Decision-Making Across the Organization CT25.1 Luang Company is considering the purchase of a new machine. Its invoice price is $122,000, freight charges are estimated to be $3,000, and installation costs are expected to be $5,000. Salvage value of the new machine is expected to be zero after a useful life of 4 years. Existing equipment could be retained and used for an additional 4 years if the new machine is not purchased. At that time, the salvage value of the equipment would be zero. If the new machine is purchased now, the existing machine would be scrapped. Luang's accountant, Lisa Hsung, has accumulated the following data regarding annual sales and expenses with and without the new machine.

1. Without the new machine, Luang can sell 10,000 units of product annually at a per unit selling price of $100. If the new unit is purchased, the number of units produced and sold would increase by 25%, and the selling price would remain the same.

2. The new machine is faster than the old machine, and it is more efficient in its usage of materials. With the old machine the gross profit rate will be 28.5% of sales, whereas the rate will be 30% of sales with the new machine. (Note: These gross profit rates do not include depreciation on the machines. For purposes of determining net income, treat depreciation expense as a separate line item.)

3. Annual selling expenses are $160,000 with the current equipment. Because the new equipment would produce a greater number of units to be sold, annual selling expenses are expected to increase by 10% if it is purchased.

4. Annual administrative expenses are expected to be $100,000 with the old machine, and $112,000 with the new machine.

5. The current book value of the existing machine is $40,000. Luang uses straight-line depreciation.

6. Luang's management has a required rate of return of 15% on its investment and a cash payback period of no more than 3 years.

a. Calculate the annual rate of return for the new machine. (Round to two decimals.)

b. Compute the cash payback period for the new machine. (Round to two decimals.)

c. Compute the net present value of the new machine. (Round to the nearest dollar.)

d. On the basis of the foregoing data, would you recommend that Luang buy the machine?

Many entrepreneurial ventures raise money from venture capitalists. Getting venture capital funding is a complex process of finding one or more partners to commit to back the company on its journey. The relationship between entrepreneurs and venture capitalists is important – it can be very positive and help a venture succeed, or it can be stressful and have negative implications. We will spend quite a bit of time trying to understand what venture capitalists do and how they structure deals with entrepreneurial ventures. The big question – Can venture capitalists help you and your venture succeed? Venture capitalists are professionals who specialize in investing in high growth potential ventures. They typically raise funds from institutional investors, corporations or individuals and form partnerships that deploy capital over a period of up to ten years. The venture capitalists act as General Partners and the investors are Limited Partners. Venture capital firms have two income streams. They charge a management fee based on the amount in the fund and they take a share of the profits – that share is called the carried interest. For most funds, the management fee is under 2% per year and the carried interest percentage is between 15 and 30%. Most venture capital firms have several partners and invest in multiple companies, often in separate rounds of financing for each company. Venture capital firms tend to specialize in geography, stage of investment, and/or industry. At one end of the spectrum, some funds only invest in early-stage companies. Other firms invest in more established companies to fund growth. The professional venture capital industry has existed since the 1940s though the industry remained small until the mid-1990s as the Internet revolution took hold. Total capital deployed in the industry is under $300 billion. There are several hundred active venture capital funds in the United States and around the world. Venture capital is a “hits” business. Even the best investors lose money or make modest returns on a majority of the companies they back. A few great successes generate most of the value, as was true with companies like Intel, Genentech, Apple, Amazon, Google, Facebook and more recent companies like Uber and Airbnb. A small number of venture capital firms consistently back big winners. In recent years, Sequoia, Benchmark, Accel, and Greylock have had a disproportionate number of “Unicorn” hits – these are companies that attain valuations of $1 billion or more. There is enormous variety in the industry. Some funds are small – from $10 million up to $100 million. These firms are willing to back new companies and write initial checks of several hundred thousand up to a few million dollars. Most venture funds reserve capital to make follow-on investments in companies that are doing well. Larger funds – those up to $1 billion in capital – will only invest in companies that might need tens of millions of dollars over the life of the fund. Venture capitalists are active investors. They often insist on a seat on the board of directors and they negotiate for certain control rights such as the right to replace the CEO or to approve any large capital expenditure or corporate action. Venture capitalists almost always use a standard investment vehicle – convertible preferred stock – though the exact terms depend on many factors. Some venture capitalists have been successful entrepreneurs while others have experience in large companies or finance.

What do you think about raising money from venture capital firms? How do you decide whether you should do so?

This assignment concerns the idea of "private equity," a notion that is very important to the financial strategy of firms. We had a brief discussion on Blackrock, which is a private equity firm. Many companies have recently been bought by private equity, including Dell. Private equity firms argue that they can re-engineer the firm without shareholders breathing down their neck.

But private equity can be a very dangerous thing. Private operators buy companies by borrowing money, then load the debt on the companies books, strip it of all value, and leave it to go bankrupt. A particularly egregious case involved the Simmons mattress company, and the same might be unfolding at Toys R Us.

In his 2014 letter to investors, Warren Buffet had warned about the ethics of this phenomenon:

Families that own successful businesses have multiple options when they contemplate sale. Frequently, the best decision is to do nothing. There are worse things in life than having a prosperous business that one understands well. But sitting tight is seldom recommended by Wall Street. (Don’t ask the barber whether you need a haircut.)

