Between 1988 and 1990 three $150 million amusement parks opened in France. By 1991 two of them were bankrupt and the third was doing poorly. Despite this, the Walt Disney Company went ahead with a plan to open Europe’s first Disneyland in 1992. Far from being concerned about the theme park doing well, Disney executives were worried that Euro Disneyland would be too small to handle the giant crowds. The $4.4 billion project was to be located on 5,000 acres in Seine-et-Marne 20 miles east of Paris. And the city seemed to be an excellent location; there were 17 million people within a two-hour drive of Euro Disneyland, 41 million within a four-hour drive, and 109 million within six hours of the park. This included people from seven countries: France, Switzerland, Germany, Luxembourg, the Netherlands, Belgium, and Britain. Disney officials were optimistic about the project. Their US parks, Disneyland and Disneyworld, were extremely successful, and Tokyo Disneyland was so popular that on some days it could not accommodate the large number of visitors. Simply put, the company was making a great deal of money from its parks. However, the Tokyo park was franchised to others—and Disney management felt that it had given up too much profit with this arrangement. This would not be the case at Euro Disneyland. The company’s share of the venture was to be 49 per cent for which it would put up $160 million. Other investors put in $1.2 billion, the French government provided a low-interest $900 million loan, banks loaned the business $1.6 billion, and the remaining $400 million was to come from special partnerships formed to buy properties and to lease them back. For its investment and management of the operation, the Walt Disney Company was to receive 10 per cent of Euro Disney’s admission fees, 5 per cent of food and merchandise revenues, and 49 per cent of all profits. The location of the amusement park was thoroughly researched. The number of people who could be attracted to various locations throughout Europe and the amount of money they were likely to spend during a visit to the park were carefully calculated. In the end, France and Spain had proved to offer the best locations. Both countries were well aware of the park’s capability for creating jobs and stimulating their economy. As a result, each actively wooed the company. In addition to offering a central location in the heart of Europe, France was prepared to provide considerable financial incentives. Among other things, the French government promised to build a train line to connect the amusement park to the European train system. Thus, after carefully comparing the advantages offered by both countries, France was chosen as the site for the park. At first things appeared to be off to a roaring start. Unfortunately, by the time the park was ready to open, a number of problems had developed, and some of these had a very dampening effect on early operations. One was the concern of some French people that Euro Disney was nothing more than a transplanting of Disneyland into Europe. In their view the park did not fit into the local culture, and some of the French press accused Disney of “cultural imperialism.” Others objected to the fact that the French government, as promised in the contract, had expropriated the necessary land and sold it without profit to the Euro Disneyland development people. Signs reading “Don’t gnaw away our national wealth” and “Disney go home” began appearing along roadways. These negative feelings may well have accounted for the fact that on opening day only 50,000 visitors showed up, in contrast to the 500,000 that were expected. Soon thereafter, operations at the park came under criticism from both visitors and employees. Many visitors were upset about the high prices. In the case of British tourists, for example, because of the Franc exchange rate, it was cheaper for them to go to Florida than to Euro Disney. In the case of employees, many of them objected to the pay rates and the working conditions. They also raised concerns about a variety of company policies ranging from personal grooming to having to speak English in meetings, even if most people in attendance spoke French. Within the first month 3,000 employees quit. Some of the other operating problems were a result of Disney’s previous experiences. In the United States, for example, liquor was not sold outside of the hotels or specific areas. The general park was kept alcohol free, including the restaurants, in order to maintain a family atmosphere. In Japan, this policy was accepted and worked very well. However, Europeans were used to having outings with alcoholic beverages. As a result of these types of problems, Euro Disney soon ran into financial problems. In 1994, after three years of heavy losses, the operation was in such bad shape that some people were predicting that the park would close. However, a variety of developments saved the operation. For one thing, a major investor purchased 24.6 per cent (reducing Disney’s share to 39 per cent) of the company, injecting $500 million of much needed cash. Additionally, Disney waived its royalty fees and worked out a new loan repayment plan with the banks, and new shares were issued. These measures allowed Euro Disney to buy time while it restructured its marketing and general policies to fit the European market. In October 1994, Euro Disney officially changed its name to “Disneyland Paris.” This made the park more French and permitted it to capitalize on the romanticism that the word “Paris” conveys. Most importantly, the new name allowed for a new beginning, disassociating the park from the failure of Euro Disney. This was accompanied with measures designed to remedy past failures. The park changed its most offensive labor rules, reduced prices, and began being more culturally conscious. Among other things, alcohol beverages were now allowed to be served just about anywhere. The company also began making the park more appealing to local visitors by giving it a “European” focus. Ninety-two per cent of the park’s visitors are from eight nearby European countries. Disney Tomorrowland, with its dated images of the space age, was jettisoned entirely and replaced by a gleaming brass and wood complex called Discovery land, which was based on themes of Jules Verne and Leonardo da Vinci. In Disneyland food services were designed to reflect the fable’s country of origin: Pinocchio’s facility served German food, Cinderella’s had French offerings, and at Bella Notte’s the cuisine was Italian. The company also shot a 360-degree movie about French culture and showed it in the “Visionarium” exhibit. These changes were designed to draw more visitors, and they seemed to have worked. Disneyland Paris reported a slight profit in 1996, and the park continued to make a modest profit through to the early 2000s. In 2002 and 2003, the company was once again making losses, and new deals had to be worked out with creditors. This time, however, it wasn’t insensitivity to local customs but a slump in the travel and tourism industry, strikes and stoppages in France, and an economic downturn in many of the surrounding markets.
