Draw an American Flag in Python turtle Height A=1 Width B=1.9 Blue C=0.5385 D=0.76 Star Pattern E=F=0.0538 G=H=0.0633 Strips K=0.0633 L=0.0769

In December 2016, Learer Company’s manager estimated next year’s total direct labor cost assuming 40 persons working an average of 2,000 hours each at an average wage rate of $30 per hour. The manager also estimated the following manufacturing overhead costs for 2017.

Indirect labor $ 340,200 Factory supervision 110,000 Rent on factory building 101,000 Factory utilities 107,000 Factory insurance expired 87,000 Depreciation—Factory equipment 473,000 Repairs expense—Factory equipment 79,000 Factory supplies used 87,800 Miscellaneous production costs 55,000 Total estimated overhead costs $ 1,440,000 At the end of 2017, records show the company incurred $1,599,000 of actual overhead costs. It completed and sold five jobs with the following direct labor costs: Job 201, $623,000; Job 202, $582,000; Job 203, $317,000; Job 204, $735,000; and Job 205, $333,000. In addition, Job 206 is in process at the end of 2017 and had been charged $36,000 for direct labor. No jobs were in process at the end of 2016. The company’s predetermined overhead rate is based on direct labor cost. Required 1-a. Determine the predetermined overhead rate for 2017. 1-b. Determine the total overhead cost applied to each of the six jobs during 2017. 1-c.

Determine the over- or underapplied overhead at year-end 2017. 2. Assuming that any over- or underapplied overhead is not material, prepare the adjusting entry to allocate any over- or underapplied overhead to Cost of Goods Sold at the end of 2017.

Compute the Fourier series for the triangle and sawtoothwaves, i.e. the following functions, periodically extended to R:   
  
f(x) = |x|, −1 < x ≤ 1; g(x) = x−π ,−π ≤ x < π . Plot each function and its Fourier polynomials of degrees up to 4.

Development throughout the Lifespan

Erikson and Freud are two of the few theorists who have developed a lifespan approach to development. Freud’s approach to development was psychosexual while Erikson’s was psychosocial. Even though Freud’s theory is better known, Erikson’s theory remains a leading and very much applied model in personality and developmental psychology today.

When considering these two stage-oriented theories, you can directly compare the majority of their stages. These are matched in the following table:

When considering Erikson's eight stages of development, the way a person moves through each stage directly affects their success in the next stage. Their personality is being built and shaped with each stage. At each stage, there is a turning point, called a crisis by Erikson, which a person must confront.

In this assignment, you will observe or interview two different people, each at a different stage of development. For a third observation, take a look at yourself and the stage that you are in (this stage must be different from your other two observations).

Record your three observations in a template. Include the following information:

Name

Age

Gender

Current developmental stage

Status within the stage (i.e., identity achievement or role confusion)

Events that have lead to this status

Record your observations.

Summarize what you have learned about psychosocial development through these observations/interviews.

Summarize the trends you see in your observations/interviews regarding psychosocial development.

How does movement through Erikson's stages influence personality development? Again, be specific.

How do Erikson's stages of development compare to Freud’s stages? How are they similar? How are they different?

Between these two theories, which one do you feel best explains your own personality development? Justify your answers with specific examples.

(C++) Hey, so I'm trying to make a Remove() and Add() function for a Binary Search Tree (NOT USING RECURSION), can you help? For 3 cases: no child, 1 child and 2 children also for Remove().