When one part of a family wishes to sell while others wish to continue, a public offering often makes sense. But, when owners wish to cash out entirely, they usually consider one of two paths.

The first is sale to a competitor who is salivating at the possibility of wringing “synergies” from the combining of the two companies. This buyer invariably contemplates getting rid of large numbers of the seller’s associates, the very people who have helped the owner build his business. A caring owner, however – and there are plenty of them – usually does not want to leave his long-time associates sadly singing the old country song: “She got the goldmine, I got the shaft.”

The second choice for sellers is the Wall Street buyer. For some years, these purchasers accurately called themselves “leveraged buyout firms.” When that term got a bad name in the early 1990s – remember RJR and Barbarians at the Gate? – these buyers hastily relabeled themselves “private-equity.”

The name may have changed but that was all: Equity is dramatically reduced and debt is piled on in virtually all private-equity purchases. Indeed, the amount that a private-equity purchaser offers to the seller is in part determined by the buyer assessing the maximum amount of debt that can be placed on the acquired company.

Later, if things go well and equity begins to build, leveraged buy-out shops will often seek to re-leverage with new borrowings. They then typically use part of the proceeds to pay a huge dividend that drives equity sharply downward, sometimes even to a negative figure.

In truth, “equity” is a dirty word for many private-equity buyers; what they love is debt. And, because debt is currently so inexpensive, these buyers can frequently pay top dollar. Later, the business will be resold, often to another leveraged buyer. In effect, the business becomes a piece of merchandise.

So workers and customers suffer, while financiers make money.

***In this assignment, please write a 500-word analysis of private equity. Give your essay an original title. You can be pro-private equity or anti. I want you demonstrate how well you understand this concept. would you please elaborate and elucidate it thanks.

Review the provisions of the Sarbanes-Oxley Act of 2002 to address the accounting scandals in the late 1990s and early 2000s (Enron, WorldCom, etc.)BELOW:

Identify the provisions that you believe made the most significant impact. What other provisions could have been included in the Act to strengthen the responsible stewardship and integrity of the accounting profession? Conversely, what existing provisions in the Act do you believe (if any) are unnecessary or over-regulate the profession?

As a result of corporate accounting scandals, such as those at Enron and WorldCom, the U.S. Congress enacted the Sarbanes-Oxley Act of 2002 (SOX). The purpose of SOX is to restore trust in publicly traded corporations, their management, their financial statements, and their auditors. SOX enhances internal control and financial reporting requirements and establishes new regulatory requirements for publicly traded companies and their independent auditors. Publicly traded companies have spent millions of dollars upgrading their internal controls and accounting systems to comply with SOX regulations.

As shown in Exhibit 1-10, SOX requires the company’s CEO and CFO to assume responsibility for their company’s financial statements and disclosures. The CEO and CFO must certify that the financial statements and disclosures fairly present, in all material respects, the operations and financial condition of the company. Additionally, they must accept responsibility for establishing and maintaining an adequate internal control structure and procedures for financial reporting. The company must have its internal controls and financial reporting procedures assessed annually.

Some Important Features of SOX

SOX also requires audit committee members to be independent; that is, they may not receive any consulting or advisory fees from the company other than for their service on the board of directors. In addition, at least one of the members should be a financial expert. The audit committee oversees not only the internal audit function but also the company’s audit by independent CPAs.

To ensure that CPA firms maintain independence from their client company, SOX does not allow CPA firms to provide certain nonaudit services (such as bookkeeping and financial information systems design) to companies during the same period of time in which they are providing audit services. If a company wants to obtain such services from a CPA firm, it must hire a different firm to do the nonaudit work. Tax services may be provided by the same CPA firm if pre-approved by the audit committee. The audit partner must rotate off the audit engagement every five years, and the audit firm must undergo quality reviews every one to three years.

SOX also increases the penalties for white-collar crimes such as corporate fraud. These penalties include both monetary fines and substantial imprisonment. For example, knowingly destroying or creating documents to “impede, obstruct, or influence” any federal investigation can result in up to 20 years of imprisonment.

SOX also contains a “clawback” provision in which previously paid CEO’s and CFO’s incentive-based compensation can be recovered if the financial statements were misstated due to misconduct. The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 further strengthens the clawback rules, such that firms must recover all incentive compensation paid to any current or former executive, in the three years preceding the restatement, if that compensation would not have been paid under the restated financial statements. In other words, executives will not be allowed to profit from misstated financial statements, even if the misstatement was not due to misconduct.

