c program

1. Identify type of library file that need to be used
   1. when the program needs to returns the absolute value of its integer argument such as : if x is -5, abs(x) is 5.
   2. When the program needs to return a randomly chosen integer between 0 and the value associated with RAND_MAX,
   3. When the program needs to return the base-10 logarithm of x for x>0.0: example if x is 100.0, log ₁₀(x) is 2.0

Describe the difference between depression and bipolar disorders and please be sure to include a description of the clinical characteristics of each.

(Meant for an abnormal psychology class, we use the textbook Understanding Abnormal Behavior 11e by David Sue if thats any help)

On December 31, 2020, Berclair Inc. had 400 million shares of common stock and 7 million shares of 9%, $100 par value cumulative preferred stock issued and outstanding. On March 1, 2021, Berclair purchased 60 million shares of its common stock as treasury stock. Berclair issued a 4% common stock dividend on July 1, 2021. Four million treasury shares were sold on October 1. Net income for the year ended December 31, 2021, was $350 million.

Also outstanding at December 31 were 30 million incentive stock options granted to key executives on September 13, 2016. The options were exercisable as of September 13, 2020, for 30 million common shares at an exercise price of $35 per share. During 2021, the market price of the common shares averaged $70 per share.

The options were exercised on September 1, 2021.

Required:

Compute Berclair’s basic and diluted earnings per share for the year ended December 31, 2021. (Enter your answers in millions (i.e., 10,000,000 should be entered as 10). Do not round intermediate calculations.)

Specify and briefly explain the four phases of the model of a general financial crisis given to us by economist Hyman Minsky. According to Minsky, the financial system is unstable, fragile and prone to crisis. How does the corona virus pandemic fit into the Minsky perspective?

The Rise and Fall of Nokia in Mobile Phones

Nokia emerged from Finland to lead the mobile phone revolution. It rapidly grew to have one of the most recognisable and valuable brands in the world. At its height Nokia commanded a global market share in mobile phones of over 40 percent. While its journey to the top was swift, its decline was equally so, culminating in the sale of its mobile phone business to Microsoft in 2013.

With a young, united and energetic leadership team at the helm, Nokia’s early success was primarily the result of visionary and courageous management choices that leveraged the firm’s innovative technologies as digitalisation and deregulation of telecom networks quickly spread across Europe. But in the mid-1990s, the near collapse of its supply chain meant Nokia was on the precipice of being a victim of its success. In response, disciplined systems and processes were put in place, which enabled Nokia to become extremely efficient and further scale up production and sales much faster than its competitors.

Between 1996 and 2000, the headcount at Nokia Mobile Phones (NMP) increased 150 percent to 27,353, while revenues over the period were up 503 percent. This rapid growth came at a cost. And that cost was that managers at Nokia’s main development centres found themselves under ever increasing short-term performance pressure and were unable to dedicate time and resources to innovation. While the core business focused on incremental improvements, Nokia’s relatively small data group took up the innovation mantle. In 1996, it launched the world’s first smartphone, the Communicator, and was also responsible for Nokia’s first camera phone in 2001 and its second-generation smartphone, the innovative 7650. Nokia’s leaders were aware of the importance of finding what they called a “third leg” – a new growth area to complement the hugely successful mobile phone and network businesses. Their efforts began in 1995 with the New Venture Board but this failed to gain traction as the core businesses ran their own venturing activities and executives were too absorbed with managing growth in existing areas to focus on finding new growth.

Corporate culture is one of the strategic and competitive advantages of Nokia. “Connecting people” is the catch phrase which means the physical facilities of the company. Nokia buildings hold the strong corporate image. Nokia has four main values and principles at his heart of its corporate philosophy: customer satisfaction, respect for individuals, achievement and continuous learning. However, there are some basic differences between organisational culture and national culture. These are: leadership style, organisational policies and procedures, organisational and operational structure, recruitment and selection procedures and measuring the performance of the employees and reward systems, global team and leadership development.

Between 2001 and 2005, a number of decisions were made to attempt to rekindle Nokia’s earlier drive and energy but, far from reinvigorating Nokia, they actually set up the beginning of the decline. Key amongst these decisions was the reallocation of important leadership roles and the poorly implemented 2004 reorganization into a matrix structure. This led to the departure of vital members of the executive team, which led to the deterioration of strategic thinking. By this stage, Nokia was trapped by a reliance on its unwieldy operating system called Symbian. While Symbian had given Nokia an early advantage, it was a device-centric system in what was becoming a platform- and application-centric world. To make matters worse, Symbian exacerbated delays in new phone launches as whole new sets of code had to be developed and tested for each phone model. By 2009, Nokia was using 57 different and incompatible versions of its operating system.