In: Operations Management
Waterways Problem 01 b1-b3 Waterways Corporation is a private corporation formed for the purpose of providing the products and the services needed to irrigate farms, parks, commercial projects, and private lawns. It has a centrally located factory in a U.S. city that manufactures the products it markets to retail outlets across the nation. It also maintains a division that performs installation and warranty servicing in six metropolitan areas. The mission of Waterways is to manufacture quality parts that can be used for effective irrigation projects that also conserve water. By that effort, the company hopes to satisfy its customers, perform rapid and responsible service, and serve the community and the employees who represent them in each community. The company has been growing rapidly, so management is considering new ideas to help the company continue its growth and maintain the high quality of its products. Waterways was founded by Will Winkman who is the company president and chief executive officer (CEO). Working with him from the company’s inception is Will’s brother, Ben, whose sprinkler designs and ideas about the installation of proper systems have been a major basis of the company’s success. Ben is the vice president who oversees all aspects of design and production in the company. The factory itself is managed by Todd Senter who hires his line managers to supervise the factory employees. The factory makes all of the parts for the irrigation systems. The purchasing department is managed by Helen Hines. The installation and training division is overseen by vice president Henry Writer, who supervises the managers of the six local installation operations. Each of these local managers hires his or her own local service people. These service employees are trained by the home office under Henry Writer’s direction because of the uniqueness of the company’s products. There is a small human resources department under the direction of Sally Fenton, a vice president who handles the employee paperwork, though hiring is actually performed by the separate departments. Teresa Totter is the vice president who heads the sales and marketing area; she oversees 10 well-trained salespeople. The accounting and finance division of the company is headed by Ann Headman, who is the chief financial officer (CFO) and a company vice president; she is a member of the Institute of Management Accountants and holds a certificate in management accounting. She has a small staff of accountants, including a controller and a treasurer, and a staff of accounting input operators who maintain the financial records. A partial list of Waterways’ accounts and their balances for the month of November follows. Accounts Receivable $276,000 Advertising Expenses 53,500 Cash 259,600 Depreciation—Factory Equipment 16,900 Depreciation—Office Equipment 2,400 Direct Labor 42,100 Factory Supplies Used 16,700 Factory Utilities 10,200 Finished Goods Inventory, November 30 68,700 Finished Goods Inventory, October 31 72,400 Indirect Labor 48,000 Office Supplies Expense 1,600 Other Administrative Expenses 71,300 Prepaid Expenses 41,000 Raw Materials Inventory, November 30 52,500 Raw Materials Inventory, October 31 38,100 Raw Materials Purchases 184,700 Rent—Factory Equipment 47,400 Repairs—Factory Equipment 4,600 Salaries 328,200 Sales Revenue 1,358,600 Sales Commissions 40,300 Work In Process Inventory October 31 53,100 Work In Process Inventory, November 30 42,200 A list of accounts and their values are given above. From this information, prepare a cost of goods manufactured schedule. WATERWAYS CORPORATION Cost of Goods Manufactured Schedule A) A list of accounts and their values are given above. From this information, prepare a cost of goods manufactured schedule. B)A list of accounts and their values are given above. From this information, prepare an income statement. C)A list of accounts and their values are given above. From this information, prepare a partial balance sheet for Waterways Corporation for the month of November.