This is the function to find the node to be deleted/added

TreeNode* PrivateFind(const T& tWhat)
   {
       //Start from head
       TreeNode* tWalk = mHead;
       while (tWalk != nullptr)
       {
           //If found then return the pointer
           if (tWalk->mData == tWhat) {
               return tWalk;
           }
           //If the current value is smaller than the target
           else if (tWalk->mData < tWhat) {
          
               //No more node
               if (tWalk == nullptr) {
                   return tWalk;
               }
               //Go right
               else {
                   tWalk = tWalk->mRight;
               }
              
           }
           //Same as above but go left
           else if (tWalk->mData > tWhat) {
              
              
               if (tWalk == nullptr) {
                   return tWalk;
               }
               else {
                   tWalk = tWalk->mLeft;
               }
               }
       }

   }

My Add function in case I did wrong in Add()

void Add(T tWhat)
   {
       //For the first node get added (root node)
       if (mHead == nullptr)
       {
           mHead = new TreeNode(tWhat);
           return;
       }
       //Find the target node
       TreeNode* tWalker = PrivateFind(tWhat);
       if (tWalker->mData == tWhat) {
           return;

       }
       else if (tWalker->mData > tWhat) {
           tWalker->mLeft = new TreeNode(tWhat);
           tWalker->mLeft->mParent = nullptr;
          
       }
       else if (tWalker->mData < tWhat) {
           tWalker->mRight = new TreeNode(tWhat);
           tWalker->mRight->mParent = nullptr;
       }
       return;
   }

this is what I currently have for Remove()

void Remove(T tWhat)
   {

       //Find the node we want to delete
       TreeNode* tWalker = PrivateFind(tWhat);
      
       if (tWalker == nullptr) {
           return;
       }
       //Case1 : no children
       if (tWalker->mLeft == nullptr && tWalker->mRight == nullptr) {
           //Special case: Delete root node
           if (tWalker == mHead) {
               mHead = nullptr;
               return;
           }
           //Delete tWalker from tWalker's parent
           if (tWalker->mParent->mLeft == tWalker) {
               tWalker->mParent->mLeft = nullptr;
           }
           else {
               tWalker->mParent->mRight = nullptr;
           }
           return;
       }
//Case 2: 1 children
       //Has children on the left
       if (tWalker->mRight == nullptr)
       {
           if (tWalker == mHead) // Special case
           {
               mHead = mHead->mLeft;
               return;
           }
           //Link tWalker's left child to tWalker's parent child
           if (tWalker->mParent->mLeft == tWalker)
               tWalker->mParent->mLeft = tWalker->mLeft;
      
           else
               tWalker->mParent->mRight = tWalker->mLeft;
      

           return;
       }
       //Has children on the right
       if (tWalker->mLeft == nullptr)
       {
           if (tWalker == mHead) // Special case
           {
               mHead = mHead->mRight;
               return;
           }
           //Link tWalker's right child as tWalker's parent child
           if (tWalker->mParent->mLeft == tWalker)
               tWalker->mParent->mLeft = tWalker->mRight;
           else {
               tWalker->mParent->mRight = tWalker->mRight;
           }
           return;
       }
//Case3 :2 children

       //Special case: the right node of tWalker is the tSucc
       //Replace tWalker with tWalker->mRight
       //For case 3: the ponter to the node in the right subtree that has minimun value
  
       TreeNode* tSucc = tWalker->mRight;
       TreeNode* tSuccParent = tWalker; //tSucc's parent
      
       if (tSucc->mLeft == nullptr) {
           tWalker->mData = tSucc->mData;
           tWalker->mRight = tSucc->mRight;
           return;
       }
       while (tSucc->mLeft != nullptr) {
           tSuccParent = tSucc;
           tSucc = tSucc->mLeft;
       }
       tWalker->mData = tSucc->mData;
       tSuccParent->mLeft = tSucc->mRight;

}

research using the Internet and/or the textbook and recommend the best approach for deploying applications in a virtual environment. Provide the rationale for your choice. Your APA-formatted proposal should be at least 2 pages in length, not including the title and reference page(s).

1. Let A = {x,y,z} B = {100,28,39}, find

1. A×B

2. B×A

2. Find the truth set of the following predicate

1. P(x): x < x2, the domain is Z, the set of integers.

2. Q(x): x2 = 2, the domain is Z, the set of integers.

3. R(x):3x + 1 = 0, the domain is R, the set of real numbers.

Psychological Disorders.

Choose a disorder that the textbook covers that most interests you.

Discuss the definition of the disorder, symptoms, treatments, and why you chose this disorder.