7. The relationship between the book value of shareholders' equity and the firm's Market Value Added (MVA) and Economic Value Added (EVA) Yesterday, Water and Power Co. released its 2015 annual report on the company’s website. While reading the report for her boss, Asha came across several terms about which she was unsure. She leaned around the wall of her cubicle and asked her colleague, Rafael, for help. ASHA: Rafael, do you have a second to help me with my reading of Water & Power’s annual report? I’ve come across several unfamiliar terms, and I want to make sure that I’m interpreting the data and management’s comments correctly. For example, one of the footnotes to the financial statements uses “the book value of Water & Power’s shares,” and then in another place, it uses “Market Value Added.” I’ve never encountered those terms before. Do you know what they’re talking about? RAFAEL: Yes, I do. Let’s see if we can make these terms make sense by talking through their meaning and their significance to investors. The term book value has several uses. It can refer to a single asset or the company as a whole. When referring to an individual asset, such as a piece of equipment, book value refers to the asset’s ______ historical value or original purchase price market value or replacement cost , adjusted for any accumulated depreciation or amortization expense. The ________ net gross value, or difference between these two values, is called the asset’s book value.In contrast, when the term refers to the entire company, it means the total value of the company’s _______ shareholders’ equity total assets as reported in the firm’s _______ balance sheet income statement .ASHA: That makes sense. So, what makes this value important to investors is that it is ________ a historical an expected future value that can change—but only due to a couple of events, including the _________ repurchase sale of Treasury stock, the sale of new common or preferred shares, and the payment of _________ interest dividends . Equally important, it ________    will not will change in response to changes in the market prices of the firm’s shares. RAFAEL: Right! So, how useful would a firm’s book value be for assessing the performance of Water & Power’s management? ASHA: Well, because Water & Power’s book value _________ does not change changes with changes in the market price of the firm’s shares, the firm’s book value __________ cannot can reflect management’s efforts to maximize the price of the firm’s common stock and therefore ________ should not should be used to evaluate management’s performance. Now, what about “Market Value Added”? RAFAEL: During the 1990s, the consulting firm Stern, Stewart & Company developed the concept of Market Value Added, or MVA, to better assess management’s performance in maximizing their shareholders’ wealth. To achieve this, a firm’s MVA is computed as the _________ difference sum between (of) the _________ market book value and the ________    market book value of Water & Power’s shareholders’ equity. OK, now here’s a question for you: Compared to the book value, what is the advantage of the MVA as a means of evaluating management’s performance? ASHA: Well, I would say that because the market value of Water & Power’s shareholders’ equity is calculated by multiplying the shares’ ________ par value market price by the number of shares _________ outstanding authorized , then it will fluctuate depending on how the market perceives management’s performance. A positive assessment will result in ______    an increased a decreased market price and MVA. RAFAEL: Nicely done! Does this make your reading of Water & Power’s annual report easier?

this there any way to shorten the line of  code. Right now it about 300 line of code is there anyway to shorten it to 200 or so line of code?

import java.awt.*;
import java.awt.Color;
import java.awt.Desktop;
import java.awt.Font;
import java.awt.event.*;
import java.net.URL;
import java.io.BufferedReader;
import java.io.BufferedWriter;
import java.io.FileReader;
import java.io.FileWriter;
import javax.swing.JCheckBox;
import javax.swing.JColorChooser;
import javax.swing.JFileChooser;
import javax.swing.JFrame;
import javax.swing.JMenu;
import javax.swing.JMenuBar;
import javax.swing.JMenuItem;
import javax.swing.JOptionPane;
import javax.swing.JRadioButton;
import javax.swing.JScrollPane;
import javax.swing.JTextArea;
import javax.swing.KeyStroke;
//MyMenuFrame will use Jframe with actionlistener
class MyMenuFrame extends JFrame implements ActionListener{

//creating the main menu items
JMenu menuEdit = new JMenu("Edit");
JMenu menuPrint = new JMenu("Print");
JMenu mnFile = new JMenu("File");
JMenu menuHelp = new JMenu("Help");

//creating the submenu items here because we are gonna use these across the code
JRadioButton subMenuItem1 = new JRadioButton("Times New Roman");
JRadioButton subMenuItem2 = new JRadioButton("Arial");
JRadioButton subMenuItem3 = new JRadioButton("Serif");
JCheckBox subMenuItem4 = new JCheckBox("Bold");
JCheckBox subMenuItem5 = new JCheckBox("Italic");

//provide scrollable view of a component
JScrollPane scrollPane;

//creating notePadArea for notepad to input the text
JTextArea notePadArea;

public MyMenuFrame() {

//setting the border layout for JFrame
this.setLayout(new BorderLayout());

// create menu bar named menuBar

JMenuBar menuBar = new JMenuBar();

this.setJMenuBar(menuBar);//adding the menubar to JFrame

// create File menu
mnFile.setMnemonic(KeyEvent.VK_F);//Alt+F

menuBar.add(mnFile);//adding the menufile

// create Open menu item

JMenuItem mntmOpen = new JMenuItem("Open");//creating the Open menu

mntmOpen.setMnemonic(KeyEvent.VK_O);//Alt+O command

mntmOpen.setActionCommand("open");//when the command equals to 'open' then the corresponding action will be performed

mntmOpen.setAccelerator(KeyStroke.getKeyStroke('O', KeyEvent.CTRL_DOWN_MASK));//respond when user clicks Ctrl+O

mntmOpen.addActionListener(this);//adding actionLister to the Menu Option Open

// create Save menu item

JMenuItem mntmSave = new JMenuItem("Save");//creating the Save menu

mntmSave.setMnemonic(KeyEvent.VK_S);//Alt+S command

mntmSave.setActionCommand("save");//when the command equals to 'save' then the corresponding action will be performed