In: Accounting
Read Case #2 entitled "Managing Employee Benefits: Considering Consumer-Driven Health Care" on page 165 of your text and answer these 2 case questions. What are some overall advantages and disadvantages of pursuing consumer-driven health-care options? Should Classic Architects select a flexible spending account or a health care savings account? Explain your answer.
As Classics Architects recovers from an economic downturn, the multilocation architecture and interior design firm is examining costs in all areas of the business. Nigel Duncan, Director of Human Resources, knows that the company must lower the costs of its health insurance in particular. With a few months to go before the company’s annual open-enrollment period for benefits, Nigel is starting to think that giving employees more control in their health decisions may just be the path to lowering health-care insurance costs.
As Nigel examines reports on employee claims under the current health insurance plan, he questions whether employees are making the right choices for their health care. For example, there has been a spike in the number of emergency room claims over the last year. This concerns Nigel, as the cost of expensive emergency room visits impact Classics Architects’ overall health insurance premium costs. Nigel suspects that these emergency room visits may be made out of convenience instead of necessity. The employees pay only a slightly higher copayment to use the emergency room instead of a doctor’s office visit. Thus, employees may be using the emergency room immediately instead of waiting to schedule appointments with their own doctors, even if their illnesses do not require immediate care. This is just one example of employee behavior that is driving up Classic Achitects’ health-care costs.
Nigel believes that it might be best to take a consumer-driven health-care approach by selecting a health insurance plan with higher deductibles, which will lower the cost of premiums for the company. As employees will bear more of the cost of their own health care, Nigel believes they will make better health-care choices. To make this shift, Nigel is comparing the use of a flexible spending account (FSA) to a health savings account (HSA) to help employees manage the increased costs by setting aside funds on a pretax basis to pay for medical expenses, such as the deductibles.
Nigel wants to determine if an FSA or an HSA will help control costs more at Classic Architects. An FSA would allow employees to set aside pretax earnings to pay for medical 165expenses not covered by insurance. The FSA would be paired with a health insurance plan that has a higher deductible than the company’s current plan. However, Nigel thinks that adding the HSA might have a more significant impact on the company’s health-care costs. The HSA would be coupled with a high-deductible health insurance plan, which would cost a significantly less amount to the company than the plan offered with the FSA. The company would allow the employees to set aside pretax earnings to spend on medical expenses, similar to the FSA, but the expenses would be higher for the employees due to the high deductible. Thus, the HSA would permit the company to contribute to the account as well. With each of these options, employees would be more aware of the costs of their health care and should make better health-care choices.
As Nigel reviews the utilization reports and the premiums that the company is paying for health insurance, he thinks that moving to a more consumer-driven approach is likely a good idea for the company. However, he is also concerned with employee acceptance of such a change. Before making his final recommendation, he knows that he needs to thoroughly explore the pros and cons of each option.
