Questions

1. Remove one organism from your food web. Which organism did you choose?

NOTE: The sun is not an organism and can not be removed from the food web!!!

Let's remove grass.

• What other organisms are affected by its removal?

Grass eating animals would be affected like rabbits and grasshopper

• Are there other food sources that these organisms could begin to eat in order to replace the
  removed food source?

Rabbits can switch over to carrots but grass is the main food of grasshoppers. Their number will obviously reduce if the grass is removed from the food web.

2. Describe two predator-prey combinations from your food web.

A lion is the predator and deer is the prey. A Bear is the predator and a fish is the prey. Both these evolve according to their respective needs such as prey develops strategies to hide like camouflage, it develops speed, a good sense of smell etc. Likewise, a predator in order to survive also develops strategies like developing immunity against the poisonous substances produced by a prey. Some common strategies working for both the prey and predator is a sense of speed, hearing, smell and sight.

3. List one example of a parasite from your food web.

• How is a parasite like the predators you described in #2?

• How is a parasite different from a predator?

4. Describe one example of competition from your food web.

• What affect does competition for food resources have on each population involved?

• Describe how the competition interactions would change if one of the involved organisms suddenly switched to a different food source.

5. Since food webs report who eats who, they do not illustrate commensalism and mutualism.

Use an outside resource (i.e. internet) to describe a real life example of each.

Questions on the food pyramid

1. Explain why a pyramid is the best shape to represent how energy flows through an ecosystem.

2. Explain why producers are the base of the pyramid.

3. As an omnivore, from which trophic level would you be able to obtain the greatest amount of the sun’s energy?

4. Does the size of individual organisms increase or decrease as they move up the energy pyramid? Explain why this happens.

5. What two important groups of organisms are not depicted in Figure 13.4 that can be found on 2nd through 5th trophic levels?

WG is one of the world’s leading makers of mobile phones, with market share of approximately 20%.Unlike any of its major competitors, it is based in Narnia, a high-cost, developed country. Narnia has very limited natural resources, but has developed significant expertise over the decades in high-end precision engineering and efficient use of materials. WG is quoted on the Narnian stock exchange, where it is the largest company by market capitalisation. It has a wide shareholder base including most Narnian

institutional investors and private individuals. Its largest three shareholders are institutions who each own around 2% of the company.WG was founded in the 1960s to make telephone equipment and in the 1990s managers made a strategic decision to focus on the then-tiny mobile phone market. This was partly attributable to the Narnian government being among the first to fully deregulate their telecoms market, which lead to lower call costs. Narnia and its neighbouring countries are also fairly rural, and its populations were enthusiastic early adopters of mobile phones. WG was given a particular boost in 1995 when the transmission standard they had pioneered was adopted as the basis for calls by the government in Narnia and many other governments around the world.

Serving a rapidly growing market, WG quickly gained economies of scale that allowed cheaper production than competitors emerging later. WG then exploited these to open up export markets all over the world,enhancing their advantage further.

Unlike many of its competitors, who subcontract their manufacturing to others, WG assembles most of its own handsets. Its factories are mostly in Narnia, where it benefits from the highly educated population and the presence of high-quality local suppliers to carry out increasingly high-tech manufacturing processes. Narnia has very good communication links, which helps suppliers to deliver rapidly.

Technology is advancing all the time and WG regularly launches new, more sophisticated devices, most recently a suite of smartphones. However, the fastest-growing demand is for cheaper, basic models which just carry out voice calls and text messaging. This demand is driven by users in developing countries, who are concerned to keep costs down, but also want the status of using a well-known brand such as WG. WG has invested significant resources in building up a local sales presence in these markets, which allows it to spot trends and produce phones tailored to local tastes and languages.

Competition in the industry is intense, and has become more so due to a recent global economic downturn. The Narnian government has also announced new anti-pollution measures that will result in large-scale manufacturers having to pay more than previously to dispose of their waste products. Shortly afterwards, WG announced that they will increase the proportion of handsets manufactured in lower-cost countries from 15% to 40% over the next three years. Component manufacturers announced plans to follow them to the new locations. This will involve cutting over 1,000 jobs in Narnia. A spokesman for the

Narnian government called the decision “disappointing”. A trade union official said,

“WG has increasingly been putting pressure on its suppliers to lower costs and respond more quickly to market fluctuations. This has made it unprofitable for them to operate in Narnia and lead to decisions like this”.

Required: (a) Analyse WG’s environment using two appropriate models SWOT , 5 forces of Porter

(b) Discuss the main stakeholders in WG and how management could try to retain their support as it seeks to reduce costs.

During 2003, General Motors cut the prices of its car models. As a result, GM earned a profit of only $184 per car, compared to the profit of $555 per car it had earned in 2002. Does the decline in GM’s profits per car indicate that cutting prices was not a profit-maximizing strategy? Briefly explain.