mntmSave.setAccelerator(KeyStroke.getKeyStroke('S', KeyEvent.CTRL_DOWN_MASK));//respond when user clicks Ctrl+S

mntmSave.addActionListener(this);//adding actionLister to the Menu Option Save

// create Exit menu item

JMenuItem mntmExit = new JMenuItem("Exit");//creating the Exit menu

mntmExit.setMnemonic(KeyEvent.VK_X);//Alt+X command

mntmExit.setActionCommand("exit");//when the command equals to 'exit' then the corresponding action will be performed

mntmExit.setAccelerator(KeyStroke.getKeyStroke('X', KeyEvent.CTRL_DOWN_MASK));//respond when user clicks Ctrl+X

mntmExit.addActionListener(this);//adding actionLister to the Menu Option Exit

// add open, save and exit menu to menu-bar

mnFile.add(mntmOpen);

mnFile.addSeparator();//adding separator between open and save

mnFile.add(mntmSave);

mnFile.addSeparator();//adding separator between save and exit

mnFile.add(mntmExit);

// create Edit menu

menuEdit.setMnemonic(KeyEvent.VK_E);//creating shortcut menu when user press Alt+E

menuBar.add(menuEdit);//adding the Edit to the menubar

JMenu submenu1 = new JMenu("Color");//creating the new menu which comes under Edit
submenu1.setMnemonic(KeyEvent.VK_C);//creating shortcut menu when user press Alt+C
JMenuItem menuItem0 = new JMenuItem("Change Color");//creating submenu item called change color
menuItem0.setAccelerator(KeyStroke.getKeyStroke('C', KeyEvent.CTRL_DOWN_MASK));//it responds when user click Ctrl+C
menuItem0.setActionCommand("color");//setting the command used to call the correcponding action when user click this
menuItem0.addActionListener(this);//adding actionlistener
submenu1.add(menuItem0);//adding this menu item to submenu
menuEdit.add(submenu1);//adding this submenu to editmenu
menuEdit.addSeparator();//creating separator between Color and Font

ActionListener sm1 = new ActionListener() {
public void actionPerformed(ActionEvent actionEvent) {
subMenuItem1.setSelected(true);
subMenuItem2.setSelected(false);
subMenuItem3.setSelected(false);
notePadArea.setFont(new Font("Times New Roman", Font.PLAIN, 20));
}
};

ActionListener sm2 = new ActionListener() {
public void actionPerformed(ActionEvent actionEvent) {
subMenuItem2.setSelected(true);
subMenuItem1.setSelected(false);
subMenuItem3.setSelected(false);
notePadArea.setFont(new Font("Arial", Font.PLAIN, 20));

}
};

ActionListener sm3 = new ActionListener() {
public void actionPerformed(ActionEvent actionEvent) {
subMenuItem3.setSelected(true);
subMenuItem2.setSelected(false);
subMenuItem1.setSelected(false);
notePadArea.setFont(new Font("Serif", Font.PLAIN, 20));

}
};

JMenu submenu = new JMenu("Font");//creating the new menu which comes under Edit
submenu.setMnemonic(KeyEvent.VK_F);//creating shortcut menu when user press Alt+F
subMenuItem1.setMnemonic(KeyEvent.VK_T);//creating shortcut menu when user press Alt+T for Times New Roman
subMenuItem1.setActionCommand("times_new_roman");//setting the command used to call the correcponding action when user click this
subMenuItem1.addActionListener(sm1);//adding actionlistener
submenu.add(subMenuItem1);//adding to the submenu

subMenuItem2.setMnemonic(KeyEvent.VK_A);//creating shortcut key Alt+A
subMenuItem2.setActionCommand("arial");//respond when the command equals to arial
subMenuItem2.addActionListener(sm2);//adding action listener
submenu.add(subMenuItem2);//adding it to the submenu

subMenuItem3.setMnemonic(KeyEvent.VK_S);
subMenuItem3.setActionCommand("serif");
subMenuItem3.addActionListener(sm3);
submenu.add(subMenuItem3);

submenu.addSeparator();

subMenuItem4.setMnemonic(KeyEvent.VK_B);
subMenuItem4.setActionCommand("bold");
subMenuItem4.addActionListener(this);
submenu.add(subMenuItem4);

subMenuItem5.setMnemonic(KeyEvent.VK_I);
subMenuItem5.setActionCommand("italic");
subMenuItem5.addActionListener(this);
submenu.add(subMenuItem5);

menuEdit.add(submenu);

// create Print menu

menuPrint.setMnemonic(KeyEvent.VK_P);

menuBar.add(menuPrint);

JMenuItem menuItemPrint = new JMenuItem("Send To Printer");

menuItemPrint.setAccelerator(KeyStroke.getKeyStroke('P', KeyEvent.CTRL_DOWN_MASK));

menuItemPrint.setActionCommand("print");

menuItemPrint.addActionListener(this);

menuPrint.add(menuItemPrint);

// create Help menu

menuHelp.setMnemonic(KeyEvent.VK_H);

menuBar.add(menuHelp);