In: Operations Management
Case Study In Francisco Automotive Manufacturing Plant, a large number of engineering activities are carried out in a wide range of areas. These activities include design, production of parts, assembly, testing, and quality assurance. Many of the manufacturing processes in the plant are performed using automated technologies and equipment. People also perform some of the manufacturing tasks and the plant employs over 400 workers. The decision on whether people or machines will be used for a particular task is dependent on many factors, including costs, time, quality and worker health and safety. The plant considered here produces a many parts for vehicles and assembles them. Among the parts produced are engine materials and parts, pumps, fans, some exterior parts, and electronics components. The plant normally operates three shifts per day and has production lines including machining equipment, conveyers and overhead cranes, punch presses, and paint-spray booths. The plant utilizes electricity and natural gas extensively. A number of workers at the plant have over the last six months been subject to several different health problems. The following information has been received by the head engineer at the plant. a) In an assembly area that was installed recently, workers have to bend to the ground throughout the day to attach several small parts onto a large and heavy vehicle component. Some workers have begun to develop lower back pain, likely due to the repetitive bending. The problem has become so severe for one of the workers that he has been told by his doctor to stay off work for two weeks so his back can recover. The manufacturing engineers who designed the assembly operation had wanted to use an automated system, but that option was deemed not to be economic. So they used a manual operation, but did not take into account industrial ergonomics, as they had no expertise in that discipline. b) An increased incidence of respiratory illnesses has been reported over the last month by workers operating near the paint-spray booths. Many of the substances used in the booths (paints, solvents, etc.) are known to be causes of the observed respiratory illnesses. But the workers are not supposed to come into contact with any of the substances because the paint-spray booths are designed to ensure that all materials exit the plant through a high capacity ventilation system and that no materials can leak back into the plant. No tests had been carried out on the ventilation system, or on the air quality around the paint spray booths, so it is uncertain whether or not there have been any leaks into the plant from the paint-spray booths. c) In an area of the plant where metal cutting occurs and workers use protective eyewear, workers have reported minor eye injuries. The area in question is one where it is common knowledge that the workers do not routinely use the protective eyewear. It is often observed to be hanging on nearby hooks or to be loosely hanging around the necks of workers. Workers complain that they find the protective eyewear uncomfortable and do not think it is needed or important. The plant manager knows of this behavior but overlooks it, since enforcing the use of the protective eyewear seems may make the workers unhappy and, consequently, less productive. That, he feels, could render the plant non-competitive.
Question:
1) Should the head engineer endeavor to rectify the health problems on her own, or should she report the problems to the plant manager beforehand? The head engineer is not sure if she will receive the support of the plant manager in rectifying the problems; what should she do if support is not provided?
2) Do you feel that some of the health problems that have occurred are due to worker health and safety being unduly compromised to allow the plant to be more productive or profitable
3) Which of the unsafe conditions and acts identified in part b are (1) of a technical nature, or (2) related to human behavior or management
In: Mechanical Engineering
1) Single-celled organisms, like amoebas, reproduce by mitosis. Explain how the genetic makeup of these organisms differs from organisms that undergo meiosis.
a) Organisms reproducing through mitosis produce genetically
different daughter cells whereas those producing through meiosis
have genetically identical daughter cells.
b) Crossing over or mixing of chromosomes does not occur in meiosis
whereas it is prevalent in mitosis.
c) Mitosis is a process of asexual reproduction in which the number
of chromosomes are reduced by half producing two haploid cells
whereas in meiosis two diploid cells are produced by cell
division.
d) Organisms producing through mitosis create genetically identical
offspring as only a single parent copies its entire genetic
material to the offspring. In meiosis, two parents produces gametes
and the offspring have only half the number of chromosomes of each
parent and hence genetic variation is introduced.
2) Human males typically have XY chromosomes and females have XX chromosomes, but there are rare instances in which a male can inherit an XXY or an XYY, or a female can have three X chromosomes. Explain how an error in meiosis can cause these aberrations.
a) Errors can arise only during the recombination process which
may result in deletions, duplications or translocations causing
such abnormalities.
b) Aberrations caused when a pair of homologous chromosomes fails
to separate during anaphase I or when sister chromatids fail to
separate during anaphase II, the daughter cells will inherit
unequal numbers of chromosomes.
c) Errors during anaphase I of meiosis only cause such aberrations
resulting in unequal numbers of chromosomes.
d) Errors during meiosis introduce variations in the DNA sequence,
which depends specifically on the size of the variant only.
3) Though the stages of meiosis have the same names as the stages of mitosis, they exhibit fundamental differences. What are the main differences between the two processes?
a) Meiosis differs from mitosis in that the number of
chromosomes is halved and genetic variation is introduced in
meiosis, but not in mitosis.
b) Meiosis differs from mitosis in that the number of chromosomes
is halved and genetic variation is reduced in meiosis, but not in
mitosis.
c) Metaphase and telophase portions of meiosis and mitosis are the
same. Meiosis and mitosis are also the same, except for the number
of chromosomes. Anaphase I and anaphase are different.
d) Prophase and telophase portions of meiosis and mitosis are the
same. Meiosis II and mitosis are also the same and have the same
number of chromosomes. Anaphase I and anaphase are different.
4) Explain why meiosis might be considered a special case of mitosis.
a) Meiosis simply repeats each step of mitosis two times.
b) Meiosis is essentially the same as mitosis except it occurs only
in the gonads.
c) Meiosis and mitosis use similar mechanisms in the same sequence
of steps.
d) Meiosis and mitosis follow the same steps but in slightly
different order.
