Describe the roles of the president, congress, and states in formulating health policies

Sam Nolan clicked the mouse for one more round of solitaire on the computer in his den. He’d been at it for more than an hour, and his wife had long ago given up trying to persuade him to join her for a movie or are Saturday night on the town. The mind-numbering game seemed to be all that calmed Sam down enough to stop thinking about work and how his job seemed to get worse every day.

Nolan was chief information officer at Century Medical, a large medical products company based in Connecticut. He had joined the company four years ago, and since that time Century had made great progress integrating technology into its systems and processes. Nolan had already led projects to design and build two highly successful systems for century. One was a benefits-administration system for the company’s HR department. The other was a complex Web-based purchasing system that stream-lined the process of purchasing supplies and capital goods. Although the system had been up and running for only a few months, modest projects were that it would save Century nearly $2 million annually. Previously, Century’s purchasing managers were bogged down with shuffling and processing paper. The purchasing process would begin when an employee filled out a materials request form. Then the form would travel through various offices for approval and signatures before eventually being converted into a purchase order. The new web-based system allowed employees to fill out electronic request forms that were automatically e-mailed to everyone whose approval was needed. The time for processing request forms was cut from weeks to days or even hours. When authorization was complete, the system would automatically launch a purchase order to the appropriate supplier. In addition, because the new system had dramatically cut the time purchasing managers spent shuffling paper, they now had more time to work collaboratively with key stakeholders to identify and select the best suppliers and negotiate better deals.

Nolan thought wearily of all the hours he had put in developing trust with people throughout the company and showing them how technology could not only save time and money but also support team-based work and give people more control over their own jobs. He smiled briefly she recalled one long-term HR employee, 61-year-old Ethel Morre. She had been terrified when Nolan first began showing her the company’s intranet, but she was now one of his biggest supporters. In fact, it had been Ethel who had first approached him with idea about a web-based job posting system. The two had pulled together a team and developed an idea for linking century managers, internal recruiters, and job applicants using artificial intelligence software on top of an integrated web-based system. When Nolan had presented the idea to his boss, executive vice-president Sandra Ivey, she had enthusiastically endorsed it, and within a few weeks the team had authorization to proceed with the project.

But everything began to change when Ivey resigned her position six months later to take a plum job in New York. Ivey’s successor, Tom carr, seemed to have little interest in the project. During their first meeting, Carr had openly referred to the project as a waste of time and money. He immediately disapproved several new features suggested by the company’s internal recruiters, even though the project team argued that the features could double internal hiring and save millions in training costs. “Just stick to the original plan and get it done. All this stuff needs to be handled on a personal basis anyway,” Carr countered. “you can’t learn more from a computer than you can talking to real people – and as for internal recruiting, it shouldn’t be so hard to talk to people if they’re already working right here in the company.” Carr seemed to have no understanding of how and why technology was being used. He became irritated when Ethel Moore referred to the system as “web-based”. He boasted that he had never visited Century’s intranet site and suggested that “this internet fad” would blow over in a year or so anyway. Even Ethel’s enthusiasm couldn’t get through to him. She tried to show him some of the HR resources visible on the intranet and explain how it had benefited the department and the company, but he waved her away. “Technology is for those people in the IS department. My job is people, and yours should be, too”. Ethel was crushed, and Nolan realized it would be like beating his head against a brick wall to try to persuade Carr to the team’s point of view. Near the end of the meeting, Carr even jokingly suggested that the project team should just buy a couple of filing cabinets and save everyone some time and money.

Just when the team thought things couldn’t get any worse, Carr dropped the other bomb. They would no longer be allowed to gather input from uses of the new system. Nolan feared that without the input of potential users, the system wouldn’t meet their needs, or even that users would boycott the system because they hadn’t been allowed to participate. No doubt that would put a great big “I told you so” smile right on Carr’s face.

Nolan sighed and leaned back in his chair. The project had begun to feel like joke. The vibrant and innovative human resources department his team had imagined now seemed like nothing more than a pipe dream. But despite his frustration, a new thought entered Nolan’s mind: “Is Carr just stubborn and narrow-minded or does he have a point that HR is a people business that doesn’t need a high-tech job posting system?”

questions:

1. Development of Alternatives to Address the Problem Statement
2. Evaluation of Alternatives, and Recommend One
3. Implementation Plan of Chosen Alternative:
4. Evaluation of Chosen Alternative For Effectiveness

23. Consider a trigger which archives deleted rows from a table into a separate archive table.

a. Is using a trigger to achieve this using needless computation power?

b. What is another way of implementing this feature without using triggers?

c. What are the arguments in favour of this solution?

d. What are the arguments against this solution?