JMenuItem menuItemHelp = new JMenuItem("About");

menuItemHelp.setAccelerator(KeyStroke.getKeyStroke('A', KeyEvent.CTRL_DOWN_MASK));

menuItemHelp.setActionCommand("about");
menuItemHelp.addActionListener(this);

JMenuItem menuItemVisitHomePage = new JMenuItem("Visit Home Page");

menuItemVisitHomePage.setAccelerator(KeyStroke.getKeyStroke('V', KeyEvent.CTRL_DOWN_MASK));

menuItemVisitHomePage.setActionCommand("visithomepage");
menuItemVisitHomePage.addActionListener(this);

menuHelp.add(menuItemHelp);

menuHelp.addSeparator();

menuHelp.add(menuItemVisitHomePage);

notePadArea = new JTextArea();

// set no word wrap

notePadArea.setWrapStyleWord(false);

// create scrollable pane

scrollPane = new JScrollPane(notePadArea, JScrollPane.VERTICAL_SCROLLBAR_ALWAYS , JScrollPane.HORIZONTAL_SCROLLBAR_NEVER);

this.add(scrollPane,BorderLayout.CENTER);

}

@Override

public void actionPerformed(ActionEvent e) {

if(e.getActionCommand().equals("exit")) {

System.exit(0);

}else if (e.getActionCommand().equals("open")) {

JFileChooser file = new JFileChooser();

String fileName = "";//initial filename was empty

// show open file dialog

if (file.showOpenDialog(this) == JFileChooser.APPROVE_OPTION) {

fileName = file.getSelectedFile().getAbsolutePath();

} else {

return;

}

try(BufferedReader bufferedReader = new BufferedReader(new FileReader(fileName));) {

// load file content into text area

StringBuffer stringBuffer = new StringBuffer();//creating a string buffer for reading data from file

String lines = "";//for reading the lines from the selecting file

while((lines = bufferedReader.readLine() ) != null) {//it'll read untill the file ends

stringBuffer.append(lines).append("\n");//for every line read insert new line in stringBuffer

}

bufferedReader.close();//after reading of file done, the bufferedReader will be close

notePadArea.setText(stringBuffer.toString());//converting the read text to string and inserting this text into textArea

} catch (Exception error1) {//if any exception occures

System.out.println(error1.toString());//convert the expection into string and print it

}

} else if (e.getActionCommand().equals("save")) {//if the user click the save command then the file will gonna saved

JFileChooser file = new JFileChooser();//creating the file chooser

String fileName = "";//initial file name is empty

// show open file dialog

if (file.showSaveDialog(this) == JFileChooser.APPROVE_OPTION) {//if the user select file and clicks OK button

fileName = file.getSelectedFile().getAbsolutePath();

} else {//other wise will be closed
return;
}

try(BufferedWriter bufferedWriter = new BufferedWriter(new FileWriter(fileName));) {

// write editor's content to selected file.

bufferedWriter.write(notePadArea.getText());//get the text entered in textarea
bufferedWriter.flush();//clear the writer
} catch(Exception ex1) {}

} else if (e.getActionCommand().equals("color")) {

Color select_color = JColorChooser.showDialog(this, "Select a color", Color.RED);
notePadArea.setForeground(select_color);

} else if (e.getActionCommand().equals("times_new_roman")) {
if(subMenuItem1.isSelected())
notePadArea.setFont(new Font("Times New Roman", Font.PLAIN, 20));

} else if (e.getActionCommand().equals("arial")) {
if(subMenuItem2.isSelected())
notePadArea.setFont(new Font("Arial", Font.PLAIN, 20));

} else if (e.getActionCommand().equals("serif")) {
if(subMenuItem3.isSelected())
notePadArea.setFont(new Font("Serif", Font.PLAIN, 20));

} else if (e.getActionCommand().equals("bold")) {
if(subMenuItem4.isSelected()){
if(subMenuItem5.isSelected()){
notePadArea.setFont(new Font("Serif", Font.BOLD+Font.ITALIC, 20));
}else{
notePadArea.setFont(new Font("Serif", Font.BOLD, 20));
}
}else{
if(!subMenuItem5.isSelected())
notePadArea.setFont(new Font("Serif", Font.PLAIN, 20));
}

} else if (e.getActionCommand().equals("italic")) {

if(subMenuItem5.isSelected()){
if(subMenuItem4.isSelected()){
notePadArea.setFont(new Font("Serif", Font.BOLD+Font.ITALIC, 20));
}else{
notePadArea.setFont(new Font("Serif", Font.ITALIC, 20));
}
}else{
if(!subMenuItem4.isSelected())
notePadArea.setFont(new Font("Serif", Font.PLAIN, 20));
}

} else if (e.getActionCommand().equals("print")) {

int output = JOptionPane.showConfirmDialog(this, "Do you want to print the File","Confirmation", JOptionPane.YES_NO_OPTION);
if(output==0){
JOptionPane.showMessageDialog(this, "The file is successfully printed","Confirmation", JOptionPane.INFORMATION_MESSAGE);
}
} else if (e.getActionCommand().equals("changecolor")){
System.out.println("Color clicked");
}
else if (e.getActionCommand().equals("about")) {