5) Cells enter meiosis after going through an S-phase of their life cycle, so the chromosomes have been duplicated. In order to produce reproductive cells, however, the number needs to be cut in half. How does meiosis accomplish this goal?
a) Meiosis produces haploid cells because only half of the DNA
is replicated in the S-phase preceding meiosis I.
b) Meiosis reduces the chromosome number in the first division and
then restores the number in the second division.
c) Chromosome number is halved during the interphase between
meiosis I and meiosis II.
d) Chromosome number is halved during meiosis I when the homologous
chromosomes separate, but the sister chromatids remain
connected.
In: Biology
Select one:
a. There may be tax advantages
b. Shareholders can veto decisions of directors.
c. Shareholders owe no duty to the corporation.
d. Shares are easily transferred.
e. Shareholders are not liable for debts of the corporation.
Select one:
a. A ‘society’ must be for a non-profit purpose.
b. Unlimited liability means that an investor can lose not only what he/she has invested but also their personal assets.
c. A partnership is a legal entity separate and apart from the partners who make it up.
d. Sole proprietors have unlimited liability.
e. A corporation is a separate legal entity independent and apart from the shareholders that make it up.
Select one:
a. Mr. Gnowsky must use reasonable care, skill, and diligence in his service to you.
b. His failure to obey you and to act within the authority given him would allow you to sue him for breach of contract
c. Generally, an agent may not delegate his authority without the authorization of his principal.
d. Even when Mr. Gnowsky is acting as your agent, he need not put your interest above his own.
e. Mr. Gnowsky must tell you everything relevant to his task that a reasonable person would consider might affect your decision making.
Select one:
a. Binding arbitration
b. Mediation
c. Job action
d. Certification
e. Conciliation
Select one:
a. Disabled workers
b. Affirmative action
c. Harassment
d. Pay equity
e. All of the above
Select one:
a. A contract for the sale of a ranch.
b. A contract for future goods when title will pass in the future
c. A contract for the purchase of a car.
d. A meal in a restaurant.
e. A contract for the sale of tangible personal property
Select one:
a. Novation requires the creditor to accept the new contract in full satisfaction and substitution for the old contract.
b. Novation requires the creditor to accept the new debtor as principal debtor, not merely as a guarantor.
c. Novation requires the inclusion of a force majeure clause in order to be enforceable.
d. Novation requires that the new debtor assume complete liability.
e. Novation refers to the creation of a new contract through the substitution of a third party for one of the original parties to a contract, with everyone's consent.
Select one:
a. Tong can sue either Hocaloski or Peppar, her employee, for breach of contract, but not both of them.
b. Tong can sue both Hocaloski and Peppar for breach of contract, since they are both connected with the job.
c. If Hocaloski did not pay Peppar, Peppar could sue Tong for his pay because Peppar did do work for Tong.
d. Only Peppar is liable since he made the mistake.
e. For breach of contract, Tong could successfully sue only Hocaloski.
In: Economics
Case Study
While hospitalized on a cardiac step-down unit, a patient undergoing cardiac monitoring died when a lethal cardiac rhythm was missed by the hospital staff. Because of the severity of the outcome, a root cause analysis (RCA) was done. The root cause analysis determined the central monitor screens for the cardiac units were at the nurses’ stations, giving them primary responsibility for oversight. However, the RNs were so busy that the unit secretaries were eventually trained to watch the monitors because they sat at the desk where the monitors were located.
The unit secretaries were also very busy, making it impossible to keep a constant eye on the cardiac monitors resulting in inconsistent monitoring, reporting, and follow-up related to monitor alarms. During the RCA, it was determined that the nurses did not intend the secretaries to be the only pair of eyes on the monitors and had every intention of being closely involved. Secretaries were instructed to notify the RN of any monitor alarm, and it was the nurse’s responsibility to respond. However, when the nurses assigned the responsibility to the secretaries, they became complacent of their primary responsibility to ensure someone observed, reported, and responded to any alarm. In the case of the death, the secretary had learned to silence the monitors once she had alerted the nurse because the noise was overwhelming. The secretary reported, “I had seen the nurses do it all the time because they often complained that patients turning over could cause the alarms to go off.” This statement was corroborated by the nursing staff, and they admitted they often instructed the secretaries to “shut it off,” based on their having just been in the patient’s room several times for monitor alarms and the patient was fine.
