PART I - In the chapter on sexual behavior, we learned that different cultures and countries view sexual orientation in various ways. For example, in some places, sexual orientation is viewed as a learned behavior that people have a choice over, and individuals are ostracized if their orientation or behavior is not the same as the majority’s behavior. In other areas, sexual orientation is considered a biological matter, implying that choice is not part of it. In other locations, sexual orientation is considered a mixture of biology and environment, where both influences are present.

Please remember your readings on genetics and epigenetics, or any related studies or concepts as you answer the following.

Do you believe that it is ethical for agencies, institutions, or organizations to try to change people’s sexual orientation through means of punishment or suppression? Why? In what ways have institutions and organizations done this? Give examples.

Do you believe sexual orientation is an issue that we, as a society, should be involved in? Assuming that there is no abuse (e.g., child abuse, animal abuse, rape and violence, etc.) present in your bedroom, would you want society to tell you the gender of the person that you are allowed to have sex with? Why or why not?

PART II - Reflect upon late adulthood. How do people in your country or culture generally view the process of getting older? You may include your thoughts on values, beliefs, expectations, and cultural practices surrounding late adulthood. Relate your answers to lifespan theories and to death and dying.
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Please cite any sources if applicable.

It is critical to remember that this is an intellectual discussion and your peers may have different points of view and experiences; therefore, be sensitive and respectful to your peers’ comments. This discussion is about learning with our peers, so keep in mind the open-minded and multi-perspective aim of this discussion.

Thirty years ago, Starbucks was a single store in Seattle’s Pike Place Market selling premium roasted coffee. Today it is a global roaster and retailer of coffee with some 13,000 stores, more than 3,750 of which are to be found in 38 foreign countries. The strategy of its owner was to sell to the company’s own premium roasted coffee and freshly brewed espresso-style coffee beverages, along with a variety of pastries, coffee accessories, teas and other products, in a tastefully designed coffeehouse setting.

In 1995, with 700 stores the United States, Starbucks began exploring foreign opportunities. Its first target market was Japan. Although Starbucks had resisted a franchising strategy in North America, where its stores are company owned, Starbucks initially decided to license its format in Japan. However, the company also realized that a pure licensing agreement would not give it the control needed to ensure that the Japanese licenses’ closely followed Starbucks’ successful formula.

So the company established a joint venture with a local retailer, Sazaby Inc. Each company held a 50% stake in the venture, Starbucks Coffee of Japan. Starbucks initially invested $10 million in this venture, its first foreign direct investment. The Starbucks format was then licensed to the venture, which was charged with taking over responsibility for growing Starbucks’ presence in Japan.

After Japan, the company embarked on an aggressive foreign investment program. In 1998, it purchased Seattle Coffee, a British coffee chain with 60 retail stores, for $84 million. In Asia, Starbucks’ most common strategy was to license its format to a local operator in return for initial licensing fees and royalties on store revenues.

In 2006, Starbucks announced that it believed there was the potential for up to 15, 000 stores outside of the United States, with major opportunities in China, which the company now views as the largest single market opportunity outside of the United States. Currently the company only has 350 stores in China.

1. What could be the main reason that triggered Starbucks to pursue FDI in Britain? .

2. Starbucks decided to pursue international investment through licensing, what would be the cause of that? .

3. Assess the reasons why Starbucks chose to embark on a foreign market expansion strategy outside of the USA.

4. In your opinion what type of international business activity should have Starbucks used? Explain your answer.

Utilize the behavioral Personality theory and write a journal entry

explore the economic changes which occurred in the United states related to the industrial revolution, urbanization and developments in technology/mass culture

2. A refrigeration machine has been designed based on R134a. The design capacity is 15 tons.   The evaporator coil design temperature is 8 oC. The refrigerant enters the compressor as a slightly superheated vapor at 15 oC. The condenser coil design pressure is 14 bar. Refrigerant enters the expansion valve as a compressed (subcooled) liquid at 44 C. Note that the temperature of the air passing over the tubing in the evaporator coil will be higher than 8 oC and the temperature of the air passing over the condenser coil will be lower than the coil temperature. Use 80% for the compressor isentropic efficiency.
a. Calculate the power required to run the compressor under these design conditions and the required mass flow rate of R134a. (30 pts)

b. Find the rate of heat transfer for the condenser (high pressure side) of the system. (15 pts)

c. Find the quality of the refrigerant as it enters the evaporator. (10 pts)



3. A small gas turbine engine is used to produce power for auxiliary systems. This is a simple gas turbine open to the atmosphere. Air enters the compressor at 1 bar, 300 K. The compressor pressure ratio is 3.5:1. After passing through the combustion chamber, the air enters the turbine at a temperature of 1300 K. Determine the mass flow rate of air needed for the turbine to produce 60 kW of power. Also determine the heat that must be generated in the combustors. (30 pts) Solar collector …

Nihonno Tsukuruno, Inc. uses the FIFO method of process costing. The firm has only one production department. It has the following cost per equivalent unit rates for the month of January. $12.50 direct materials per equivalent unit $17.25 conversion costs per equivalent unit Here are some additional details about the firm. The firm began the period (i.e. January 1) with $10,000 of direct materials cost and $15,000 of conversion costs in beginning WIP. Those beginning WIP costs were incurred for 1,000 beginning WIP units that were 50% complete with respect to conversion costs and direct materials. The firm completed and transferred out a total of 59,000 units in January. What is the cost of units completed and transferred out for January (including direct materials costs and conversion costs)? Selected Answer: d. $1,755,250 Answers: a. $1,780,250 b. $1,740,375 c. $1,765,375 d. $1,755,250

Please show me all the solutions to these problems.