Find a recent empirical article on your disorder (last 5 years). Briefly summarize the purpose, methods, and findings of your article.

How is this disorder typically portrayed in the media? Is it accurate based on your research?

Chapter 9: Social Networking: Ethics in Information Technology 5th edition, by George W. Reynolds From the major topic discussed in Chapter 9, write a two-page essay for your essay. The e-version of the book is available online. I have attached a copy below: http://dinus.ac.id/repository/docs/ajar/ethics_in_information_technology2c_5th_ed._0_.pdf

You are working on a research project and you are looking to collect VO2max measures on obese adults (categorized as such based on weight and BMI). Which method/GXT would you choose to assess CRF and why? Be detailed and specific when explaining/defending your choice

A normalized message signal has a bandwidth of W = 10 KHz and a power of
Pm= 0.75 . It is required to transmit this signal via a channel with an available bandwidth
of 80 KHz and attenuation of 50 dB. The channel noise is additive and white
with a power-spectral density of N0/2 = 10^(-10) watts/Hz. A frequency-modulation
scheme, with no pre-emphasis/de-emphasis filtering, has been proposed for this
purpose.
1. If it is desirable to have an SNR of at least 40 dB at the receiver output,
what is the minimum required transmitter power and the corresponding
modulation index?
2. If the minimum required SNR is increased to 60 dB, howwould your answer
change?
3. If in part 2, we are allowed to employ pre-emphasis/de-emphasis filters with
a time constant of τ = 75μsec, how would the answer to part 2 change?

xxxxxxxxxxxxxxxxxxxxxxxxxxxxx

xxx In this year’s runner's competition, there are x contestants participating in the women's  100m freestyle. They are divided into y equal-size groups before the first round, each containing n runners.

xxx Imagine we obtained a list containing all of the times by each runner for the first round.  Construct a divide-and-conquer algorithm with Θ(mlogm) worst-case runtime complexity to generate a complete list of ascending time performances. HINT: You may need to use two functions.

xxxa) Provide the pseudocode for your algorithm.

xxx(b) Worst case runtime complexity for your algorithm? Use the Master Theorem.

Using the techniques from the flowing topic notes develop plan for Marketing, General Management and Operations for the business concept for NIKE Company .

Business Planning: Marketing, General Management and Operations

Marketing is best presented through the Marketing Mix. The Marketing Mix is also called The 4-Ps of Marketing. The 4-Ps are product, price, place and promotion. Each “P” is identified separately, but they work together to promote the right product in the right place and at the right price.

Product

There is significant overlap in the product and concept. Where the concept focused on the big picture of your product and services, in the product section we will focus on more of the specifics.

Once you have the concept in mind, you should now think about the following:

1.       Is there a single product or does it have many separate categories? An example would be for a clothing store which sells men’s, women’s, and children’s clothes.

2.       Who will be supplying this product? Am I manufacturing the product from scratch, or am I buying from a supplier?

3.       If manufacturing the product, who is doing the engineering, beta testing, etc.? (You should have a separate section of your plan just for the manufacturing that answers these questions as well as covers your overall production facility, production lines, including plant and equipment, quality assurance etc.).

4.       If buying from a supplier, identify who these suppliers are, what the lead time is for orders, what the shipping cost is, etc.

5.       How will my office or store be presented to customers? Will it be a physical location or virtual space (web presence) or both?

6.       What will my sign look like? Will I have a logo? Who will be designing the logo and preparing the signs?

7.       What colors will I be using? Are these appropriate for my target audience?

8.       How will I present my product in an appealing way? (Consider everything from shelving to label and signs at this point.)

9.       Will there be music playing? If so, by what medium and what will be the cost on that?

10.     From the time the customers come to your store (or website), what will be the total experience? Consider everything from the welcome to the checkout process.

These are just a few of the things you need to consider regarding your product. Each product or product line is different and will need great consideration to ensure you are maximizing your potential success and profitability.