JOptionPane.showMessageDialog(this, "This software is developed in 2019\nVersion is 1.0","About", JOptionPane.INFORMATION_MESSAGE);

} else if (e.getActionCommand().equals("visithomepage")) {

openWebpage("http://www.microsoft.com");

}

}

private void openWebpage (String urlString) {

try {

Desktop.getDesktop().browse(new URL(urlString).toURI());

}

catch (Exception e) {

e.printStackTrace();
}
}
}

import javax.swing.JFrame;
public class MyMenuFrameTest {
public static void main(String[] args) {
MyMenuFrame frame = new MyMenuFrame();
frame.setTitle("MyNotepad");
//for the title of the box
frame.setSize(600, 400);
//for the size of the box
frame.setDefaultCloseOperation(JFrame.EXIT_ON_CLOSE);

frame.setVisible(true);
}
}

In this discussion, you are the IT manager for a four-year university in New Orleans, Louisiana. The IT department supports the computer network requirements for over 6,000 students, 300 faculty members, and 200 staff members – plus a conference network for distinguished guests. See Exploration 2 for tips on how to complete this discussion.

Instructions

1. In your initial response, address the following points:
   • Describe the major areas that you need to include in your Emergency Action Plan and why they are needed. Hint: Include and go beyond the minimum six areas noted in the uCertify text.
   • Does the location of the school in New Orleans impact the plan? Does the plan change if the school is in Denver?
   • Describe three of your greatest threats and how you plan to manage them.

Exploration 2:

The first task in risk management is to identify the possible risks based on location, use of Internet services, the sensitivity of the data, and the other business factors that affect the network.

Once you have a list of possible and probable emergencies, did you include a few that rarely happen, but are catastrophic to the business when they occur? These include hurricanes, tornadoes, floods due to plumbing failures or natural disasters, fire, ransomware, rootkit attacks, and more. Why do we care about location? We rarely experience hurricanes in Denver, Colorado, but we need to plan for them if our network is in Florida.

The relationship between the likelihood that a threat will occur and the impact is called Risk Exposure (RE). How often will these problems occur? When they occur, how much will it cost to address them? Our goal is to list the risks and classify them so we can prioritize them by their impact. If it is hard to assess them using specific numbers, use a scale from low, moderate, or high for probability and for impact.

The most likely candidates and the most costly problems feature prominently in our additional Emergency Action Plan sections. The plan may use brief scenarios to describe the situation, followed by what to do, who to contact, and how to evaluate the next steps to get the network back online. For example, one solution might address several risks and support a variety of use case scenarios. Cloud storage backups help to ensure data integrity in the event of equipment failure, accidental misuse, intentional internal misuse, cybersecurity threats, and to avoid a loss of data during a mass disaster.

The process of documenting a risk management and IT Disaster Recovery Plan includes listing all of the existing equipment and where the resources are located. If we cannot find it, we will struggle to fix it. Next, do we have a data backup plan (DHS, n.d.)? How do we backup the data servers and where do we store the backups? How do we handle duplicate backups and where is our off-site storage? For data backup recovery strategies, how do we access the off-site storage and cloud resources?

In the event that the IT team is no longer able to respond, we need documentation that describes the equipment, the resources, their locations, and how to bring them back online.

A common problem that IT faced in the past was the inability to restore data from backups. It is wise to test the ability to restore data from backups and to periodically assess the quality of the backups. A periodic simulation of the possible problems, as well as an audit of the Emergency Action Plan, the actions, and the countermeasures recommended in it increases the likelihood of recovering quickly from problems and restoring the network.

Identifying who to contact helps us satisfy company and federal requirements for the protection and use of data. The EAP also supports later efforts to define the budget needed to prevent risks. Lastly, it is not feasible to prevent every risk, so the EAP also helps us to document how we plan to address risks when they occur.

Common questions that we ask involve use cases based on realistic scenarios. How do we shut down network services in the event of a fire or a flood without endangering our IT team? How do we safely restore communications and network services after a power outage? Who do we contact during a disaster?

A failure to plan for emergencies may lead to a costly disruption in business services and could put the organization out of business

THAT IS EXPLORATION 2 ^ THERE IS NO NEED FOR MORE INFORMATION. YOU DON'T EVEN NEED EXPLORATION TO TO BREAK DOWN THE ACTION PLAN. THIS IS ALL THE POSSIBLE INFORMATION GIVIN ON THIS ASSIGNMENT, THERE IS NOT A NEED FOR MORE.

Keith Hamilton is employed as an airline pilot for Flyby Airlines in Las Vegas, Nevada. Jennifer is employed as a teacher’s assistant at Small World Elementary School, in Henderson, Nevada. Keith and Jennifer live in a home they purchased this year. Keith and Jennifer have three children who lived with them all year, Joshua (17), Danielle (14), and Sara (10). Keith and Jennifer provided the following personal information: Keith and Jennifer do not want to contribute to the presidential election campaign. Keith and Jennifer do not claim itemized deductions. Keith and Jennifer live at 3678 Blue Sky Drive, Henderson, Nevada 89052. Keith’s birthday is 10/12/1970 and his Social Security number is 535-22-4466. Jennifer’s birthday is 7/16/1973 and her Social Security number is 535-44-2255. Joshua’s birthday is 6/30/1998 and his Social Security number is 454-54-5454. Danielle’s birthday is 8/12/2001 and her Social Security number is 343-43-4343. Sara’s birthday is 5/13/2005 and her Social Security number is 232-32-3232. Page C-1 Keith received the following Form W-2 for 2015 from Flyby Airlines.