23. Consider a trigger which archives deleted rows from a table into a separate archive table.

a. Is using a trigger to achieve this using needless computation power?

b. What is another way of implementing this feature without using triggers?

c. What are the arguments in favour of this solution?

d. What are the arguments against this solution?

Write a simple airline ticket reservation program. The program should display a menu with the following operations: reserve a ticket, cancel a reservation, check whether a ticket is reserved for a person, and display the passengers. The information is maintained on an alphabetized linked list of names. In a simpler version of the program, assume that tickets are reserved for only one flight. In a fuller version, place no limit on the number of flights. Create a linked list of flights with each node including a pointer to a linked list of passengers.

In C++ language.

hanex limited is considering investing $50,000/- in a new machine with an expected life life of 5 years. the machine will have no scrap value at the end of five years.it is expected that 2000 units will be sold each year at a selling price of $3.00 per unit, variables production cots are expected to be $1.65 per unit, while incremental fixed cost, mainly the wages of maintenance engineer are expected to be $10.000/- per year. Hanex limited uses a discount rate of 12% for investment appraisal purposes and expects investment projects to recover their initial investment within two years.

required

a. calculate and comment on the payback period of the project

b. calculate and comment on the net present value of the project

c. identify the limitations of the net present value techniques when applied generally to investment appraisal

d. explain why risk an uncertainty should be considered in the investment appraisal

just what am i supposed to do here?

Design Your Own Experiment: Musculoskeletal Fatigue Experiment

Inventory Material sFull Lab Kit Box Rubber Band Rubber Ball Labware*Stopwatch/Timer Note: You must provide the materials listed in *red. EXPERIMENT

3: DESIGN YOUR OWN EXPERIMENT: MUSCLE FATIGUE

Design an experiment to test temperature-independent musculoskeletal fatigue using any of the materials provided. IMPORTANT: Students must submit personally designed experimental procedures to a teacher for approval prior to performing the experiment. When designing your experiment, create a hypothesis, identify dependent and independent variables, identify controls, include calculations where useful, record appropriate data, and report important data in an organized manner. After completing your ex-periment, write a brief post-lab report in which you address your hypothesis, procedure, data, calculations, data analysis, potential sources of error, conclusion, and additional questions or “next-steps”.

Costs of Different Customer Classes

Kaune Food Products Company manufactures canned mixed nuts with an average manufacturing cost of $51 per case (a case contains 24 cans of nuts). Kaune sold 152,000 cases last year to the following three classes of customer:

The supermarkets require special labeling on each can costing $0.03 per can. They order through electronic data interchange (EDI), which costs Kaune about $60,000 annually in operating expenses and depreciation. Kaune delivers the nuts to the stores and stocks them on the shelves. This distribution costs $40,000 per year.

The small grocers order in smaller lots that require special picking and packing in the factory; the special handling adds $20 to the cost of each case sold. Sales commissions to the independent jobbers who sell Kaune products to the grocers average 6 percent of sales. Bad debts expense amounts to 7 percent of sales.

Convenience stores also require special handling that costs $29 per case. In addition, Kaune is required to co-pay advertising costs with the convenience stores at a cost of $15,000 per year. Frequent stops are made to each convenience store by Kaune delivery trucks at a cost of $30,000 per year.

Required:

What steps can a small business owner take to differentiate their products?

How do protists reproduce sexually and asexually. What are the stages?

(Use C++ language) The Bunker Hill Health Club would like you to create a program where users can sign up for memberships. They have three types: Single Membership ($200/year), Family Membership ($350/year), and Membership Plus ($450/year). Your program should display a menu of the membership types and a fourth choice labeled 'Quit', if they don't want to join. Use a Switch-Case decision structure where a message would be displayed stating the membership type they chose and the yearly cost. A default message of 'Invalid choice' should appear if they don't enter a valid entry.