On the first statistics exam, the coefficient of determination between the hours studied and the grade earned was 85%. The standard error of estimate was 12. There were 16 students in the class. Develop an ANOVA table for the regression analysis of hours studied as a predictor of the grade earned on the first statistics exam.

You are the Accountant for Duke Street, Inc. and your boss asks you to provide the bank with a profit forecast for the coming year. Sales and profitability have both been trending downward over the last five years. Technological advancements have made the current product less attractive. Duke has developed a new product consistent with their perceptions of consumer behavior. The company is requesting a loan from the bank to launch the new product; the loan is very necessary. The forecast that you provide to the bank will determine whether or not the bank issues the much needed loan.

Your boss is convinced that profits will be at least $500,000 – anything less than $500,000 and the bank will not approve the loan. Your analysis indicates three possible outcomes:

Outcome 1: If sales of the new product are extraordinary, then profits will exceed $500,000.

Outcome 2: If sales of the new product are modest, then the profits will be $100,000. This is most likely to occur.

Outcome 3: If the sales of the new product fail, then the company will experience a loss of $600,000

If the bank does not grant the loan, then the new product will not launch and bankruptcy is a real possibility for the company.

REQUIRED:

Include at least two sources, appropriately cited and referenced.

NOTE: The following questions are not in any particular order. ORGANIZE your discussion in a logical manner.

Discuss the ethical implications and demonstrate your decision-making processes for the above scenario. Below are questions that may help guide your discussion. The questions are a guide (a sentence or two answering each question is insufficient). You should provide a well-organized thoughtful discussion of the ethical situation and the business/organizational problem that the company faces.   

What ethical dilemma does the accountant face?

What business problem(s) does the company have?

Who are the potential stakeholders and how might they be affected by the decision of the accountant?

What choices does the accountant have? Evaluate the choices, i.e. who benefits or who is hurt by the choice(s).

What action would you recommend, i.e. how do you believe the business problem should be resolved? How should the ethical dilemma be resolved?

Going forward, what should the company do regarding organizational ethics?  

Purple Company has $200,000 in net income for 2017 before deducting any compensation or other payment to its sole owner, Kirsten. Kirsten is single and has no dependents. She claims the $6,350 standard deduction, and her personal exemption is $4,050 for 2017. Purple Company is Kirsten's only source of income.

Ignoring any employment tax considerations, compute Kirsten's after-tax income for each of the following situations.

Click here to access the corporate tax table and 2017 individual tax rate schedule to use for this problem.

When required, carryout intermediate tax computations to the nearest cent and then round your final tax liability to the nearest dollar.

a. If Purple Company is a proprietorship and Kirsten withdraws $50,000 from the business during the year, Kirsten 's taxable income is
$, and her after-tax income is $.

Feedback

Business operations can be conducted in a number of different forms. Among the various possibilities are the following: Sole proprietorships; Partnerships; Trusts and estates; S corporations; Regular corporations and Limited liability companies. For Federal income tax purposes, the distinctions among these forms of business organization are very important.

b. Purple Company is a C corporation and the corporation pays out all of its after-tax income as a dividend to Kirsten. Purple Corporation's after-tax income is $ and Kristen's after tax income is $.

Feedback

Incorrect

c. Purple Company is a C corporation and the corporation pays Kirsten a salary of $138,750. Kirsten's after-tax income is $.

Feedback

Incorrect

A researcher claimed that less than 20% of adults smoke cigarettes. A Gallup survey of 1016
randomly selected adults showed that 17% of the respondents smoke. Is this evidence to support the
researcher’s claim?
(a) What is the sample proportion, ˆp, for this problem?
(b) State the null and alternative hypothesis.
H0 : p =
H1 : p <
Note that you should have written the same number in the null and alternative hypotheses.
This is the value that the researcher is claiming. The sample proportion should never go in the
null or alternative hypotheses. Therefore,the number you have in (a) should not be in the null
or alternative hypothesis.
(c) Calculate the test statistic using the following formula:

z =
pˆ− p
√pq
n
=

where p is the value you stated in the null hypothesis and q is 1 − p.

(d) Now, using either your calculator or the normal distribution table, look up the area that cor-
responds to the z-score you calculated in (c). You don’t need to subtract from 1 because the

alternative hypothesis has < in it. This value is called the p-value.
p-value=
The p-value represents the probability of getting a ˆp of .17 or smaller if the null hypothesis

is true (p=.20). Therefore, if this probability is small then we would doubt that the null hy-
pothesis is true (i.e. if it is not very likely to get ˆp if the true proportion is 20% then this

gives us reason to doubt that p = .2). Thus, small p-values support the alternative hypothesis.
P-values less than .10 or .05 are generally considered small.
(e) Circle the correct answer:
i. The p-value was small which gives us evidence that the actual percent of adults who smoke
is less than 20%.
ii. The p-value was large so we do not have evidence that the actual percent of adults who
smoke is less than 20%.