At the same time, the importance of application ecosystems was becoming apparent, but as dominant industry leader Nokia lacked the skills, and inclination to engage with this new way of working. By 2010, the limitations of Symbian had become painfully obvious and it was clear Nokia had missed the shift toward apps pioneered by Apple. Not only did Nokia’s strategic options seem limited, but none were particularly attractive. In the mobile phone market, Nokia had become a sitting drop to growing competitive forces and accelerating market changes. The game was lost, and it was left to a new CEO Stephen Elop and new Chairman Risto Siilasmaa to draw from the lessons and successfully disengage Nokia from mobile phones to refocus the company on its other core business, network infrastructure equipment.

Questions

Q1. Discuss the main competitive advantages used by Nokia?

Q2. How Nokia lost its position to another competitors?

Total: (500 words).

In this example we will apply the equations for constant angular acceleration to the simple case of a rotating bicycle wheel. The angular velocity of the rear wheel of a stationary exercise bike is ω0=4.00rad/s at time t=0, and its angular acceleration is constant and equal to α=2.45rad/s2. A particular spoke coincides with the +x axis at time t=0 (Figure 1). What angle does this spoke make with the +x axis at time t=3.00s? What is the wheel's angular velocity at this time? part A: How much longer will it take before the reference spoke is once again aligned with the +x axis? Part B: What will the angular speed of the wheel be at this time?

Higher courts are reluctant to review a lower court's factual findings. Should this be so? Would appeals be fairer if appellate courts reviewed everything?

1. Itemize 6 ways in which defect control can be used to our advantage in engineering designs. Include specific examples.

The insurance company where you work is planning to raise all premiums for health-care coverage. Your boss has asked you to read a draft of her letter to customers annousing the new, higher rates. The first two paragraphs discuss some exciting medical advances and the expanded coverage offered by your company. Only in the final paragraph do customers learn that they will have to pay more for coverage starting next year. What are the ethical implications of this draft? What changes would you suggest (in detail), and why?

You are provided with the following information for Blue Spruce Corp., effective as of its April 30, 2014, year-end.

I need to put this in a balance sheet. The first part of the balance sheet is called "income statement". The second part of the balance sheet is called "retained earning statement". The third part is a balance sheet with assets and liabilities.thanks

Discuss the limitations of the economic value creation framework. Give an example and compare this framework to explanations that focus only on cost minimization.

A small object is placed to the left of a convex lens and on its optical axis. The object is 50 cm from the lens, which has a focal length of 15 cm. Determine the location of the image formed by the lens. (Enter your answer in cm from the lens.)

_____ cm from the lens

Describe the image. (Select all that apply.)

real ____

Virtual ___

upright ____

Inverted ___

enlarged ___

Reduced ___

on the left side of the lens ___

on the right side of the lens __

Question 1) In an air standard diesel cycle, the conditions of the air at the start of the compression stroke are 2 bar and 30℃. The pressure rises to 30bar after compression, and through combustion, 1200 kJ of energy is added per kg air. Calculate

1. Compression ratio
2. Cutoff ratio
3. Mean effective pressure
4. Temperature and pressure at the end of each process
5. work done per kg air
6. Thermal efficiency of the cycle

Handi Inc., a cell phone manufacturer, procures a standard display from LCD Inc. via an options contract. At the start of quarter 1 (Q1), Handi pays LCD $4.00 per option. At that time, Handi’s forecast of demand in Q2 is normally distributed with a mean of 30,000 and a standard deviation of 9,000. At the start of Q2, Handi learns exact demand for Q2 and then exercises options at the fee of $2.70 per option, (for every exercised option, LCD delivers one display to Handi). Assume Handi starts Q2 with no display inventory and displays owned at the end of Q2 are worthless. Should Handi’s demand in Q2 be larger than the number of options held, Handi purchases additional displays on the spot market for $8.00 per unit. For example, suppose Handi purchases 37,000 options at the start of Q1, but at the start of Q2 Handi realizes that demand will be 40,000 units. Then Handi exercises all of its options and purchases 6,000 additional units on the spot market. If, on the other hand, Handi realizes demand is only 35,000 units, then Handi merely exercises 35,000 options.

a. Suppose Handi purchases 37,000 options. What is the expected number of options that Handi will exercise?

b. Suppose Handi purchases 37,000 options. What is the expected number of displays Handi will buy on the spot market?

c. Suppose Handi purchases 37,000 options. What is Handi’s expected total procurement cost?

d. How many options should Handi purchase from LCD?

e. What is Handi’s expected total procurement cost given the number of purchased options from part d?