EKPN Company prepared the following data in its static budget based on 150,000 machine hours: Direct Materials $ 450,000 Direct Labour 225,000 Variable Overhead 1,125,000 Fixed Overhead 2,100,000

Actual Results: Machine Hours 160,000 hours Direct Materials $475,000 Direct Labour 245,000 Variable Overhead 1,150,000 Fixed Overhead 2,110,000


(i). What was the budgeted variable costs per machine hour for variable overhead, rounded to the nearest whole cent? a) $7.03/machine hour b) $7.50/machine hour c) $19.53/machine hour d) $20.83/machine hour


(ii). What is the budgeted Direct Labour cost at the actual level of activity? a) $245,000 b) $240,000 c) $210,938 d) $20,000


(iii). What is the budgeted Fixed Overhead at the actual level of activity? a) $2,100,000 b) $2,110,000 c) $2,240,000 d) $3,260,000


(iv). What was the difference between the actual and budgeted Direct Material costs at the actual level of activity? a) $25,000 unfavourable b) $25,000 favourable c) $5,000 unfavourable d) $5,000 favourable


(v). What possible reason could explain the difference between the actual fixed overhead costs and the budgeted fixed overhead costs? a) EKPN Company’s actual machine hours were greater than the budgeted amount. b) EKPN Company’s actual machine hours were less than the budgeted amount. c) EKPN Company spent more on fixed costs than it expected. d) EKPN Company spent less on fixed costs than expected.


Q#2: 20 Marks

Nick’s Novelties, Inc. is considering the purchase of electronic pinball machines to place in game arcades. The machines would cost a total of $300,000, have an eight-year useful life, and have a total salvage value of $20,000. The company estimated that annual revenues and expenses associated with the machines would be as follows:

Revenues $200,000 Operating expenses: Commissions to game arcades $100,000 Insurance 7,000 Depreciation 35,000 Maintenance 18,000 160,000 Net operating income $ 40,000 Required: 1. Assume that Nick’s Novelties, Inc. will not purchase new equipment unless it provides a payback period of five years of less. Will the company purchase the pinball machines?

2. If Nick’s Novelties, Inc. has a discount rate of 18%, what is the NPV of this investment?






















EKPN Company prepared the following data in its static budget based on 150,000 machine hours: Direct Materials $ 450,000 Direct Labour 225,000 Variable Overhead 1,125,000 Fixed Overhead 2,100,000

Actual Results: Machine Hours 160,000 hours Direct Materials $475,000 Direct Labour 245,000 Variable Overhead 1,150,000 Fixed Overhead 2,110,000


(i). What was the budgeted variable costs per machine hour for variable overhead, rounded to the nearest whole cent? a) $7.03/machine hour b) $7.50/machine hour c) $19.53/machine hour d) $20.83/machine hour


(ii). What is the budgeted Direct Labour cost at the actual level of activity? a) $245,000 b) $240,000 c) $210,938 d) $20,000


(iii). What is the budgeted Fixed Overhead at the actual level of activity? a) $2,100,000 b) $2,110,000 c) $2,240,000 d) $3,260,000


(iv). What was the difference between the actual and budgeted Direct Material costs at the actual level of activity? a) $25,000 unfavourable b) $25,000 favourable c) $5,000 unfavourable d) $5,000 favourable


(v). What possible reason could explain the difference between the actual fixed overhead costs and the budgeted fixed overhead costs? a) EKPN Company’s actual machine hours were greater than the budgeted amount. b) EKPN Company’s actual machine hours were less than the budgeted amount. c) EKPN Company spent more on fixed costs than it expected. d) EKPN Company spent less on fixed costs than expected.


Q#2: 20 Marks

Nick’s Novelties, Inc. is considering the purchase of electronic pinball machines to place in game arcades. The machines would cost a total of $300,000, have an eight-year useful life, and have a total salvage value of $20,000. The company estimated that annual revenues and expenses associated with the machines would be as follows:

Revenues $200,000 Operating expenses: Commissions to game arcades $100,000 Insurance 7,000 Depreciation 35,000 Maintenance 18,000 160,000 Net operating income $ 40,000 Required: 1. Assume that Nick’s Novelties, Inc. will not purchase new equipment unless it provides a payback period of five years of less. Will the company purchase the pinball machines?

2. If Nick’s Novelties, Inc. has a discount rate of 18%, what is the NPV of this investment?

Compose a one-page, double-spaced theme in Word that lists two companies that utilize Supply Chain Management. You cannot use the following companies mentioned in this chapter. Coca-Cola, Farms.com, Powersourceonline.com, abcfurniture.com, New England Wood (Links to an external site.), Vermont Hardware or Furniture Distribution Company. You also cannot use the two vendors listed in the video: Justine's Shoes and Safeway. For each of the two companies you list, write about what improvements the SCM software brought to their companies. Remember to cite your sources, using the Adding Citations directions that follow.

You are an HR Manager for an international company with locations in the US, Australia, UK, Brazil, and China. You have been tasked to develop and implement a new performance appraisal at each of your locations. What do you do?

Describe, discuss, compare and contrast job enlargement and job enrichment. Give examples of each.