If your product is something others already sell, do some research by going to a competitor’s site or store and purchase something. Find out what they are doing right and wrong. How will you differentiate your product?

After considering all these questions and many more, revisit your product and make any changes. The time to change is in the planning process, not once your product is on the shelves.

Price

Pricing can be a very complex issue for most people. Pricing is one of the

most important decisions you will make as a new business owner. It needs to be taken seriously as will affect your business at every level. So, how do you price your product? Many times, pricing will be driven by your competition. You must

be careful, however, that you do not allow your competitions improper pricing make you unprofitable as well. You must take into account many variables, only one of which is competition. Other variables are your industry norms, information from your local business association, your fixed cost and your cost of materials and labor, just to name a few.

You need to determine your cost of labor and materials to make your product.

Once you are happy with the price, compare it to your competitors. Are you competitive? If your prices are too high, can you make this work? If your prices are too low, should you increase the cost, or are you trying to be the price leader to attract customers?

Place

Placement of your product or service is undoubtedly the most difficult part of the marketing plan for most businesses. You may have a great product with a great price, but you need to remember that stores are inundated with request to sell new products.

If selling through a retailer (in other words, someone else is selling the product you are producing), you need to consider the following:

1.       What stores or other outlets will be selling your product(s)?

2.       Have they agreed to sell your product? Do you have a contract or some other agreement?

3.       How will you distribute this product (delivery, shipping, etc.)?

4.       Will you need to pay a fee to put your product on the shelves?

5.       What will you be responsible for as far as shelving, displays, advertising/presentation, or anything else that could increase your overall cost?

6.       Are you responsible for promotions such as buy one get one or other promotional activities?

7.       Is your production capacity able to meet the estimated needs

If you are going to sell your product directly to the consumer in a retail style space, you should consider the following:

1.       How much space will you need for retail space and for storage?

2.       What system/software, etc. will you be using for cash registers?

3.       What will you need for displays (shelves, hangers, etc.)?

4.       How will you make the interior attractive and best display your products?

5.       How will you be drawing customers in? Signs, banners, etc.?

6.       How will you minimize theft/loss?

7.       What will be your initial and ongoing inventory needs?

If you are going to sell product via the web, the following should be considered:

1.       Who will build and host your site?

2.       How will you distribute/ship product?

3.       How much will shipping costs be?

4.       How will you attract people to your site?

5.       How much inventory will you need to have on hand at any given moment?

Regardless of the way you will be selling your product, you need to give significant consideration in making these more detailed decisions, as your success will depend largely on the decision you make early on in the process.

Promotion

There are myriad ways to promote your business. They may include advertising in your local newspaper to being on a lecture circuit or advertising in trade publications. Individual businesses need individualized promotional activities. If you are a mine equipment manufacturer, advertising in a large city’s newspaper is not likely your best avenue. However, for a local pet shop, it may be just the ticket. As stated earlier, this varies widely from business to business.

General Management and Operations

Management Theory:

- Contingency Theory

As the word Contingency indicates, this theory is based on the principle that managers will make decisions according to the situation they are dealing with at the time. This approach is commonly used in cultures, like the United States, that have high levels of independence. This approach leaves managers to determine the best approach for their particular group and is often appropriate for smaller organizations and some larger ones as well.

- Systems Theory

A Systems Theory approach to management is a much more regimented style of management and is often used in more autocratic organizations and cultures. Many large organizations use this style or management as it allows uniformity across many departments and/or divisions. This approach may be used for smaller organizations but may seem heavy-handed to employees who are used to a more casual, familial environment.

- Chaos Theory

Chaos Theory recognizes that organizations are ever-changing as they grow and face new opportunities and challenges. This theory works well with other theories and approaches as your organization evolves.

- Theory X and Theory Y

Theory X and Theory Y assumes that workers fall into one of two categories: either they are naturally lazy and lack ambition, or they are naturally driven and will take responsibility. In Theory X, workers are not encouraged to take any role or responsibility in management or leadership; instead, they are given structured assignments that are closely supervised. In Theory Y, workers are encouraged to participate in decisions and are more autonomous in work schedules, workloads, etc.

