Question 2Part (a)Consider a firm called Health-R-Us that is a monopoly. How does Health-R-Usdecide the price to charge and quantity to sell off the good it has a monopoly on? Illustrate your answer using a fully labelled and explained market diagram. Assume Health-R-Us is making monopoly profits and illustrate these on the same diagram. In addition, indicate the area on your diagram that illustrates the efficiency cost (the deadweight loss) of the monopoly, and explain why this deadweight loss arises.

Part (b)Assume Health-R-Usis a legal monopoly: it is monopoly due to legal protection from the government in the form of a patent issued to the company. Imagine that the government withdraws the legal protection for Health-R-Ussuch that the market becomes competitive. Will a typical individual firm in this competitive market make an economic profit in the long run? Why or why not? Use an appropriate firm-level diagram to illustrate and explain your answer

.Part (c)Your answers to parts 2a and 2b illustrated different levels of profit made by an individual firm in both a monopoly market structure and a competitive market structure respectively. In part 2a you also indicated the deadweight loss of a monopoly.

Assume now thatHealth-R-Ushas discovered a vaccine for coronavirus. Why might the government be willing to grant (and allow to remain in place) a patent to Health-R-Us, despite the deadweight loss and the ensuring monopoly profits caused by such a patent? Explain your answer. For simplicity assume the vaccine is only relevant for the domestic market (i.e., there is no global market for vaccines).

You’ve just been called for an interview for an executive position at HLT Co. A member of the panel asked you the following question:

You are the Chief Executive Officer for HLT Co. Your chief financial office (CFO) and Controller are not in agreement regarding an expenditure of $750,000. The CFO wants to capitalize it while the controller is arguing that it should be expensed. Assume that chief officers are paid a bonus based on reported income from operations and also offered stock options whereas the controller is paid a fixed salary.

1)Explain to your CFO & controller the grounds upon which an item is capitalized or not?

2)What would be the impact on financial statements of “capitalizing” versus “expensing” the above expenditure?

3)Why might the CFO favor capitalization over expensing?

4)Which one you might favor?

1. What is the first step of the programming process?

Select one:

a. Survey, interview, or observe employees to determine needs.

b. Define the scope, goals, or success criteria for the programming.

c. Obtain approval to perform programming from sponsors.

d. Set a schedule and deadlines for programming tasks.

2. A statement of requirements _____.

Select one:

a. for design is an internally produced space planning and relocation forecast.

b. lists alternative options for enacting the goals of the strategic facility plan.

c. primarily expresses how to fulfill forecasted system needs.

d. primarily expresses vision statement goals that are a type of stretch goal.

3. What technique is used in goal setting and applies multiple factors to assess project feasibility?

Select one:

a. Statement of requirements

b. Project objectives statement

c. Adjacency diagram

d. SMART concept

4. How does programming differ from needs analysis?

Select one:

a. Programming involves analyzing business processes, whereas needs analysis is focused on the physical requirements of users.

b. Programming is focused on user needs, whereas needs analysis involves analyzing business processes.

c. Programming determines the feasibility of a project, whereas needs analysis is focused on user needs.

d. Programming and needs analysis are the same.

5. In what phase are a project's end results defined?

Select one:

a. Monitor

b. Execute

c. Initiate

d. Plan

6. The project manager’s primary role in regards to permits for a construction project is ________.

Select one:

a. coordination to ensure that they are initiated soon enough to prevent delays or require corrections (gg)

b. getting the general contractor to issue a certificate of occupancy

c. applying for and obtaining the building permit

d. specifying the codes that must be followed

7. What is the next step once you know a project is feasible?

Select one:

a. Define the parameters, assumptions, risks, and constraints for the project.

b. Define the scope and intended use of the project deliverables.

c. Define and document the success criteria.

d. Define the stakeholders in the project and their aims/requirements.

8. Which of the following statements regarding the project triangle is false?

Select one:

a. It demonstrates how the constraints on a project's purpose are interdependent and affect feasibility.

b. It can be used to measure the practicality of a purpose.

c. It demonstrates how changes to one constraint affect the other constraints and overall quality.

d. It can be used to show how budget, schedule and scope do not affect quality of work.