The answer your circled in (e) is the conclusion to the hypothesis test. We always state conclusions in
context of the problem and we state whether we did or did not have evidence for the alternative hypothesis.
In this case, we did have evidence for the alternative hypothesis that the percentage of adult smokers is
less than 20%.

For an organization looking to cultivate a more diverse and inclusive workplace, it is important to understand what constitutes workplace diversity (People Scout 2020). Workplace diversity refers to the variety of differences between individuals in an organization (People Scout 2020). Diversity not only includes how individuals identify themselves but also how others perceive them. Diversity within a workplace encompasses race, gender, ethnic groups, age, religion, sexual orientation, citizenship status, military service and mental and physical conditions, as well as other distinct differences between people (People Scout 2020).

According to Scott (2017), the Strategies would I use to bring together people from a variety of backgrounds to work on a common goal as following:

Shared Values: establishing a shared set of values is essential for bringing together diverse groups.

• Shared Goals: It is healthy for people to disagree on how to accomplish a goal. In fact, it is often in the moment of dissent where creativity is born. However, it is critically important for people to agree on what the goal actually is. Unfortunately, out of fear, people often assume their goals differ from the goals of others. As leaders, we must either make clear to people that they share the same goal, or if a shared goal does not exist, we must create one. Such as, if you have two people who are divided, consider putting them on a project team together and assigning them a common objective. Often through interdependence and working together, they discover they share more in common than they have in differences. Also, make sure that you reinforce and often that your people share the same set of organizational goals even if they come from different backgrounds or have divergent political beliefs. If we lead by consistently reinforcing shared goals, the organization can become the glue that binds people together, even if some favor blue and others favor red outside of work.
• Balance the team. It is essential that your leadership team reflect the diversity of backgrounds and beliefs in your organization.
• Create reminders of common identity: As leaders, we need to create reminders for people. As noted in"Artifacts and Organizations: Beyond Mere Symbolism," (Links to an external site.) by Anat Rafaeli and Michael G. Pratt, which explores organizational culture and identity, these reminders can range from physical artifacts (e.g., office design), to symbols (e.g., awards), to informal norms and routines (e.g., language, how you make decisions). Furthermore, to bring people from diverse backgrounds and beliefs together, we need to create visible reminders of a common identity, where people genuinely believe that despite their differences they are, together, part of something special.
• Dividing does not conquer, and conquering isn't really the goal anyway: As leaders, we want to promote free speech, debate on important issues, and civic engagement. At the same time, it is our responsibility to align and mobilize a diverse group of people to accomplish shared goals on behalf of the organization. It is therefore more important than ever before that we creatively remind employees of their shared values and goals, and to work together on the same side of the hedgerow – at least while they are at work.

For leadership to effectively manage diversity in the workplace they need to understand their backgrounds and how their behaviour and beliefs can affect their decision-making within a diverse environment (People Scout 2020). For managing workplace diversity:

• Communication: To manage a diverse workplace, organizations need to ensure that they effectively communicate with employees. Policies, procedures, safety rules and other important information should be designed to overcome language and cultural barriers by translating materials and using pictures and symbols whenever applicable.
• Treating: Avoid making assumptions about employees from different backgrounds. Instead, look at each employee as an individual and judge successes and failures on the individual’s merit rather than attributing actions to their background.
• Encourage Employees to Work in Diverse Groups: Diverse work teams let employees get to know and value one another on an individual basis and can help break down preconceived notions and cultural misunderstandings.
• Base Standards on Objective Criteria: Set one standard of rules for all groups of employees regardless of background. Ensure that all employment actions, including discipline, follow this standardized criteria to make sure each employee is treated the same.
• Be Open Minded: Recognize, and encourage employees to recognize, that one’s own experience, background, and culture are not the only with value to the organization.
• Hiring: To build a diverse workplace, it is crucial to recruit and hire talent from a variety of backgrounds. This requires leadership and others who make hiring decisions to overcome bias in interviewing and assessing talent. If organizations can break through bias and hire the most qualified people, those with the right education, credentials, experience and skill sets, a diverse workplace should be the natural result.

Question:

Translate this into the world you are working in and/or the working world currently present in the US. The world has changed a lot in the last 5 years. What does might this mean to you as a leader?

1) Do you think personality can change? If so, what would this tell us about some some of the theories of personality with organizational behavior perspective.

2) How do the contemporary theories of work motivation complement one another?

3) Are leaders different from managers, and is management is different from leadership? Discuss with reference to leadership theories and traits.

"can you please explain to us why human capital is related to the financial balance sheet?”
“Following on from that, in your opinion, should human capital be included in the financial balance sheet? And are there any perspectives that contradict your view?”
“Finally, has your perspective changed since the peer review? If so, how has the correspondence from your peers influenced this change?”