During 2015, Keith and Jennifer received $550 in interest from Las Vegas municipal bonds, $1,070 interest from U.S. Treasury bonds, and $65 from their savings account at SCD Credit Union. Keith and Jennifer are joint owners of the Las Vegas city bonds and the U.S. Treasury bonds. They have a joint savings account at SCD Credit Union. Page C-2 On January 21, 2015, Jennifer was involved in a car accident. Because the other driver was at fault, the other driver’s insurance company paid Jennifer $1,350 for medical expenses relating to her injuries from the accident and $300 for emotional distress from the accident. She received payment on March 15, 2015. Keith’s father died on November 15, 2014. Keith received a $100,000 death benefit from his father’s life insurance policy on February 8, 2015. On February 15, 2015, Keith hurt his arm on a family skiing trip in Utah and was unable to fly for two weeks. He received $4,000 for disability pay from his disability insurance policy. He received the check on March 2, 2015. Flyby Airlines paid $600 in premiums on this policy during 2015. The disability insurance policy premiums are paid for by Flyby Airlines as a fully taxable fringe benefit to Keith (the premiums paid on his behalf are included in Keith’s compensation amount on his W-2). Jennifer’s grandmother died on March 10, 2015, leaving Jennifer with an inheritance of $30,000. (She received the inheritance on May 12, 2015.) Flyby Airlines had space available on its Long Island, New York, flight and provided Keith, Jennifer, and their three children with free flights so they could attend the funeral. The value of the ticket for each passenger was $600. On April 1, 2015, Jennifer slipped in the Small World Elementary lunchroom and injured her back. Jennifer received $1,200 in worker’s compensation benefits because her work-related injury caused her to miss two weeks of work. She also received a $2,645 reimbursement for medical expenses from the health insurance company. Small World Elementary pays the premiums for Jennifer’s health insurance policy as a nontaxable fringe benefit. On May 17, 2015, Keith and Jennifer received a federal income tax refund of $975 from their 2014 federal income tax return. On June 5, 2015, Keith and Jennifer sold their home in Henderson, Nevada, for $510,000 (net of commissions). Keith and Jennifer purchased the home 11 years ago for $470,000. On July 12, 2015, they bought a new home for $675,000. On July 25, 2015, Keith’s aunt Beatrice gave Keith $18,000 because she wanted to let everyone know that Keith is her favorite nephew. On September 29, 2015, Jennifer won an iPad valued at $500 in a raffle at the annual fair held at Joshua’s high school. Keith and Jennifer have qualifying insurance for purposes of the the Affordable Care Act (ACA).

What would line 42 (exemptions) be on the Form 1040? Where do I record retirement contributions from W-2? Thanks!

Data for Sale  

Want a list of 3,877 charity donors in Detroit? You can buy it from USAData for $465.24 through USAData’s Web site, which is linked to large databases maintained by Acxiom and Dun & Bradstreet, anyone with a credit card can buy marketing lists of consumers broken down by location, demographics, and interests. The College Board sells data on graduating high school seniors to 1,700 colleges and universities for 28 cents per student. These businesses are entirely legal. Also selling data are businesses that obtain credit card and cell phone records illegally and sell to private investigators and law enforcement. The buying and selling of personal data has become a multibillion dollar business that’s growing by leaps and bounds. Unlike banks or companies selling credit reports, these private data brokers are largely unregulated.

There has been little or no federal or state oversight of how they collect, maintain, and sell their data. But they have been allowed to flourish because there is such a huge market for personal information and they provide useful services for insurance companies, banks, employers, and federal, state, and local government agencies. For example, the Internal Revenue Service and departments of Homeland Security, Justice, and State paid data brokers $30 million in 2005 for data used in law enforcement and counterterrorism.

The Internal Revenue Service signed a five-year $200 milllion deal to access ChoicePoint’s databases to locate assets of delinquent taxpayers. After the September 11, 2001 terrorist attacks, ChoicePoint helped the U.S. government screen candidates for the new federally controlled airport security workforce.

ChoicePoint is one of the largest data brokers, with more than 5,000 employees serving businesses of all sizes as well as federal, state, and local governments. In 2004, ChoicePoint performed more than seven million background checks. It pocesses thousands of credit card transactions every second. ChoicePoint builds its vast repository of personal data through an extensive network of contractors who gather bits of information from public filings, financial-services firms, phone directories, and loan application forms. The contractors use police departments, school districts, the department of motor vehicles, and local courts to fill their caches. All of the information is public and legal.

ChoicePoint possesses 19 billion records containing personal information on the vast majority of American adult consumers. According to Daniel J. Solove, associate professor of law at George Washington University, the company has collected
information on nearly every adult American and “these are dossiers that J. Edgar Hoover would be envious of.”

