimum, APA compliant paper addressing all three questions. Regarding Question 2 – is there a biblical basis for employee empowerment? The final section is to include an analysis of how you see the approaches stated either aligning with or going counter to Scripture. How do Genesis 1:26-27 and 1 Peter 5:2-3 apply to this case?

The “People” Focus: Human Resources at Alaska Airlines

With thousands of employees spread across nearly 100 locations in the United States, Mexico, and Canada, building a committed and cohesive workforce is a challenge. Yet Alaska Airlines is making it work. The company’s “people” focus states:

While airplanes and technology enable us to do what we do, we recognize this is fundamentally a people business, and our future depends on how we work together to win in this extremely competitive environment. As we grow, we want to strengthen our small company feel . . . We will succeed where others fail because of our pride and passion, and because of the way we treat our customers, our suppliers and partners, and each other.

Managerial excellence requires a committed workforce. Alaska Airlines’ pledge of respect for people is one of the key elements of a world-class operation.

Effective organizations require talented, committed, and trained personnel. Alaska Airlines conducts comprehensive training at all levels. Its “Flight Path” leadership training for all 10,000 employees is now being followed by “Gear Up” training for 800 front-line managers. In addition, training programs have been developed for Lean and Six Sigma as well as for the unique requirements for pilots, flight attendants, baggage, and ramp personnel. Because the company only hires pilots into first officer positions—the right seat in the cockpit, it offers a program called the “Fourth Stripe” to train for promotion into the captain’s seat on the left side, along with all the additional responsibility that entails (see exterior and interior photos of one of Alaska Airlines’ flight simulators on the opening page of this chapter).

Customer service agents receive specific training on the company’s “Empowerment Toolkit.” Like the Ritz-Carlton’s famous customer service philosophy, agents have the option of awarding customers hotel and meal vouchers or frequent flier miles when the customer has experienced a service problem.

Because many managers are cross-trained in operational duties outside the scope of their daily positions, they have the ability to pitch in to ensure that customer-oriented processes go smoothly. Even John Ladner, Director of Seattle Airport Operations, who is a fully licensed pilot, has left his desk to cover a flight at the last minute for a sick colleague.

Along with providing development and training at all levels, managers recognize that inherent personal traits can make a huge difference. For example, when flight attendants are hired, the ones who are still engaged, smiling, and fresh at the end of a very long interview day are the ones Alaska wants on the team. Why? The job requires these behaviors and attitudes to fit with the Alaska Airlines team—and smiling and friendly flight attendants are particularly important at the end of a long flight.

Visual workplace tools also complement and close the loop that matches training to performance. Alaska Airlines makes full use of color-coded graphs and charts to report performance against key metrics to employees. Twenty top managers gather weekly in an operations leadership meeting, run by Executive VP of Operations, Ben Minicucci, to review activity consolidated into visual summaries. Key metrics are color-coded and posted prominently in every work area.

Alaska’s training approach results in empowered employees who are willing to assume added responsibility and accept the unknowns that come with that added responsibility.

Discussion Questions*

1. Summarize Alaska Airlines’ human resources focus in your own words.
2. Why is employee empowerment useful to companies such as Alaska Airlines?
3. What tools discussed in the chapter might be employed to enhance the company’s training and performance efforts? Why?

I just want some ideas on how to write this essay, for instance, explanation of the case and what are some possible solution. thanks

“What Should I do, my friend?”

A former classmate of yours, Liz Theranos, has landed an internship position in the accounting department at Brompton Travels, a small closely held company. She tells you at one of your regular get-togethers at the local coffee shop, that she is excited and anxious to make a good impression as an accounting intern with the company because she wants to be offered a fulltime job at this company when she completes her internship.

The company’s operations are all related to tourism, and it has, as its principal asset, a large ocean front hotel. The company is primarily owned by the two directors who are brothers. Both of the brothers are actively engaged in the day-to-day running of the business. Liz gets along well with the directors and the small accounting staff even though she is only employed as an intern. Liz also is aware that the company had faced some serious cash flow difficulties shortly before she was appointed as an accounting intern. However, since Liz Theranos started working with the head accountant a remortgaging arrangement has, apparently, eased the financial pressure.