On the day of the event, the monitor was alarming and the secretary told the nurse as usual, but on her way to the patient’s room, the nurse was called to an emergency at the other end of the hall, preventing her from checking the patient immediately. The secretary silenced the alarm on two subsequent times once she had notified the nurse, thinking it had been addressed. The patient had been in ventricular fibrillation and died before the nurse returned to the room.
During the investigation, it was discovered there had been five other incident reports filed for similar problems over the past 2 years, including two near-death cases. In a review of the other incident reports, it was documented that the solution to the early problems had been to train the secretaries as a backup because the nurses were often in the hallways or in patients’ rooms. It was believed that having someone who was always near the monitors and who could watch them and report alarms to the nurses would solve the problem. It became clear, based on the recent death, that a more drastic solution was needed. After analyzing several proposed solutions, it was decided that having a centralized monitor room separate from the nursing station monitors and staffed with monitor techs was the best solution. In addition to the centralized monitor room, the ability to silence a monitor was removed from the central unit at the nurses’ station, so the alarm could only be silenced by an RN at the patient’s bedside to ensure someone had seen the patient before silencing the alarm. Finally, in the event of a lethal alarm, the monitor room techs would call a code blue before phoning the nursing unit.
Case Analysis
This model case illustrated a system failure that did not meet the major attributes of health care quality of being safe, patient-centered, timely, effective, and efficient. This effort would be classified as a sentinel event because there was a severe variation in the standard of care caused by both human error and system error, resulting in death.
Please answer the following questions.
What can a root cause analysis accomplish?
In this case study, what must occur after the changes described have been implemented to ensure a culture of quality is maintained?
In: Nursing
|
After reading an essay written by ________, both Charles Darwin and Alfred Wallace became aware of the potential for populations to increase beyond their environment’s capacity to provide for all individuals, resulting in competition for survival. |
| a. |
Charles Lyell |
|
| b. |
Thomas Malthus |
|
| c. |
Jean-Baptiste Lamarck |
|
| d. |
Aristotle |
1 points
QUESTION 2
When natural selection is operating, which of the following phenomena is likely to occur?
| a. |
Mutations that occur in one of an organism’s cells will gradually spread to the rest of the cells. |
|
| b. |
The evolution of a population will be driven by random natural events. |
|
| c. |
The characteristics of individuals within a population will evolve during their lifetime. |
|
| d. |
Some individuals within a population will have greater reproductive success than others. |
1 points
QUESTION 3
Refer to Figure 14.30 in the textbook. What do all of these birds have in common?
| a. |
They all live in Africa. |
|
| b. |
They are all descended from a common ancestor. |
|
| c. |
They are products of artificial selection. |
|
| d. |
Their geographic distribution can be explained by plate tectonics. |
1 points
QUESTION 4
One common criticism about evolution is that the actual process of evolutionary change has never been observed. How might an evolutionary biologist respond to this criticism?
| a. |
Biologists routinely observe and document genetic changes in populations; peppered moths and cliff swallows are just two of hundreds of examples. |
|
| b. |
Prehistoric peoples living in North America observed the gradual changes in the horse and documented these changes in cave paintings. |
|
| c. |
Mutation, which is the source of genetic variation, produces variability that is too small to be measured, however, given enough time the accumulation of such small changes will become evident. |
|
| d. |
Biologists are confident that evolution occurs, however, the time required for evolutionary change is much longer than the human life span. |
1 points
QUESTION 5
Genetic variation is based on
| a. |
the accumulation of mutations in somatic cells (as opposed to gametes). |
|
| b. |
differences in DNA sequences between the individuals in a population. |
|
| c. |
the formation of new combinations of alleles during asexual reproduction. |
|
| d. |
the inheritance of alleles that are accumulated during an individual’s lifetime. |
1 points
QUESTION 6
Among individuals in a population, the ultimate source of heritable differences that drive natural selection is
| a. |
industrial pollution. |
|
| b. |
gene flow. |
|
| c. |
continental drift. |
|
| d. |
gene mutation. |
1 points
QUESTION 7
Which of the following statements best describes what happens in gene flow?