Assume you are an SMC Hotel Manager for and an Interview has been conducted for You

Answer the following questions in Brief

4. State and explain any three (3) significant errors you identified during the audit of SMC hotel?

5. Discuss any 2 situations in which the auditor can be sued or liable?

6. State and explain any 3 qualities of an auditor?

7. Explain how you used interviews and listening skills during your audit of SMC hotel?

2) At a trade show, you interview a random sample of 50 attendees. The results of the survey show that 48% of the attendees said they were more likely to visit an exhibit when there is a giveaway. At α=0.05 test the claim that at least 52% of the attendees at trade shows are more likely to visit an exhibit when there is a giveaway.

e. Please state both the null and alternative hypotheses.

f. Please write a decision rule that states when the investigator should reject the null hypothesis.

g. Please show the R code and results needed to generate the appropriate statistic.

h. State your decision as to whether the investigator should reject the null hypothesis.

Interview your Professional Nurse with these questions as your guide. All of these questions must be addressed in the PowerPoint but you only need to submit the PowerPoint as your final file.

1. Credentials [Initials of the person you have interviewed, degree of the interviewee, the role of the interviewee (such as AH, DNP, Nurse Educator) or (E.L., BSN, NICU charge nurse)]
2. What are the aspects of leadership within your role?
3. What are the skills and attributes needed in your role that help you to be successful? What does success mean to you in terms of your position?
4. What are the challenges of this practice role that you have experienced?
5. What are the advantages of this practice role that you perceive?
6. What are some of the quality improvement processes that you are involved with or that are currently in place in your organization? What other QI projects need to be done and why? Are there any barriers to accomplishing these needed projects? If so, what are they, and what is the plan to move forward?
7. What are the legislative issues and public policy issues affecting/impacting this role/practice?
8. What are the opportunities for influencing public policy in this role?
9. What are the social, political, cultural, and economic factors/trends recognized in this role?
10. Summarize your interview, including your impression of the interviewee’s role.

Case Study- Henderson’s

Your interview for the position of store manager at Henderson’s is coming to an end. Henderson’s is a men’s clothing store with a 50-year history of offering affordable clothing and great customer service. Alan Henderson, who owns the store and conducted the interview, smiles as he offers the following suggestion: “I like you. You seem like you have integrity. I also like your background in retail sales and your understanding of customer service. See these ads all over my desk? Notice the tag line we use, ‘At Henderson’s, Everyone Helps!’ I want you to know that this is more than a slogan, it actually describes the culture of the store. I know it may sound corny, but this line tells our customers that we understand that we would not exist if not for them. All of us---salespeople, managers, and yes, even the owner---go out of our way for customers.” He pauses for a second and you see his eyes roll up and to the right as he remembers his days in the store. After taking a breath, he continues, “I haven’t been at Henderson’s for the past two years. I’m retired now and I have some trouble getting around.” You notice the walker across the room by the door. He continues, “I put my long-time accountant, who is semi-retired, in there to just keep an eye on things and take care of the bills, but I’m worried that he doesn’t understand the business and is out-of-touch with operations. He told me the other day that he wants to retire fully at the end of the month. Things are getting bad. Sales are down and I know they put on a show when I visit, but somehow, it just doesn’t feel like Henderson’s any more. So this is what I propose…” The owner explains to you that he would like you to spend your first day as a salesperson in the store. Your job on this special day is to observe, learn the basics of the business, and report your observations to him over dinner at the end of the day. On your second day of work, the owner plans to walk into the store with you by his side and announce your new role. He hands you a big legal pad and says, “Take good notes.” It is now the end of the day and you transferred your handwritten notes into the following document in order to organize your thoughts for your meeting with Mr. Henderson. Day One- Henderson’s Notes 9:15 AM- I was the second person to arrive and was greeted by Rachel at the register who punched me in. She grabbed four other employee cards and punched those in as well. 9:30- 9:45- The other four staff arrive. Rachel asks one of them to organize their breakfast order. I ask Rachel if she is one of the managers. She says, “No, but do as I say and you’ll be all right. I been here a long time and I’m tight with the owner. Also, just remember that I handle the register.” 9:55 AM- Everyone is standing around Rachel at the register eating their breakfast. Clothes are strewn all over the sales floor and people are gathering at the gate. The manager arrives and lets the first few customers in. Someone asks which items are on sale and the staff realizes they never posted the sale signs. A mad scramble begins. 10:45 AM- The manager asks to see me in his office in the back. He’s working on some kind of spreadsheet, but looks up and welcomes me. He tells me that he takes care of the bills and the salespeople manage themselves. He suggests that Rachel, in particular, would be helpful to me on my first day. The manager does not leave his office for the entire day. 11:30 AM- I noticed that the power chord for the video camera by the register is unplugged, so I plugged it back in. 12:30 PM- The store had a busy morning because of the sale and most customers were willing to search through the racks on their own for what they needed. Whenever someone needed help, the level of customer service delivered by the staff was consistently weak. 1:30 PM- I’m introduced to Rachel’s sister as she takes a garment to the register for purchase. I notice the video camera unplugged again. Rachel switches the price tags on her sister’s purchase, and whispers with a giggle, “Remember, At Henderson’s, We All Help… Ourselves!” They have a good laugh. 3:00 PM- I sit with the manager in the back of the store and he explains that sales have been down. He isn’t meeting his sales goals, but he doesn’t know what to do. Earlier in the year, he did achieve one of his monthly sales targets ($75,000), but overspent his monthly ad budget by $40,000 and incurred an extra $10,000 in overtime to do it. He has no experience with retail sales or managing people---he’s a numbers guy and the numbers aren’t good. I wondered if he knew I was the next manager, but didn’t ask him. Our meeting was interrupted as two of the salespeople argue about schedules. Rachel steps in and makes the decision