The downside to the massive databases maintained by ChoicePoint and other data brokers is the threat they pose to personal privacy and social well being. The quality of the data they maintain can be unreliable, causing people to lose their jobs and
their savings. In one case, Boston Market fired an employee after receiving a background check from ChoicePoint that showed felony convictions. However, the report had been wrong. In another, a retired GE assembly-line worker was charged a higher insurance premium because another person’s driving record, with multiple accidents, had been added to his ChoicePoint file.

ChoicePoint came under fire in early 2005 for selling information on 145,000 customers to criminals posing as legitimate businesses. The criminals then used the identities of some of individuals on whom ChoicePoint maintained data to open fraudulent credit card accounts.

Since then ChoicePoint curtailed the sale of products that contain sensitive data, such as social security and driver’s license ID numbers, and limited access by small businesses, including private investigators, collection agencies, and non-bank financial institutions. ChoicePoint also implemented more stringent processes to verify customer authenticity.

Marc Rotenberg of the Electronic Privacy Information Center in Washington, D.C., believes that the ChoicePoint case is a clear demonstration that self-regulation does not work in the information business and that more comprehensive laws are needed. California, 22 other states, and New York City have passed laws requiring companies to inform customers when their personal data files have been compromised. More than a dozen data security bills were introduced in Congress in 2006 and some type of federal data security and privacy legislation will likely result. Privacy advocates are hoping for a broad federal law with a uniform set of standards for privacy protection practices.

1) Discuss the issues raised by data brokers in the context of management, organization, and technology factors.

2)    Use a professional code of ethics to recommend solutions to the issues in 2.

Data for Sale  

Want a list of 3,877 charity donors in Detroit? You can buy it from USAData for $465.24 through USAData’s Web site, which is linked to large databases maintained by Acxiom and Dun & Bradstreet, anyone with a credit card can buy marketing lists of consumers broken down by location, demographics, and interests. The College Board sells data on graduating high school seniors to 1,700 colleges and universities for 28 cents per student. These businesses are entirely legal. Also selling data are businesses that obtain credit card and cell phone records illegally and sell to private investigators and law enforcement. The buying and selling of personal data has become a multibillion dollar business that’s growing by leaps and bounds. Unlike banks or companies selling credit reports, these private data brokers are largely unregulated.

There has been little or no federal or state oversight of how they collect, maintain, and sell their data. But they have been allowed to flourish because there is such a huge market for personal information and they provide useful services for insurance companies, banks, employers, and federal, state, and local government agencies. For example, the Internal Revenue Service and departments of Homeland Security, Justice, and State paid data brokers $30 million in 2005 for data used in law enforcement and counterterrorism.

The Internal Revenue Service signed a five-year $200 milllion deal to access ChoicePoint’s databases to locate assets of delinquent taxpayers. After the September 11, 2001 terrorist attacks, ChoicePoint helped the U.S. government screen candidates for the new federally controlled airport security workforce.

ChoicePoint is one of the largest data brokers, with more than 5,000 employees serving businesses of all sizes as well as federal, state, and local governments. In 2004, ChoicePoint performed more than seven million background checks. It pocesses thousands of credit card transactions every second. ChoicePoint builds its vast repository of personal data through an extensive network of contractors who gather bits of information from public filings, financial-services firms, phone directories, and loan application forms. The contractors use police departments, school districts, the department of motor vehicles, and local courts to fill their caches. All of the information is public and legal.

ChoicePoint possesses 19 billion records containing personal information on the vast majority of American adult consumers. According to Daniel J. Solove, associate professor of law at George Washington University, the company has collected
information on nearly every adult American and “these are dossiers that J. Edgar Hoover would be envious of.”

The downside to the massive databases maintained by ChoicePoint and other data brokers is the threat they pose to personal privacy and social well being. The quality of the data they maintain can be unreliable, causing people to lose their jobs and
their savings. In one case, Boston Market fired an employee after receiving a background check from ChoicePoint that showed felony convictions. However, the report had been wrong. In another, a retired GE assembly-line worker was charged a higher insurance premium because another person’s driving record, with multiple accidents, had been added to his ChoicePoint file.

ChoicePoint came under fire in early 2005 for selling information on 145,000 customers to criminals posing as legitimate businesses. The criminals then used the identities of some of individuals on whom ChoicePoint maintained data to open fraudulent credit card accounts.

Since then ChoicePoint curtailed the sale of products that contain sensitive data, such as social security and driver’s license ID numbers, and limited access by small businesses, including private investigators, collection agencies, and non-bank financial institutions. ChoicePoint also implemented more stringent processes to verify customer authenticity.

Marc Rotenberg of the Electronic Privacy Information Center in Washington, D.C., believes that the ChoicePoint case is a clear demonstration that self-regulation does not work in the information business and that more comprehensive laws are needed. California, 22 other states, and New York City have passed laws requiring companies to inform customers when their personal data files have been compromised. More than a dozen data security bills were introduced in Congress in 2006 and some type of federal data security and privacy legislation will likely result. Privacy advocates are hoping for a broad federal law with a uniform set of standards for privacy protection practices.

Argue the ethical dilemma raised by data brokers, based on an ethical theory of your choice.