6. Convert 500 CFM (cubic feet per minute) to gallons per day.

7. An eight-ounce cup of Starbuck’s cappuccino has 75 mg of caffeine. How many
grams of caffeine are in 3 gallons of cappuccino? There are two cups in a pint, two
pints in a quart and 4 quarts in a gallon.

8. Express 150 ng in μg.

9. Express 81 mg in μg.

10. Express 13 μm in nm.

Why is it important to read original accounts of research?

1. An important principle of change management is:

   		Make sure that DEV, QA, and PRD are set up technically correct
   		Have a data collection, standardization, and harmonization plan in place
   		Involve only top management
   		Educate users during planning for ERP on the system's benefits

1. All of the following are benefits of activity-based costing except:

   		Objectively assign overhead costs based on the cause and effect of a relevant cost driver to activities
   		Help businesses better analyze the cost of making and delivering items
   		Show the profitability by segment of the company
   		Allow for more accurate product overhead costing

Suppose that we have a process that produces two types of an item: Blue Item and Orange Item. Both of the items require the same pure sequential operations: O1, O2, O3. O1 and O3 are manual operations. O2 is the main and an automated operation which differentiates the items (e.g. gives different colors). Operation 1 takes 1 minutes per item. It is a manual operation that is common to both types. Operation 2 takes 4 minutes per item. It is an automated operation. Operation 3 takes 1 minute per item. It is a manual operation that is common to both types. Draw the GANTT Chart, calculate the flow time, cycle time, throughput, value added time and waste when the setup time for machine 2 where the Operation 2 occurs is 3 minutes and the batch size is 3 items per batch.

How do we separate end-users security policies from the infrastructure security policies on the windows server?

You are a business consultant who has just been hired by a young entrepreneur who is beginning a new business. The entrepreneur plans to start a privately owned business (i.e. grocery, clothing, hairdresser, auto repair, cleaning service, etc.). Your client is uncertain where to locate the business and is looking for your professional advice. Your client's initial thoughts are to establish sales of $200,000 the first year and grow the business at an average annual rate of 20% each year after. As his consultant, you are requested to prepare a report analyzing and answering the following questions:

1. What is the best small business option given today's economy?
2. What are the characteristics of the target market?
3. Who is the competition and what are their strengths and weaknesses?
4. What are your client's strengths?
5. How should the business operate?
6. How should the business be advertised and promoted?
7. How should the business be financed?
8. What are the restrictive laws and regulations affecting this type of business and how should the client comply with these laws?
9. What strategies and plans should be put in place to grow the business by 20% per year?

Toyota used to sit on top of the world. It basked in the reputation of building high-quality cars efficiently. It enjoyed unprecedented growth, even surpassing General Motors as the largest car manufacturer in the world. But all of that came tumbling down with reports that cars were accelerating out of control, careening down highways, and putting everyone’s lives in danger. There was even a recording of a 911 call from an off-duty policeman who lost control of his car and died in the ensuing crash. Toyota responded with a recall of historic proportions—nearly 8 million cars in the United States and 1.8 million in Europe. It even suspended sales of brand new models, including the best-selling Camry and Corolla, until the vehicles could be repaired. But still, there was confusion about what was causing the problems—was it the floor mats, the braking system, the software controlling the engine, or something else? Conspiracy theorists argued that Toyota had no clue what was causing the sudden acceleration and that their recall was basically worthless. By early 2009, your company was in a situation it had not faced for decades—its sales had dropped by 16 percent. Even General Motors, the bankrupt General Motors, which looked like it could do nothing right for many years, grew 8 percent during the same time. According to some journalists, the recall cost Toyota more than $2 billion. But by March 2010, things seemed to be on the rebound. Sales picked up dramatically, 35 percent from the previous year, and 88 percent from the previous month. Customers were once again buying Toyotas and putting their confidence in its ability to produce reliable cars. But just as things seemed to be rosy again, Transportation Secretary Ray LaHood announced plans to levy a fine of $16.4 million against your company. The money itself isn’t necessarily a problem. Even with losses, Toyota still made $1.8 billion in the fourth quarter of 2009. The fine would be less than 1 percent of what you earned in just three months. So why not just “take the medicine” as it were, pay the fine, and move on from the whole mess? Because the fine comes attached with a statement that Toyota “knowingly hid” safety problems in order to avoid a costly recall. According to LaHood, “We now have proof that Toyota failed to live up to its legal obligations. Worse yet, they knowingly hid a dangerous defect for months from U.S. officials and did not take action to protect millions of drivers and their families.” So what will you choose to do? You could just pay the fine and admit fault, but if you do, the company’s reputation for quality will take a perhaps fatal blow. You wouldn’t just be admitting that you made a mistake, but that you deliberately lied about it in order to keep making money. What’s more, an admission of covering up would give great support to the hundreds of lawsuits that claim Toyota committed consumer fraud. How much money would those settlements cost? You could, of course, just contest the fine and the admission. But, your company’s reputation is already fragile, and fighting the government (and potentially losing) may make things even worse. Form a group with three or four other students and discuss what decision you would make as a Toyota management team by answering the following questions. 1. What is your recommendation for how Toyota should approach this situation? 2. What are the decision criteria that should be used in this situation, and how should they be weighted? 3. Under what conditions do you think it is acceptable for Toyota to settle for a “good enough” decision?

assess post covid response in students across globe

A hydrocarbon with the general formula C_xH_y is 92.26% carbon. Experiment shows that 0.311 g hydrocarbon fills a 185 mL flask at 88.7 °C with a pressure of 486 mm Hg.

Calculate the molecular formula for this compound.