Part I- Primary Functions of Managers

Question #1- Ten Points- From the standpoint of planning, what observations do you have for the owner of the store?

Question #2- Ten Points- From the standpoint of organizing, what observations do you have for the owner of the store?

Question #3- Ten Points- From the standpoint of leading, what observations do you have for the owner of the store?

Question #4- Ten Points- From the standpoint of controlling, what observations do you have for the owner of the store?

Part Two- Culture

Question #5- Ten Points- Reflecting on the owner’s description of the culture he felt he’d created at the store, how would you classify it? (Adaptive, achievement-oriented, involvement-oriented, consistency-oriented). Please explain the reason for your classification.

Question #6- Ten Points- What steps might you take as the new manager to try and return the store to the culture described by the owner?

Part Three- Types of Management Skills & Performance

Question #7- Ten Points- Considering the three types of management skills (technical, human, and conceptual), which of these skill sets do you think you will depend on more as you begin to implement your changes and recommendations?

Question #8- Ten Points- When the current manager described the way that he achieved the sales goal in one particular month earlier that year, did you classify the performance of the store as being strong for that month? Was the strategy utilized to achieve that goal effective? Was it efficient?

Part Four- Overall Recommendations

Question #9- Twenty Points- What recommendations do you have for change as you begin your new position? What will you try to accomplish during your first month on the job?

Diana and Sheila were running for BCC Student President position. In an interview with the local newspaper, Diana told a reporter that Sheila would not win because Sheila cheated on her exams and there was an investigation pending against Sheila. Diana knew her statement was false but wanted to get an advantage over Sheila in the election. Sheila read the article and sues Diana for defamation. What will Sheila need to prove to win? What is the result and why?

Diana and Sheila were running for BCC Student President position. In an interview with the local newspaper, Diana told a reporter that Sheila would not win because Sheila cheated on her exams and there was an investigation pending against Sheila. Diana knew her statement was false but wanted to get an advantage over Sheila in the election. Sheila read the article and sues Diana for defamation. What will Sheila need to prove to win? What is the result and why?

Interview a classmate (or friend or family member) of the other gender about the way he or she most likes to enjoy nature, or to describe his or her most memorable experience in nature, or to describe the aspect of being "in nature" most feared or most disliked. Then consider the extent to which the kinds of things mentioned differ among men and women and the extent to which they are similar. Last, consider the extent to which any differences in men's and women's experiences reflect patriarchy or reflect gender differences that do not indicate hierarchical or patriarchal thinking and submit a paper. The paper must be double spaced, minimum two pages in length, and in APA format.