| a. |
Chance events alter a population’s gene pool. |
|
| b. |
New individuals that join a population contribute their alleles to its gene pool. |
|
| c. |
Alleles that make an individual more successful move from one population to another. |
|
| d. |
Crossing-over creates new combinations of alleles during gamete formation. |
1 points
QUESTION 8
Biological evolution is best defined as
| a. |
changes in any characteristics of a population over time. |
|
| b. |
the characteristics that improve a particular organism’s chances of survival. |
|
| c. |
random oscillations in the genetic makeup of a population. |
|
| d. |
the change in the allele frequencies of a gene pool over time. |
1 points
QUESTION 9
The evolutionary effects of genetic drift are
| a. |
usually random and unpredictable. |
|
| b. |
shaped by nonrandom selective forces. |
|
| c. |
indistinguishable from those produced by natural selection. |
|
| d. |
most obvious in large populations. |
1 points
QUESTION 10
With which of the following statements would Darwin be most likely to DISAGREE?
| a. |
Natural selection is the mechanism by which biological evolution takes place. |
|
| b. |
Evolution is best viewed as a purposeful and directed change over time. |
|
| c. |
The fossil record supports the view that biological evolution has occurred. |
|
| d. |
Individuals within a population vary in the characteristics they possess. |
In: Biology
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In: Accounting
a. Not all evolution is adaptive. Chance plays a role in evolution. Genetic drift can mean certain alleles increase in frequency even when they have negative fitness consequences (remember your population modeling simulations).
b. Selection varies over space. A trait may be adaptive in some other area but not in the area the organism or population currently resides.
c. Selection varies over time. A trait that might have been adaptive in the past may no longer be adaptive.
d. Physical constraints exist. Organisms “bump into” the physical realities of the world.
e. Traits are correlated. Remember this may happen for a variety of reasons. First, they may be on the same chromosome (linked) so if one is selected for the other hitchhikes along. The protein that a gene encodes or makes may have multiple functions (classic pleiotropy) or the traits may simply have a common developmental connection like arm length and digit length.
f. Historical constraints exist. Evolution does not scrap ancestral anatomy and build each new complex structure from scratch but co-opts existing structures and adapts them to new situations. Traits arise through complex evolutionary histories (not a design process). Future evolution is often constrained by traits that have already evolved. Natural selection can only “edit” variation that exists-new alleles do not arise on demand.
g. Adaptations are trade-offs. Each organism must do many different things. Changing one feature for the better might change another for the worse.
h. Evolution is without morality. Just because a trait or behavior has been selected for by natural selection does not mean it is GOOD.
i. Evolution is not progressive. Populations become better adapted to their local environment.
Which letter above goes with which number below? Basically match the letter (Short bolded statements above with their definitions) with a description below this question. Some can be used more than once.
19. ___________________Although forelimbs originally evolved for locomotion on land, birds have modified their forelimbs to fly.
20. ___________________Immune system maintenance and upregulation (“turning on”) is costly. Sexual selection, which increases male investment into reproductive traits, is expected to reduce immune function (McNamara et al 2013).
21. ___________________Scientists have hypothesized that the large, hard-shelled fruit of the calabash tree (a native of Central and South America and the Caribbean) was actually an adaptation for seed distribution by large mammals, such as the gomphothere. Unfortunately, gomphotheres went extinct over 10,000 years ago.
22. ___________________In a traffic jam your heart races and pounds and you get really angry.
23. ___________________A creature the size of a blue whale would not evolve on land because known biological materials could not provide enough support.
24. ___________________As selection increased the frequency of individuals with deeper beaks it also increased the frequency of individuals with wider beaks.
25. ___________________ When semi-aquatic animals such as muskrats and mink swim they use 2.5 to 5 times more energy than fully aquatic mammals such as dolphins and whales.
26. ___________________On a remote atoll in the Pacific a typhoon hit in 1775 reducing the human population from 20,000 to 20. At least 1 of the 20 carried a loss of function allele that when homozygous resulted in a loss of vision. That allele still persists on the island today at frequencies higher than any other population in the Pacific.
27. ___________________Polar bears are probably well adapted to Arctic but they would be a flop in the desert.
28. ___________________Human back problems are often blamed on the fact that we evolved from a tetrapod ancestor so the attachment points for muscles are not necessarily in locations that make the most sense.
In: Biology