- Scientific Management Theory

Developed by Frederick Taylor around the turn of the 20th century, the Scientific Management Theory espoused measurement of all organizational tasks. Everything that could be standardized was, and workers were treated similar to school children as they received either reward or punishment for their activities. This was typically used (and sometimes still is) in assembly line or other manufacturing facilities.

- Bureaucratic Management Theory

In the 1930s and 1940s, Max Weber expanded on the scientific approach, adding hierarchies and strict lines of authority and control. Today we call this the Bureaucratic Management Theory. Weber espoused the belief in standard operation procedures throughout and organization.

Activities of managers:

Organization and Departmental Objectives

A much less stressful, but equally important role of the manager is to set organizational and departmental objectives. In order for employees to all be marching in the same direction, you, as a leader, must determine objectives that are understandable and achievable for the organization, departments, and individual employees. It is important that you involve all managers when setting your organization objectives. If your managers have “buy-in” to your objectives, they will most likely then become everyone’s objectives throughout the company, and they are more likely to succeed. Furthermore, if your managers are involved during

this process, they can assist you in heading off potential problem areas or give you a “check” if you are being too aggressive. However, it is also important to lead your managers in a balanced way that allows for feedback but does not deter you from achieving your ultimate goals.

Planning

Once objectives have been established, the planning process can begin. Essentially, the planning process takes the established objectives and puts into place a plan of action to achieve those goals. Planning is a more exhaustive and detailed process than the setting of objectives and may include such details as human resource requirements, budgeting, processes, and equipment needs, just to name a few.

According to the complexity of the plan, software may be needed to forecast and track the process over time. Many industries have specific software to assist in this process, but there are many programs already developed and readily available on the open market.

Directing

A large amount of your time as a manager will be spent directing subordinates in daily activities. This time can be mitigated by delegating some activities to your managers/supervisors, but ultimately you will be tasked with staff direction, either firstly or indirectly. Many days a manager may feel like a firefighter, putting out little fires all day long. Other days may be spent planning or talking to staff to ensure morale is high, but each day will be different, requiring agility and flexibility in your schedule.

Controlling

The old adage, “you can’t manage what you can’t measure,” is important to remember. It is impossible to determine how a particular objective is being met if there is no plan. Furthermore, if you cannot objectively measure the progress of a plan, how will you determine success and failure on a daily basis?

Reflection and Adjustment

It is important that you, as a manager, take time to reflect on your decisions and how your company is performing. It is easy to get caught up in the daily whirlwind of activities, leaving you exhausted at the end of each day with hardly a minute just to think. Take time, each day, to reflect on your work. Even if it is only a few minutes, write down your thoughts, how you can do better, and what your tasks are before the end of each day. As you come to work each morning, you can then look at your list and plan your day accordingly, being better prepared for whatever may come your way. Another way you should reflect is either as a group (all managers) or as an organization. Allowing employees to vent frustration is a great way for you t keep your hand on the pulse of your operation. It is also a great opportunity for you and others to assist one another in problem solving.

Populism is a development that has exponentially been growing. Yet, globally there is much criticism of populist leaders. In preparation for this discussion, take a look at the concept of populism and Google it. Also, Google a couple of global leaders who are identified as populist.

Now, armed with that information, particularly in the midst of the critiques of democracy being taken away from the people by populist leaders, how do you think the concept of groupthink plays out in our society and how do you believe that trend towards groupthink can that trend be reversed?

Last, but not least, how do you believe groupthink will play into how the world navigates through this pandemic that is impacting people on a global basis? Can groupthink be a positive or a negative construct as we move through these times? How can groupthink contribute to the individual and collective stress of people?

This is just a general question from Organizational Development Perspective.

The most recently issued 4-week T-Bill is quoted at a discount of 1.91.

a. What is the price of this T-Bill?

b. What is the bond-equivalent yield? Assume 4 weeks is 30 days, and the par value is $10,000. Express your answers rounded to two decimal places.