Recently, one of the managing brothers comes to Liz with a company check for $5,040 made payable to a design company, which he has already signed. Since the head accountant is currently on vacation for the next two weeks, and the internal policy requires that checks over $2,500 be signed by the head accountant and a director, he asks for Liz’s counter-signature. He explains that it is the deposit for the design work and furnishings for some of the hotel bedrooms. There is a formal invoice from a design studio, but you are still surprised as the head accountant before leaving on vacation had not made you aware that any such outlays had been planned. Nevertheless, given the explanation by the director and the supporting invoice, you counter-sign the check.

Later that day, out of curiosity, Liz decides to do some research into the design studio. She finds that the design company that has had a high level of indebtedness in the past. Liz also sees that the company secretary appears to be the daughter of one of the directors for whom she works. Two days later, the same managing director comes to you with another check, this time for $26,500, again needing only your counter-signature. There is a supporting invoice from the same design studio. You are hesitant, and the managing director seeing your hesitancy, explains that he is only asking you to counter-sign the check because the head accountant is still on vacation. He says that it is important to submit the check promptly so that it may be banked before April 15th. You ask why there is such urgency, particularly as there is no evidence of any design work having started. The managing director laughs and replies that the money should be 4/18 back in the hotel’s bank account by June 1 st . He further adds that the checks are needed urgently to settle some outstanding directors’ loan accounts at the design studio. Once again he asks you to not worry because the money should be returned to the hotel company account soon. Liz, once again reluctantly countersigns the check

Liz Theranos, your friend, whom you recall as always having high principles and Integrity, calls you to meet for coffee because she needs to speak confidentially with a good friend about something at work that’s bothering her. You agree to meet Liz for coffee.

Over coffee Liz shares with you the situation described above. Both you and Liz, recall Prof. Woods’ ethics class that you took in college and continue discussing how one can act honestly with regard to the dilemma posed by the recent director’s request and accounting functions at Liz Theranos’ employer? You immediately suggest to Liz that she should immediately quit. Liz tells you that she has seriously thought about quitting. However, besides needing the income, she has decided to stay because she really wants to get a full-time position with the company. The hotel/travel industry is the industry she really wants to work in as an accountant and after a couple of year’s full-time employment with Brompton Travel she would be in an ideal position to move on by getting a job with one of the major hotel chains. After a long stare, you tell her you understand and will help her structure a response that deals with the dilemma

Required:

? Help your friend Liz Theranos, who is just an intern at the company, deal with this ethical issue.

? Within a professional, word typed, 11-12 fonts, single-line spaced document

? Explain the ethical issues and how she should respond and, possible ramifications of Liz responding to this issue.

? Your final paper must be between 500-700 words.

1.5 The ground level of an atom is split into two Zeeman states of equal statistical weight separated by 10,000 MHz. An assembly of such atoms is in thermal equilibrium at temperature TK. What is the fractional population difference of the Zeeman states when T = 300K, 20K. 4K, 1 - 5K?

Which of the following is/are true about Medicaid?

Group of answer choices

States cover the same categories of people

States are not required to provide Medicaid

Institutional providers contract with the federal government

Authorized by Title I of the Boren Amendment

All of the above are true

None of the above is true

What are the various types of taxes that are levied by the federal government on individuals and businesses? What types of taxes are imposed by states and local governments on individuals and businesses? How are they similar and how do they differ? Does the federal government impose taxes for the same reasons as states and local governments?

Explain the concept of dual sovereignty between the states and the federal government, and how powers are divided between them.  

Identify and explain a current issue where the laws of the federal government and the states are in conflict. Remember to cite your sources, and cite case law with each student reply.  

Question 37

1. A monopolist maximizes profits by

   	a.	producing an output level where marginal revenue equals marginal cost.
   	b.	charging a price equal to marginal revenue and marginal cost.
   	c.	charging a price where marginal cost equals average total cost.
   	d.	Both a and b are correct.

Question 38

1. A monopoly is an inefficient way to produce a product because

   	a.	it faces a downward-sloping demand curve.
   	b.	it can earn both short-run and long-run profits.
   	c.	the cost to the monopolist of producing one more unit exceeds the value of that unit to potential buyers.
   	d.	it produces a smaller level of output than would be produced in a competitive market.

Question 39

1. A movie theater can increase its profits through price discrimination by charging a higher price to adults and a lower price to children if it

   	a.	can prevent children from buying the lower-priced tickets and selling them to adults.
   	b.	has some degree of monopoly pricing power.
   	c.	can easily distinguish between the two groups of customers.
   	d.	All of the above are correct.